EXECUTIVE SUMMARY

It is the people who make an organization a success or failure. This project was concentrated on the activities of NEI, which leads to increase the productivity of the employee. Some of the activities include conducting training and then judging its percentage of effectiveness, this process is called training effectiveness. This report examines training pathways for the development of the professional sector, identifies key issues and gaps, and recommends approaches to strengthen the future coordination and effectiveness of training at various levels. The scope of the report is pre-professional training and pathways, with contextual reference to training at the advanced level. Training effectiveness survey was done to find out the impact and effectiveness of the training on employees. On the basis of reporting relationship of employees, attributes (Skills) were filled in the form of questionnaires by their senior most peers whom they have taken training from. In this survey, respondents were asked to rate the effectiveness of training delivery methods. Respondents were also asked to rate their level of experience as well as the effectiveness of the delivery methods for several subject matter areas. Finally, respondents were asked to provide written comments regarding their choices. These questionnaires were given to fill their own present level. According to the effectiveness percentage calculated, graphs were made for each department to judge the effectiveness. Various training programs at NEI include on the job, off the job, in company training, outside training, foreign training etc. Skills are distinguishing characteristics of successful performance within an establish role. The characteristics may include any combination of the following knowledge, skill and traits, values, beliefs, motives and physical ability. Survival, smartness, growth and glow of organization depend on their improved efficiency. Organizational skills are essentially skills of people who constitute the organization. Any training program instituted in organization must address ways and means of effectively building skills of the people of the organization

OBJECTIVE OF STUDY
The organization has given this project to find out the effectiveness of the training activity at NEI once in a year company calculates the effectiveness of training. The present project aims at calculating the effectiveness of the training which was conducted last year. Along with the said objective, the aim is to identify the employees whose effectiveness of training is below the desired level so that the retraining can be planned and necessary corrective actions can be planned. The effectiveness is calculated by taking certain parameters into consideration which are as follows: Knowledge Skills Attitude Behavior Job Performance General

SCOPE OF STUDY:
It evaluates the effectiveness of the training conducted by the employees It evaluates the areas where the training is not effective To identify the employees who have very low effectiveness so their retraining can be planned. To acknowledge the major achievements of the employees

COMPANY PROFILE

NATIONAL ENGINEERING INDUSTRIES (NEI) Limited, belongs to the renowned industrialist, Late Shri B.M.BIRLA

(Late Shri B.M.BIRLA) It started under the name of NATIONAL BEARING INDUSTRIES LIMITED (NBC) Founded in Jaipur in the year 1946 as a pioneer industry in the field of bearing manufacturing,. The first bearing was manufactured in 1950 with a modest start of 30,000 bearing in 19 sizes. The company is now producing nearly 3.8 million bearings per month in over 500 different sizes ranging from 20mm Diameter to 1350mm Diameter and has the capacity to produce bearing up to 2000mm diameter. With ever increasing activities and grant of industrial licenses for other vital industries and manufacturing of Roller Bearing Axle Boxes for Railway rolling stock, Steel balls, Tapered Roller bearings, Spindle Inserts etc., the name of company was changed in 1958 to NATIONAL ENGINEERING INDUSTRIES Ltd. retaining its original trade mark NBC. The industry now spread over 118 acres of land in Jaipur, 56 acres in Gunsi (Newai) and Manesar. This is the only unit in the country manufacturing ball bearings, Steel bearings, tapered roller bearings, cylindrical roller bearings and axle boxes for railway rolling stock including spherical roller bearings, cartridge roller bearings & large diameter special bearings in separate fully equipped factories. The development of national engineering industries Ltd., was pioneered with a theme, Indigenization and Self reliance.

THE NEI EDGE

NEI is powered by a strong faith in its own capabilities. This explains its success in building up an improved infrastructure of technical strength for designing & consulting engineering machines, even designing new mean & methods for upgrading. NEI provides a friendly environment to work together as a team with mutual understanding, responsibility, trust, respects & dignity. NEI always attempts to explore new ideas & adopt the latest technology in world to come up with the very best for customers. The bearings of NBC are widely used by automobiles, truck, tractors, steel mills, thermal power plant, railways etc.

The company has been awarded ISO-9001 certificate The Mark of Excellence in Quality Management System by BVQI of U.K. in 1995. TS-16949 : 2002 & ISO 9001 : 2000 Quality System Certification

2004 ISO 14001:1996

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2005 Quality System Certification by Association of American of Rail Roads (AAR)

LAYOUT OF ORGANISATIONAL STRUCTURE

ORGANIZATIONAL HIERARCHY

DIVISIONAL ORGANISATION CHART

Emp_N o : 165

FORM NO. : QAF/P/122/074202/Rev.2

Div. :

HRD, Personnel & I / R

D OB : 09/04/1957 D OJ : 03/04/1999

D.K. SHARMA

Vice President
HRD, Personnel & IR
GRADE : E-8

Hea d co u n t: 4 9 PBX : 231 Tel (M) : 9829017299

Emp_No : 176 Emp_No : 252 D OB : 19/07/1954 D OJ : 07/06/1997 Emp_No : 701 D OB : 30/09/1952 DOJ : 26/05/1993 Emp_No : 234 DOB : 18/08/1971 D OJ : 15/03/2008

R.N. KAUSHIK

RAJESH KR. SHARMA

MS. MONIKA JOSHI

JOY E.V.

D OB : 02/12/1953 DOJ : 07/02/1984

Divisional Manager
(Personnel & IR)
GRADE : E-3 GRADE : M-9

Manager
Industrial relations (Legal) He a d cou n t: 2 PBX : 332 Tel (M) : 9414932172
Emp_No : 616

Asst. Manager
HR (Planning & Training)
GRADE : M-5

Sr. P.A cum H.R.D Asstt.

GRADE : M-3(2)

Hea d co u n t: 4 2 PBX : 232 Tel (M) : 9414054911

He a d co u n t: 3 PBX : 368 Tel (M) : 9001093735

He a d cou n t: 1 PBX : 239 Tel (M) :

SANJEEV SHARMA

D OB : 20/06/1962 DOJ : 10/02/1994

Sr. Personnel Officer

Industrial relations (Legal)
GRAD E : M-4

He ad cou n t: 1 PBX : 336 Tel (M) : 9460061898

NATION AL ENGINEER IN G IND USTRIES LTD. D OC UMEN T NO. : ORG/N EI D T. 25.05.2009 REV. : 2 D T. 01.07.2009 APP'D BY : ROHIT SABOO (PR ESID EN T & C EO)

VISION
NEI will be the best market driven Antifriction Bearing Company providing innovative products & service to achieve satisfaction of customers and other stake holders by using world class technology and management practices and through employee commitment. NEI will diversify in allied precision engineering products and special purpose machine.

MISSION
NEI Ltd. is in the business of precision rolling bearings, providing technical services and seeking opportunities for new business consistent with its vision to Provide product and services of world class quality. Meet customer requirements. Increase Shareholder value. Develop mutually beneficial supplier relationships. Create opportunity for the employees to achieve their reasonable Aspirations. To serve the society by providing products and services of excellent quality, meeting consumer requirement, providing adequate return to shareholders and creating opportunity for the employees to achieve their aspirations.

VALUES

Integrity Courtesy and humilty Communication and openess Harmony and cooperation Fairness Adjustment and assimilation
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Customer focus

MILESTONES

1946- COMPANY ESTABLISHED AS NATIONAL BEARING COMPANY (NBC) UNDER TECHNICAL COLLABORATION WITH HOFFMAN, UK. 1950- BALL BEATING PRODUCTION STARTED. 1951- RAILWAY BEARING PRODUCTION. 1957COMPANY NAME CHANGED TO NATIONAL ENGINEERING

INDUSTRIES LTD. (RETAINING NBC AS TRADE MARK). 1967- TAPER ROLLER BEARINGS UNDER TECHNICAL COLLABORATION WITH FEDRAL MUGGAL CORPORATION, U.S.A. 1971- ESTABLISHED RESEARCH & DEVELOPMENT DIVISION. 1971- ESTABLISHED MACHINE BUILDING DIVISION. 1975- LARGER DIAMETER SPECIAL BEARINGS. 1976- SPHERICAL ROLLER BEARINGS WITH TECHNICAL KNOW HOW FROM FAG-SRO. 1981- SEPRATE FACTORY FOR BALL BEARINGS AT GUNSI (NEWAI). 1982-CARTRIDGE TAPER ROLLER BEARINGS IN TECHNICAL

COLLABORATION WITH BRENCO INCORPORATED, U.S.A.

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1985- LARGEST BEARING WITH O\D1.3 METER & WEIGHT 4.39 TONS (4390 KGS) PRODUCED. 1986- TECHNICLA COLLABORATION WITH NTN CORPORATION OF JAPAN FOR BALL, CYLINDRICAL & SPHERICAL ROLLER BEARINGS. 1990 TO 1995- MODERNISATION IN THREE PHASES. 1995- IS0-9001 CERTIFICATE. 1996- TECHNICAL COLLABORATION WITH IZUMI KINZOKU LTD., JAPAN FOR MACHINE RETROFITTING AND OVERHAULING OF GRINDING AND SUPERFINISHING MACHINES FOR BEARING RACES. 1997- TECHNICAL COLLABORATION WITH NTN CORPORATION OF JAPAN FOR TAPERED ROLLER BEARING AND HUB BEARINGS. 1998- IV PHASE MODERNISATION STARTED. 1999-IMPLEMENTED Ist PHASE OF E.R.P. SAP SOLUTIONS. 2000QS-9000 QUALITY SYSTEM CERTIFICATION & ISO-14001

CERTIFICATION. 2003- TS-16949 CERTIFICATION BY BVQI 2004- SEPARATE ASSEMBLY PLANT AT MANESAR (GURGAON) 2005- AAR M-1003 CERTIFICATION FOR R.B.

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2006- FORMED JOINT VENTURE WITH NTN FOR MANUFACTURING OF CONSTANT VELOCITY JOINTS (CVJ) FOR PASSENGER CARS 2007- JIPM (TPM) AWARD FOR NEWAI PLANT 2008- JIPM (TPM) AWARD FOR JAIPUR PLANT

ro

QUALITY POLICIES
NEI believes in the maxim Consumer is always right. With this in mind NEI shall design, manufacture and deliver products to provide consumers satisfaction, through continuous improvement. To achieve this, management shall: Provide education and training in planned manner to the employees. Maintain international quality management system as per ISO-9001 and adopt QS-9000

system.

TECHNICAL COLLABORATIONS

Hoffman Manufacturing Company limited, UK from 1946 for ball cylindrical roller bearings in railways stock.. SRO-FAG 1975 for spherical roller bearings for railway coaches. NTN Corporation of Japan since 1985 for ball, cylindrical and roller Bearings.

bearings and

IZUMI KINZOKU KOGYO Co. Ltd. Japan since 1996 for remanufacturing and overhauling of bearings Grinding and super finishing machines for bearing races.

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PRODUCTS OF NEI

Spherical Roller Bearings. Ball Bearings. Roller Bearings. Tapered Roller Bearings. Cartridge Tapered Roller Bearings. Steel Ball

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1. BALL BEARING:Precision ball bearing from 6mm to 75mm bore diameter is manufactured on the different machines in grinding and centrally air conditioned. Assembly lines with auto gauging and testing equipments. The latest advance techniques for manufacturing and quality are applied. The plant is spread over a covered area of 14694sq.m.

2. STEEL BALL:Precision Steel Balls up to 25mm diameters for NBC Bearings are manufactured on Precision and lapping machines to achieve super finished surface, accuracy and roundness as per standards. This Division is spread over a covered area of 4,700 Sq. Meters

3. TAPERED ROLLER BEARING:This plant with the most modern equipment was set up in the year 1968. Precision Tapered Roller Bearings are manufactured in Inch and Metric series from 15.875mm bore to 95.25mm

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bore with technology obtained from our earlier collaborator, Federal Mogul Corporation, USA and now with NTN Corporation, Japan. These bearings are used by all major Automobile manufacturers in the country as Original Equipment This Division is spread over a covered area of 11,652 Sq. Meters.

4. RAILWAY BEARING: ROLLER BEARING IN AXLE BOX:With the production of Roller Bearings and Axle Boxes since 1952, the company has fully met the requirements of the Indian Railways (one of the largest systems of the world) by designing and developing Axle Boxes and bearings for fitment to Locomotives manufactured by Diesel Locomotive Works, Chittaranjan Locomotive Works, various wagon builders, the ICF broad and meter gauge coaches. Over a million NBC bearings and boxes are in service with the Indian Railways. The development of completely indigenized Axle Boxes and bearings for the high speed Rajdhani Locomotive, the Yugoslavian and Egyptian Railway wagons are the highlights of the design capabilities at NEI. On date more than 100 types of Axle Boxes and Bearings have been manufactured.

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 SPHERECAL ROLLER BEARINGS:The manufacturing of spherical roller bearings was started in the year 1975-76 for the fitment to broad-gauge and meter-gauge passenger coaches with design technology machines and equipments procured from the collaborators.

CARTRIDGE TAPERED ROLLER BEARING:-

For fitment to the new BOX-IN Up rated Wagons designed by the RDSO, NEI is the only manufacturer in the country to indigenize these bearings to a high percentage under collaboration with the largest manufacturer of these bearings in the world. Production of these bearings commenced in the year 1984. These bearings are grease packed and require no field lubrication for a Period of 7 years. This Division is spread over a covered area of 4,855 Sq. Meters

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LARGE DIAMETER BEARING:-

NEI is one of the tenth manufactures of manufacturing the bearings up to 2000mm diameter. The largest bearing produced by NEI for fitment to the plate mill of Rourkela was released by Mr G.P Birla in1985.This four row tapered bearing has 1300 mm diameter and 4.39 tonne weight. The large diameter bearings are produced out of case carbonized steels and heat treated on special equipments and furnaces developed by NEI. The company makes over 100 different types of special large diameter, which are successfully used in steel mills, heavy engineering plants, bulldozers, thermal power plants and in many other industries, saving foreign exchange for the country. Covered areas of 2,508 Sq. Meters.

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RESEARCH AND DEVELOPMENT AT JAIPUR

a.

DESIGN AND DEVELOPMENT:-

Complete in house facilities for design development of all types of ball bearings and tooling are available. The design is done on CAD. The large diameter bearing and tooling have been entirely designed and developed at NEIs R&D at its computer centre. Complete Engg. and research facilities are available to solve intricate problems with experts advice, development. Manufacturing and maintenance of brg. With shinning of technical collaboration agreement with NTN Collaboration agreement with NTN Corporation, Japan and Brenco Inc of USA.

b. MACHINE BUILDING
The NEI has the capacity of the machine building to design, develop and manufacture special purpose CNC grinding lines, HT lines, and material handling equipments etc. which have been made for its capacity use to keep pace with the latest technology. A well -equipped electronic design, development laboratory with all testing facilities supports the machine building division.This Division is spread over a covered area of 2,007 Sq. Meters.

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PLANT AT GUNSI (NEWAI):Established in the year 1980-81 as an expansion project of NEI Ltd, the factory is equipped with fully automated grinding lines with electronic in- process and post-process gauging and centrally air-conditioned assembly lines with auto gauging and test equipments for quality and reliability of the products. The plant is spread over a covered area of 7,200 Sq. Meters.

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MAIN COMPETITOR OF NEI

TIMKEN ABC Ranchi H.M.T. Bearing FAG, Mumbai S.K.F., Pune & Bangalore TISCO etc. KOYO India, Hyderabad S.B.L. Ranchi S.K.F., Pune & Bangalore TISCO etc. KOYO India, Hyderabad S.B.L. Ranchi

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NEI NETWORK ALL OVER INDIA

NEI's manufacturing plants are situated at Jaipur and Gunsi (Newai). Office Whole production is from these two plants. Head of NEI is also situated were Branch Offices are in Calcutta, Pune, Mumbai, Ahemdabad, Delhi and Faridabad. Registered offices are in Jaipur and Calcutta.
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MARKET OF PRODUCTS
a) BALL/ ROLLER/TAPER ROLLER BRG. Telco, Eischer Hindustan motors Tafe, Mahindra & Mahindra Dynamo pumps Crompton greaves HMT tractors, orient fans, Usha fans Maruti, Escort, Hero Honda Bajaj scooters, Kinetic Engineering

b) AXLE BOXES Indian railways Arabian countries Cimco wagon in dust

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MAIN CUSTOMERS

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INTRODUCTION
Human Resource Department
Status of the HR department in the total organizational structure depends on whether a unit is small or large .HRD is a system having several inter dependent parts or subsystem such as procurement, appraisal, development etc change any one subsystem leads to change parts for example; if there is a Change in promotion policy where seniority is replaced with merit, the chain relation on affected individuals, union and shall have to be assessed keeping the difficulties in framing acceptable guidance regarding merit in mind. HRD is an inter disciplinary concept .HRD use anthropology, economics etc. HRD Functions:
Development oriented

amalgamation at various ideas, concepts,

principles and practices drawn form a number of soft sciences such as sociology, psychology,

Consists of inter dependent parts. Responsibility of all managers in the organization. Better use of human resource leads to improved satisfaction and moral. Proactive function trying to anticipate and read with appropriates responses. It tries to develop the organization as a whole and its culture. . HRD department at NEI holds great importance as this department is responsible for meeting the entire organizational requirement in terms of: 1) Staff 2) Labor 3) Workers/Labors 4) Higher management etc.

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HRD is not only concerned with only recruitment but they are also responsible for other activities like a) Training b) Industrial relation c) Labor welfare activities. d) Industry related education/training e) Promotional activities. f) Skill development etc.

Benefits To The Business:

Leads to improve profitability and more positive attitude towards profit orientation. Improves the job knowledge and skill at all level of organization. Improves the morale of the workforce. Helps people in identifying organizational goal. Helps in creating a better corporate image. Aids in organizational development. Helps in preparing guideline for work. Aids in understanding and carrying out organizational policies.

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Benefits To The Employees:

Helps the individual in making better decisions and effective problem solving. Motivational variables of recognition, achievement, growth, responsibility and advancement are internalized and operationalized. Aids in encouraging and achieving self development and self confidence Helps a person in handling stress, tension, frustration and conflict. Increase job satisfaction and recognition. Provides the trainee an avenue for growth.

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HUMAN RESOUSE MANAGEMENT

INTRODUCTION Human resource management (HRM) is a management function that helps managers recruit, select, train and develops members for an organization. DEFINATION OF HRM: HRM involves the application of management functions and principles. The functions and principles are applied to acquisitioning, developing, maintaining, and remunerating employees in organizationsStaimez: defines Training is a short term process utilizing a systematic and organized procedure by which non-managerial personnel to learn technical knowledge and skill Mamoria: defines Development covers not only the activities which improve job performance, but also those which b ring about growth of personality, helps individual in the process towards maturity and actualization of this potential capacities so that they become not only good employees but also both good men and women.S. P. Robbins: defines Training is a learning process which seeks a relatively permanent change in behavior that occurs as a result of experience.Dale Yoder: defines It is that deals with the effective control and use of manpower as a distinguished from other source of man power All we have accomplished so far is only a beginning. We must keep going never giving into the temptation to rest on our laurels, always bearing in mind our responsibility and seeing a greater goal before us. SHRI B.M.BIRLA In todays environment of globalization, a company can remain competitive by efficient use of its human resource for which it needs a well functioning HR department. NEI has a very strong HRD department, which is engaged in performing the functions of recruitment and selection of all personnels with the active participation of well-experienced and qualified HRD professionals and technical executives.

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SCOPE OF HRM: The scope of HRM is indeed. The activity includes are HR planning, job analysis and design, recruitment and selection, orientation and placement, training and development, performance appraisal and job evaluation, employee and executive remuneration, motivation and communication, welfare, safety and health, industrial relation (IR) and the like. We can categorize all these function into seven sections (i) Introduction to HRM (ii) Employee hiring (iii) Employee and executive remuneration (iv) Employee motivation (v) Employee maintenance (vi) Industrial relations (vii) Prospects of HRM.

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OBJECTIVES OF HRM: The primary objective of HRM is to ensure the availability of a competent and willing workforce to an organization. HRM objectives are four fold 1. Societal: To be ethically and socially responsible to the needs and challenges of the society while minimizing the negative impact of such demands upon the organization. 2. Organizational: To recognize the role of HRM in bringing about organization effectiveness. HRM is not an end in itself. 3. Functional: To maintain the departments contribution at a level appropriate to the organizations needs. 4) Personal: To assist employees in achieving their personal goals.

ORGANISTIO N AL

HUMAN RESOURCE MANAGEMEN T

Functional

Person al

Societa l

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HUMAN RESOURSE DEVELOPMENT AT NEI

All we have accomplished so far is only a beginning. We must keep going never giving into the temptation to rest on our laurels, always bearing in mind our responsibility and seeing a greater goal before us. SHRI B.M.BIRLA From the vision statement of the founder of NEI, it is evident that company is not only playing the role of supplier of widest range of roller bearing but also the company that keeps the engineers of country s growth rolling smoothly into future. HRD department at NEI holds great importance as this department is responsible for meeting the entire organizational requirement in terms of: 1) Staff 2) Labor 3) workers/Labors 4) Higher management etc. HRD is not only concerned with only recruitment but they are also responsible for other activities like : A) Training B) Industrial relation C) Labor welfare activities. D) Industry related education/training E) Promotional activities. F) Skill development etc.

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A complete process of all these activities are undertaken in order to achieve organizational goal for getting to the next higher level. The main objective of HRD department is:1. 2. 3. 4. 5. Effective utilization on Human Resources. Describe working relationship. Maximum individual development. Preparation of effective welfare program for all levels. Monitoring the efficiency and effectiveness of the personnel.

HRD department expects that new entrants are believed to have positive attitude, will do work and skill to contribute. HR system of NEI JAIPUR is in consonance with mission statement to involve people, provide motivation and create better understanding and positive work culture.The HR system performs the functions under four groups

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TRANING AND ITS PROCESS

The function of training is to close the gap between actual and desired job performance. The need for quality training programs is on the increase due to the fact that the highly competitive business environment is throwing up new and complex jobs. Training processes are carefully scrutinized and aligned with company goals. It is seen as one part of a system designed to create intellectual capital. It refers to a planned effort by a company to facilitate employees learning of job-related competencies. Its basic goal is to master the knowledge; skill and behaviors key for successful job performance of employees and apply them to their day-to-day activities. Training is used to attract, retain and motivate staff and employee. High-leverage training is linked to business strategy, helping an organization to achieve its mission and goals through systematic instructional design and comparative bench marking. Training also gives you personal satisfaction .You will be needed and appreciated more by your colleagues and associates. It gives you prestige. This happens when you \are selected to attend a programme .It will save you years of hard knocks, if you listen with a mind free of preconceived notions. You will learn not to waste time and energy on trivial things. Training arms you with the confidence you need. In a training get together, you will come to know where you stand and how good or bad you are. It improves your skills and lets you acquire new skills because trainers who are more qualified and experienced than you, will share their skills with you .This will motivate you. Training helps you to adapt to the changes in the future by forewarning you about such changes. Continuous learning requires employees to understand the entire work system, how their jobs interrelate with others jobs, and the company products and services. Training design is effective only if it helps employees reach instructional or training goals and objectives. Measurable learning objectives should be identified before training. Evaluation plays an important part in planning and choosing a training method, monitoring the training program, and suggesting changes to the training design process.

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THE TRAINING PROCESS

Developing and implementing training program are very costly as well as time-consuming process. Therefore they need to be drafted very carefully. Usually following process is used in training program

Organizational Objectives and strategies

Assessment of Training need

Establishment of Training Goals

Designing Training Program

Implementation of Training Program

Evaluation of Results

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1. Organizational objectives and strategies: The first step in the training process is the

assessment of its objectives and strategies. This may include certain important questions like What business are we in? At what level of quality do we wish to provide our product or service? Where do we want to be in the future? After answering these types of questions organization should assess the strengths and weakness of its human resources. 2. Assessment of training need: - The next and the most important step in training Program

is need assessment. Need assessment diagnoses present problems and future challenges to be met through training. As we know that conducting a training program is very expensive and time consuming task, its very essential for a company to assess the need of training. Organizations that implement training program without conducting need assessment may make errors. For example, need assessment exercise may reveal that less costly interventions like selection, job redesigning, compensation packages could be used in lieu of training. Need assessment occurs at two levels-group and individual. An individual needs training when his or her performance falls short of standards. Inadequacy in performance may be due to lack of skill or knowledge or any other problem. If the performance deficiency is due to lack of skill or knowledge, this can be remedied by proper training. But, if this is due to any other reason, other remedial actions like transfer, job redesigning, improvement in quality of supervision etc. are to be taken.

3. Establishment of training goals: - After assessing the need of training, training goals are needed to be established. Without clearly set goals, it is not possible to design a training program and, after it has been implemented, there will be no way of measuring its effectiveness. Goals must be tangible, verifiable and measurable.

4. Designing training program:-Now, the next step is to design the training program. Every training program must address certain vital issues like-Who participates in the program? Who are the trainers? What methods and techniques are to be used for training? What should be the level of training? What learning principles are needed? Where the program is to be conducted? Etc.

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5. Implementation of training program:- Only establishment of goals or designing the program is useless, until and unless those program are not implemented accordingly. Implementation is beset with certain problems. Firstly most managers frequently say they are too busy to engage in training efforts. Secondly, availability of trainers is a major problem. A trainer must possess communication skill along with companys philosophy, its objectives, its formal and informal organization and the goals of the training program. Another problem in implementing training program is scheduling training, that is, how to schedule training without disrupting the regular work? Record keeping about the performance of the trainee is also a major problem. HR manager has to implement training program keeping in mind all these problems. Program implementation involves action on the following lines: Deciding the location and organizing training and other facilities. Scheduling the training program. Conducting the program.

Monitoring the progress of trainee. 6. Evaluation of results:- The last stage in training program is evaluation of results. Since

huge amount of time and money is spent on training and development program, how far the program has been useful must be determined. Evaluation helps determine the results of the training program.

TRAINING TECHNIQUES
Training can be imparted through:
(i) (ii)

on the job methods off the job method

Under the former method, the principle of learning of doing is adopted & the employees are trained on the job at their work place & under the same working conditions under which they will be required to work in the normal course. In case of off-the-job methods, the principle of learning by acquiring knowledge rather than by doing is adopted & employees are trained away from the actual work place so that they
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may be free from the job pressure & job demands during training period. The techniques of training include lecturers, conferences, seminars discussions, case studies, role playing, sensitivity training, brain storming, management games etc. In NEI, depending on the course of objectives, training methodology mix is carefully designed. In training course, ample opportunities are provided to the employees to take active part in learning process.

Training attendance
Training attendance at national engineering industries is monitored through software called HRM software. It is customized software which is designed by the technical experts of the company. This software automatically assesses the number of trainings attended by the employees. Here are some snapshots which describe the procedure of training attendance through HRM software:

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39

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IMPORTANCE OF TRAINING
Training offers innumerable benefits to both employees and the organization. So the importance of training can be explained under following heads: 1. Benefits to the business: Leads to improve profitability and more positive attitude towards profit orientation. Improves the job knowledge and skill at all level of organization. Improves the morale of the workforce. Helps people in identifying organizational goal.

2.

Benefits to the employees

Increase job satisfaction and recognition. Provides the trainee an avenue for growth. Develops a sense of growth in learning.
Helps a person develop speaking and listening skill .

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TRAINING EFFECTIVENESS
INTRODUCTION

Every organization needs to have well trained and experienced people to perform the activity that have to be done if the current or potential job occupant can meet this requirement, training is not important but when this is not the case, it is necessary to raise the skill level and increase the versatility and adopt ailing of employees inadequate job performance or a decline in productivity or change resulting out of job redesigning or a technological breakthrough require some type of training and development efforts. In a rapidly changing society, employees training and development is not only an activity that is desirable but also is activity that an organization must commit resource to if it is to maintain a viable and knowledgeable work force.

TRAINING V/S DEVELOPMENT

According to Yoder although the terms training and development appear synonymous, there is a recognized difference between these concepts. Earlier, training programs stressed preparation for an improved performance in largely specific rank and file jobs. With the growth of organization, several problems development specifically at supervisory level. Accordingly, supervisory training programs were launched enabling them to deal with distinctive problem. During the training of the supervisors, the need for training of their bosses appeared significant. Therefore, special developmental programs for middle managers were organized. Later on, the development programs were started for top management as well. These programs indicated the significance of the concept of development and thus training appeared to be an improper designation for learning a wide variety of complex, difficult and intangible function of managerial personnel.

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Thus, the concept training was degraded. As managers they remarked. Training is for dogs, people are development. Today the terms development and education are more suitable than the term training. It is not the training but the full development of personality that enables the human resource to exert their full potential. Accordingly, training and development programmers are combined together for developing skills as well as basic attitudes, leading to continued personal growth. These programmers purport to improve job performance, minimize waste and scrap, prepare individuals to accept organizational change, facilitate understanding of organizational goals and attain allied behavioral objectives. Obviously the basic problem in development is to integrate the individuals achievement motivation and self-interest with the goals of the organization.

OBJECTIVE OF TRAINING
1. To train the employee in the company culture pattern. 2. To train the employee to increase his quantity and quality of output this may involve improvement in work method or skills. 3. To train the employee for promotion to his/her jobs. 4. To train the bright but dronish employee in the formatives of his goals. 5. This may in value instructions in initiative and drive. 6. To train the employee towards better jobs adjustment and high morale. 7. To reduce supervision, wastage and accidents development of effective towards a reduction in the accident rate less supervision and wastage of material.

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TRAINING: AN INVESTMENT IN PEOPLE

To help employees acquire the required professional knowledge, skills and attitudes and to facilitate them to realize the potential to the maximum possible extent, the organizations provide them necessary training and opportunities for growth and development. The need for training and development is also felt because it unfolds the skills hidden most workers or provide them with the new skills required for discharging their functions effectively and efficiently. As this study is based on National Engineering Industries (NEI) which is a process industry, the term training can be defined as the use of specific means to specific learning, to learn the use of techniques that can be identified and a continually improved. It comes to be known as a sequence of experience or opportunities designed to modify behavior in order to attain a stated objective, say a target or a goal. Moreover, in process based industry, unguided learning or experience proves to be costly and slow. Such trial and error learning can be completely fruitless in improving workers capabilities and is even harmful in sophisticated fields of engineering, production and management. In the present era, when everybody is talking about knowledge economy or knowledge management, which has led to a learning organization, training achieves people oriented dimensions rather than job or task centered. The ultimate objective of training is to facilitate the process of integrated development of the knowledge worker, who after a certain stage acquires a self-initiated, self directed and self regulated activity. The current fashion in the language of training is to call it an investment. Perhaps a very defensive term, for it helps in justifying training costs, by naming it an investment rather than an expense. Oxford English Dictionary investment as an amount of money invested in some species of property; to employ money to purchase something from which interest or profit is expected. The argument thus gets a clear motive, that is, a cost of training produces profit. The more money is spent to improve the quality of training, the higher shall be profit. When applied to people , training makes a person more productive; it allows him to retain his knowledge, acquire new skills, raise his perceptions and widen his vision and contribute to the accomplishment of organizational objectives
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METHODS OF TRAINING
Multitude methods of training are used to train the employees. They represent the medium of imparting knowledge and skill to employees. The choice of method depend on the variety of factor such as competence of instructors relevance to participants, the programmed design etc. is a particular method. Some of the methods of training are:-

1.ON THE JOB TRAINING (OJT)

Majority of industrial training is on the job training type. OJT conducted at the work site and it is relevant to the job. Where an experience worker shows a trainee how to perform the job tasks.

2.OFF THE JOB TRAINING: LECTURERS

Lecture is a verbal presentation of information by an instructor to a large audience. The lecturer is presumed to possess depth of the knowledge of the subject at hand. This is more appropriate situation where same information is shared to a large audience.

ONE POINT LESSON

This is method where training is provided to the trainee without the intervention of trainee. Information is provided to the trainee is block, book or through teaching machine. After reading each block the learner must answer a question about it. Feed back in the form of correct answer is provided after each response.

AUDIO-VISUALS

Include television slides, videotapes and films. These can be used to provide wide range realistic example of job condition and situation in the short period of time.

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 LABORATORY/SENSITIVITY TRAINING
Sensitivity training uses small number of trainees providing awareness about their behavior and how other perceives them. The participants meet with the passive trainer and gain insight into their own and other behavior. Meeting have no agenda, are held away from work place and questions deal with here and who of the group process. Discussion focus on why participants behave as they do, how they perceive one another, and the feeling and emotion generate one

another. WHO ARE THE TRAINEES?

Training should be selected on the basis of self-nomination, recommendations of supervisors or by the HR department itself. Whatever is the basis, it is advisable to have two or more target audiences. For example, rank-and-file employees and their supervisors may effectively learn together about a new work process and their respective roles. Bringing several target audience together can also facilitate group process such making, elements useful in quality circle projects.

WHO ARE THE TRAINERS? Training and development program may be conducted by several people, including the following:
1. 2. 3. 4. 5. 6. 7. Immediate Supervisors, Co-workers, as in buddy system, Members of the personnel staff, Specialists in other parts of the company, outside consultants, Industry associations Faculty members at universities.

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Who among these are selected to teach, often, depends on where the program held and the skill that is being taught. For example, program teaching basis skills are usually done by the members of the HR department or specialists in other department of the company. On the other hand, inter personal and conceptual skill for managers are taught at universities. Large organization generally maintain their own training department whose staff conduct the programs. In addition, many organizations arrange basic-skills training for computer literacy.

IDENTIFYING TRAINING NEEDS

All training activity must be related to the specific needs of the organization and the individual employees. Training programs should be launched only after the training needs are assessed clearly and specifically. The effectiveness of training programs can be judged only with the help of training needs identified in advance. In order to identify training needs, the gap between the existing and required levels of knowledge, skill, performance and aptitudes should be specified. The problem areas that can be resolved through training should also be identified.

Training needs can be identified through the following types of analysis:1.

Organizational analysis: It involves a study of the entire organization in

terms of its objectives, its resources, resource allocation and utilization, growth potential and its environment. Its purpose is to determine where training emphasis should be placed within the organization. Organizational analysis consists of the following elements :

(a) Analysis of objectives: The long term and short term objectives and their relative
priorities are analyzed. Specific goals and strategies for various department and section should be stated as a means for achieving the overall organizational objectives.

(b)Resource utilization analysis: The allocation of human and physical Resources and
their efficient utilization in meeting the operational targets are analyzed. In order to examine in detail the input and output of the organization, efficiency indices may be developed.
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(c) Organization climate analysis: The prevailing climate of an organization the members
attitudes. Without adequate management support and of organization climate can reveal the strengths and weaknesses also.

(d) Environmental scanning: The economic, political, technological and social -Cultural
environment of the organization is examined. This is necessary to identify the environmental factors which the organization can influence and the constraints which it cannot control.

2.

Task or Role analysis: It is a systematic and detailed analysis of jobs or identifies

job contents, the knowledge, skill and aptitudes required and the work behavior. Also called operations analysis, its purpose is to decide what should be taught. Questionnaire, interviews, personal records, reports, test, observation and other methods can be used to collect information about jobs in the organization.

3.

Manpower analysis: In this analysis the person to be trained and the changes
required in the knowledge, skills and aptitudes of an employee are determined. First of all, it is necessary to decide whether performance of an individual is Substandard and training is needed. Secondly, it is determined whether the employee is capable of being trained. Thirdly, the specific areas in which the individual requires training are determined. Lastly, whether training will improve the employees performance or not is determined.

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CONCEPT OF TRAINING EFFECTIVENESS

Training effectiveness is the degree to which trainees are able to learn and apply the knowledge and skills acquired in the training program. It depends on the attitudes, interest, values and expectations of the trainees and training environment. A training program is likely to be more effective when the trainees try to learn, are involved in the jobs, have carrier strategies. Contents of a training program and the ability and motivation of trainer also determine training effectiveness.

HOW TO MAKE TRAINING EFFECTIVE Action on the following lines needs to be initiated to make training practice effective:
1. Ensure that the management commits itself to allocate major resource and adequate time to training. This is what high performing organization do. 2. Ensure that training contributes to competitive strategies of the firm. Different strategies need different HR skills for implementation. Let training help employee at all levels acquire the needed skills. 3. Ensure that a comprehensive and systematic approach to training exists, and training and retraining all done at all levels on a continuous and ongoing basis.

4. Make learning one of the fundamental values of the company. Let this philosophy percolate down
to all employees in the organization.

5. Ensure that there is proper linkage among organizational, operational and individual training
needs.
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6.

Create a system to evaluation the effectiveness of training.

EVALUATION CRITERIA
Evaluation of training effectiveness is the process of obtaining information on the effects of a training program and assessing the value of training in the light of that information. Evaluation involves controlling and correcting the training program the basis of evaluation and mode are determined when the training program is designed. According to Hamblin training effectiveness:

1. KNOWLEDGE:

Functional/technical: to what extent you understand role ,type and range of your work Conceptual clarity: to what extent you become aware, inventive and receptive to
change leading to improvement in performance of predetermined task.

Conceptual awareness/applications: to extent you become aware regarding

computer operations and its applications in your job.

Systems &procedures: the extent of awareness and understanding of policies ,rules,

regulations, procedures under ISO 9000&TQM culture and implementing the same effectively and efficiently.

2. SKILLS:
Communication: to what extent you are communicating effectively with your superiors, subordinates, peers, and customers leading to better understanding and achievement of organizations goals. Leadership: to what extent you guide facilitate persons thereby making an environment which promote learning, growth, development excellence and achievement of organizational goals.

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Problem solving &decision making: to what extent you are making use of
problem solving, process and Q.C. Tools, techniques in solving your critical problems.

Delegating /empowerment: to what extent you are sharing information and responsibilities thereby making employees accountable to their actions and committed to their work and organization

3. ATTITUDE:
Time management /punctuality: to what extent you systematically plan and efficiently utilize the time and realizing time value by inculcating punctuality in your job Five s:to what extent you have understood the five s concept (sorting , sanitizing, &self discipline )and implementing the same in daily work routine so as to support TQM culture in the organization. Proactively/creativity (Promotion of suggestion scheme): to what extent you show originality and initiative towards your job and encourage the suggestion scheme activity to utilize hidden potentials of employees and thinking process culture in the organization. Co-operation /support: To what extent you work in a team mutually assisting each other and support organizational culture for the achievement of organizational goals.

4. BEHAVIOUR:
Relation towards superiors: to what extent you have professionals and sincere relations with your superiors. Relation towards subordinates: to what extent you have cordial and understanding attitude towards your subordinates. Relation towards colleagues/peers: To what extent you are cooperative and friendly towards your co-workers of same status.

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 Customer relations (internal/external): to what extent you realize the goal of total customer satisfaction and thereby maintain pleasant and friendly /relations with them.

5. JOB PERFORMANCE:
Knowledge of job: to what extent you think youre your job has improved. Quality of job: To what extent quality of job has improved Efficiently of job: to what extent efficiently has improved6. GENERAL: Shared values: To what extent you are aware and organizational values like integrity, courtesy, humanity, communication & openness harmony &cooperation, fairness, adjustment, assimilation and customer focus for achieving the organizational effectiveness. Cross functional teaming: To what extent you co-ordinate and cooperate with other departments for achieving the organizational goals. Safety consciousness (reductions in accidents unsafe conditions): To what extent you are aware and conscious about measures on safety, occupational health hazards and environment pollution controls and have implemented safety /health/environment control program & measures preventing the organization damage /casualty thereby reducing the accidents at work. Sense of belonging to organization /level of motivation: To what extent you are motivated to carry out job and sense that the organization belongs to you and your contribution to organization.

METHOD OF EVALUATION
Several methods can be employed to collect data on the outcomes of training. Some of these are:
1. The opinions and judgments of trainers, superiors and peers.

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2. Asking the trainees to fill up evaluation forms. 3. Using a questionnaire to know the reactions of trainees. 4. Giving oral and written tests to trainees to ascertain how far they have learnt. 5. Arranging structure interviews with the trainees. 6. Comparing trainees performance on the job before and after training. 7. Studying profiles and career development charts of trainees.
8. Cost benefits analysis of the training program.

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EVALUATION OF TRAINING PROGRAMMES

Training is a process of developing knowledge, skills, behavior, and attitudes of the employee through instructions, practice or demonstration or other techniques, either on-the-job or off-thejob. However training of any kind needs to be timely evaluated. Evaluation literally means the assessment of value or worth. It means the act of judging whether or not the activity to be evaluated is growth while in terms of criterion value, in eight of the information available. In the training field, evaluation includes not only the assessment of data, but also collection and analysis of the information on the basis of which assessment is to be made. It involves investigation not only before training as well as during training and after training because training efforts cannot be assessed unless something about after and before training situation is known. Thus, evaluation is an attempt to obtain information and feedback on the effects of a training program and to assess the value of that particular training in the light of that information for improving further training programs. Training program must be based on the following principles:1. Evaluation specialist must be clear about the goals and purposes of evaluation. 2. Evaluation must be continuous. 3. Evaluation must be specific. 4. Evaluation must be based on objective, method and standard.
5. Evaluation means provide earns and focus for the trainer to be able to appraise themselves

their practices and their products.

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Several techniques of evaluation are being used in the organization: One

approach towards evaluation is use one is experimental and second is control group. Each group are randomly selected, one group to receive training (experimental) and second group not to receive training (control) measure are taken both group after and before training for both groups. If the gains show by the experimental group are better than control group. The training program is labeled as successful. Another method of training evaluation involves time-series analysis. Measurement are taken before the program, during the program and after the program completed. It shows whether changes have occurs and remain as a result of training effort. One simple method of evaluation is sending questionnaire to the trainee and get there opinion about the program. Their opinion could to obtain through interview. This method is to measure the skill, knowledge of employee after commencement of training session. If the measurement show the result is satisfactory then the training may successful.

FEEDBACK
After the evaluation, the situation should be analyzed to identify the possible causes for a difference between the expected outcomes and the actual outcomes. Necessary precautions should be taken in the designing and implementing future training program so as to avoid these causes. The outcomes of a training program should justify the time, money and efforts invested by the organization in training.

RETRAINING
Retraining is the process of providing training to persons who underwent training earlier in their job. Retraining is required on account of the following factors: 1. Some employees concentrate on a narrow task and lack all round knowledge and skill. 2. Employees who are called back to work after layoff are given training so as to handle highly skilled jobs. 3. Due to technological changes some jobs may become unnecessary.
4. Retraining is necessary to develop a versatile workforce capable of performing more

than one job.

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RESEARCH METHODOLOGY
The aim of this study is to gain information of Education & Training activities carried out in NEI with special emphasis of TRANING EFFECTIVENESS, i.e. how Training is exercised out in NEI? Are desired results obtained? How much it is helpful in examining the pathways for the development of the professional sector, the scope of the report is pre-professional training and pathways, with contextual reference to training at the advanced level & helping in employees growth & development. OBJECTIVES OF THE STUDY The organization has given this project to find out the effectiveness of the training activity at NEI once in a year company calculates the effectiveness of training. The present project aims at calculating the effectiveness of the training which was conducted last year. Along with the said objective, the aim is to identify the employees whose effectiveness of training is below the desired level so that the retraining can be planned and necessary corrective actions can be planned. The effectiveness is calculated by taking certain parameters into consideration which are as follows: Knowledge Skills Attitude Behavior Job Performance General

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STUDY AREA Study Area is confined to all the employees of all the divisions and plants who were trained in 2008-2009 SOURCE OF DATA COLLECTION Training effectiveness feedback forms were given to the employees in various departments to find out the impact and effectiveness of the training on employees & finally calculating the effective percentages of the departments. Through surveys conducted in the departments.

METHODOLOGY/ TOOLS USED

1. Information pertaining to different aspects of training given to the employees was sought through survey conducted in the departments & other members of various department/disciplines. 2. The Human Resource Department of NEI provided relevant information, data etc.
3. One-to-One feedback forms given to the employees in the various departments of NEI on

TRAINING EFFECTIVENESS exercise. 4. Data collected from past records and filled in feedback forms in 2008-2009

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PROCEDURE
First of all the blank effectiveness forms were filled with all the necessary details. Then the training history of all the employees was generated for the training programs which were conducted last year. Then the files containing the forms were handed over to the reporting officers for evaluation.
i.

Then, the reporting officers of each department will distribute these forms to the subordinates who have taken training under the caution of the particular reporting officer of their department. Then the sub-ordinates were asked to rate their level of experience and improvements individually made in terms of scale 0 to 20(in step of 1; RATE=1 meaning 5% improvements and if RATE=20 that will show 100% improvements) and in case the employee have not been trained then he/she will write NA under the particular attribute of rate column and were also asked to rate their effectiveness of training delivery methods. The rating is mostly done by the employees at their individual level. Desired skill levels are levels that an employee should possess according to its job profile and according to its grade (category.

ii.

Then, these forms are taken back from the employees who have rate themselves according to their skill level in comparison to their desired skill level marked for him. Then, the rating given by employee himself is corrected by his superiors, if needed.

iii.

After that the prepared forms are taken back from the departments and on the basis of rating given in the forms the entries were done in the excel file and then the effectiveness percentage was calculated.

iv.

Finally the departments were sorted separately the conclusions are drawn.

and the calculated percentage was

entered according to the departments and then in the last the graphs were made and thus

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FINDINGS

1)

EVALUATION OF TRAINING EFFECTIVENESS (STAFF):

In the evaluation of staff there are total manpower of 443 employees out of which 307

employees were trained and then the training effectiveness was rated by the employee himself and further validated by the HOD and the Functional Head. Finally, it was found that there are 7 employees who were rated fewer than 50% scale and are suggested for retraining programme on the topics in NBC. Like it is shown in the graph that in the bearing inspection there is 1 employee who is 50% scale, 2 employees of plant maintenance department are below the suggested rating and likewise in other departments also.

RECOMMENDATIONS: According to the study made above it is clear that more care is to be taken in the bearing inspection department, LPE & roll grinding, plant maintenance, research & development and internal consultancy group for increasing the effectiveness of employees.

2)

BALL BEARING TRAINING EFFECTIVENESS:

In this sector there are total 10 departments who have been taken under survey and it has

been found that in the plant maintenance department the average score of training was 68.2 which is lowest among all the departments and is to be taken for re-training and likewise in the ball department the average score was 75.94, in the BB production division there was 91.25 average score and thus the effectiveness level was high in this department.

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RECOMMENDATIONS: In the plant maintenance department & in the ball department the average score is low as compared to other departments effectiveness so the training programme is to be more focused on the two to increase the training effectiveness as well as the productivity.

3) FINANCE TRAINING EFFECTIVENESS: In the finance sector there are total 6 departments out of which the lowest score is of building department i.e. 63.5, so this department is to be again taken for the training process at national engineering industries, in accounts department the average score is 77.9 %.The highest percentage of training effectiveness was 89.5 which was in the finance department and thus training is fruitful.

RECOMMENDATIONS More concentration is to be given to the building department because its average score is 63.5 % and the trainees of this department are to be suggested for re-training.

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CONCLUSION
The information gathered from the secondary data survey of the national engineering industry limited, I found that all departments are taking active participation in this and enjoys maximum employee and workers involvement. Every year maximum training taken by the internal and external faculty. Maximum training programs attended by manufacturing department e.g. ball bearing, taper, railway bearing and research and development department. As per seeing the data of NEI Ltd., it seems that management is quite satisfied with the training procedure. Which leads to the employee encouragement through making good training, their creative and innovative ability, motivation toward work to do harder and harder? They take active participation in the company growth and achievements of goals and objectives.

SUGGESTION
1. Some employees concentrate on a narrow task and lack all round knowledge and skill. so, according to the study employees should concentrate on the broader aspect of their work. 2. Employees who are called back to work after layoff are given training so as to handle highly skilled jobs.
3. Due to technological changes some jobs may become unnecessary so main focus should be

put in them which will result in fruitful changes.

4. Retraining should be there which is necessary to develop a versatile workforce capable of

performing more than one job. 5. More training programmes should be implemented to increase the efficiency and productivity.
6. Supportive climate to the employee on his return from training so as to encourage change and

innovation. 7. Training should be viewed as the changed agent. 8. Co-operation from subordinates, superiors and colleagues.
9. Active involvement of superiors through post training discussions on the implementation

of the learning and changes in the department / organization. 10. Systematic follow up of the training programs by the organization.

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REFERENCE SECTION:
BIBLIOGRAPHY
The following books and websites were referred to during the making of the project report. 1. In house journals and magazines of NEI. 2. 3. 4. 5. 6. 7. The MOVE (magazine of NEI) Organizational Behavior (Dr. L.M. Prasad) Business Today Business World HR (Ashwathappa) HRM (D Decanzo. S Robins) Singh)
9.

8. Principles & Techniques of Personnel Management (Bhatia & Nirmal www.neibearing.com

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