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PROJECT REPORT ON TRAINING AND DEVELOPMENT AT BLUE STAR LIMITED

BY SUYOG G. MANWATKAR MBA IB, Batch: 2009 11 PRN:09020241107 SPECIALIZATION: HR


UNDER THE GUIDANCE OF MR. SANJEEV DABKE DEPUTY MANAGER PERSONNEL & ADMINISTRATIO
N BLUE STAR LIMITED
SYMBIOSIS INSTITUTE OF INTERNATIONAL BUSINESS SYMBIOSIS INFOTECH CAMPUS HINJEWAD
I PUNE - 411 057

ACKNOWLEDGEMENT
I owe a great many thanks to a great many people who helped and supported me dur
ing the course of the project
My deepest thanks to Mr. Sanjeev Dabke, Deputy Manager, Personnel & Administrati
on, Blue Star Ltd. for guiding and correcting various documents of mine with att
ention and care. Mr. Dabke has taken pain to go through the project and make nec
essary correction as and when needed. Thanks and appreciation to the helpful peo
ple at Blue Star Ltd. for their support.
My deep sense of gratitude to, Miss Soumi Rai, Assistant Professor, Symbiosis In
stitute of International Business, the Guide of the project, for her support and
guidance.
I express my thanks to Dr. (Mrs.) Rajani Gupte, The Principal, Symbiosis Institu
te of International Business, Pune for extending her support.
I would also thank my Institution and my faculty members without whom this proje
ct would have been a distant reality. I also extend my heartfelt thanks to my fa
mily and well wishers.
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Table of Contents
1. INTRODUCTION ................................................................
................................ 4 1.1 COMPANY OVERVIEW ........................
...................................................... 5 1.2 VISION, MISSION, OB
JECTIVES................................................................ 5 1.3 H
ISTORY AND GROWTH OF COMPANY .............................................. 6 1.
4 MILESTONES....................................................................
............................. 7 1.5 MANUFACTURING PROCESS ......................
............................................ 9 1.6 PRODUCTS.....................
.............................................................................. 1
2 1.7 RESEARCH & DEVELOPMENT....................................................
........... 15 1.8 TECHNOLOGY ASSOCIATES........................................
.......................... 16 1.9 BUSINESS ASSOCIATES...........................
................................................. 16 1.10 BLUE STAR ESTABLISHMEN
TS............................................................ 18 2. MARKETING A
CTIVITIES AND MANAGEMENT IN BLUE STAR ... 19 2.1. EXPORTS.......................
...............................................................................
20 2.2. SUPPLY CHAIN MANAGEMENT ................................................
......... 20 2.3. CHANNEL DEVELOPMENT...........................................
........................ 21 3. HUMAN RESOURCE MANAGEMENT IN BLUE STAR ..........
................. 24 3.1. CORPORATE SOCIAL RESPONSIBILITY ......................
....................... 26 3.2. RISKS AND CONCERNS .............................
............................................. 27 3.3. EMPLOYEE DEVELOPMENT......
............................................................ 28 3.4. CAREER AT B
LUE STAR .......................................................................
... 29 3.5. ORGANIZATIONAL STRUCTURE ...........................................
............. 31 4. TRAINING & DEVELOPMENT AT BLUE STAR ........................
............... 33 4.1. TRAINING DELIVERY CYCLE.................................
............................... 34 5. 6. 7. 8. FINDING AND ANALYSIS ............
.................................................................. 50 TRAINING P
RACTICES AT BLUE STARS COMPETITORs.................. 66 ANNEXURE.................
................................................................................
....... 76 REFERENCES...........................................................
......................................... 81
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1.
INTRODUCTION
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1.1 COMPANY OVERVIEW


Blue Star is India s largest central air-conditioning company with an annual tur
nover of Rs 2574 crores, a network of 24 offices, 5 modern manufacturing facilit
ies, 650 dealers and around 2500 employees. Blue Star has business alliances wit
h world renowned technology leaders such as Rheem Mfg Co, USA; Hitachi, Japan; E
aton - Williams, UK; Thales e-Security Ltd., UK; Jeol, Japan; ISA, Italy and man
y others, to offer superior products and solutions to customers. The Company has
manufacturing facilities at Thane, Dadra, Bharuch, Himachal and Wada which use
state-of-the-art manufacturing equipment to ensure that the products have consis
tent quality and reliability. Blue Star fulfills the airconditioning needs of a
large number of corporate and commercial customers and has also established lead
ership in the field of commercial refrigeration equipment ranging from water coo
lers to cold storages. Blue Star s other businesses include marketing and mainte
nance of hi-tech professional electronic and industrial products. Blue Star prim
arily focuses on the corporate and commercial markets. These include institution
al, industrial and government organizations as well as commercial establishments
such as showrooms, restaurants, banks, hospitals, theatres, shopping malls and
boutiques. 1.2 VISION, MISSION, OBJECTIVES To deliver a world class customer exp
erience. Focus on profitable company growth. Be a company that is a pleasure to
do business with. Work in a boundary less manner between divisions to provide be
st solutions to customers. Win our peoples hearts and minds. Place the companys in
terest above ones own. Encourage innovation, creativity and experimentation in wh
at we do. 5


Build an extended organization of committed business partners. Be a good corpora
te citizen. Honor all personal and corporate commitments. Maintain personal inte
grity. Ensure high standards of corporate governance.
1.3 HISTORY AND GROWTH OF COMPANY Blue Star was founded in 1943, by Mohan T Adva
ni, an entrepreneur of exemplary vision and drive. The Company began as a modest
3-member team engaged in reconditioning of air conditioners and refrigerators.
An expanding Blue Star then ventured into the manufacture of ice candy machines
and bottle coolers and also began the design and execution of central air-condit
ioning projects. Then came the manufacture of water coolers. In 1949, the propri
etorship company set its sights on bigger expansion, took on shareholders and be
came Blue Star Engineering Company Private Limited. Ever since, there has been a
constant and profitable growth. Blue Star diversified and took up agencies for
Material Testing Machines and Business Machines. The export arena beckoned and t
he Company began exporting water coolers to Dubai, where in fact, Blue Star so
on became the generic name for water coolers. The sixties and the early seventie
s witnessed Blue Star continuing to expand and thrive. A team of dedicated profe
ssionals aided Mohan T Advani in ever furthering his vision of a profitable comp
any dedicated to its ideals of professionalism and success. Employee strength cr
ossed the 1000 mark and the company went public in 1969 to become Blue Star Limi
ted, as it continues to be called today. Blue Star crossed the Rs. 500 crore mil
estones in 2000 and the Rs. 600 crore milestones in 2002-03. With the boom in co
nstruction activity and increased infrastructure investments, the Company levera
ged its leadership position to grow aggressively. In the following three years,
the Company nearly doubled its turnover, clocking Rs 1178 crores in 2005-06. Eve
n more than size, Blue Star enjoys an enviable 6

reputation as an ethical corporation, ever mindful of its obligations towards cu


stomers, shareholders, dealers, business partners, employees and the environment
in which it operates.
1.4 MILESTONES Year 1943 1946 1947 Event Mohan T Advani establishes Blue Star En
gineering Company as a proprietary firm Blue Star secures Melchior Armstrong Des
sau agency Worthington selects Blue Star as Indian Partner. Manufacturing of ice
candy machines and bottle coolers begins. Central airconditioning system design
and execution begins Manufacture of water coolers commences Proprietorship conv
erted to Private Limited Companies Blue Star selected as distributor for Honeywe
ll GDR Testing machines distributorship begins Perkin-Elmer tie-up marks the sta
rt of the electronics business. GDR business machines agency commences Total Inc
ome crosses the Rs 1 crore mark Total employment crosses 1,000 Techniglas Pvt Lt
d set up to manufacture insulation material Factory moves from Colaba in Mumbai
to Thane Hewlett- Packard distributorship commences First skyscrapers of Mumbai
Air India Building, Express Towers and Oberoi Hotel set-up all air-conditioned b
y Blue Star Total Income crosses Rs 10 crores. Employment crosses 2,000 Water Co
oler manufacturing license granted to Yusuf Alghanim, Kuwait Middle East thrust
begins. Joint Venture (JV) with Al Shirawi in Dubai Hitachi Medical Equipment di
stributorship begins Industrial Division commences activity Bharuch Factory set
up Major AC and R projects executed in the Middle East International Software Di
vision inaugurated in Seepz York technology collaboration begins Manufacture of
centrifugal packaged chillers commences at
1948 1949 1954 1955 1957 1960 1964 1965 1969 1970 1972 1972 1974 1977 1977 1978
1980 1980-86 1983 1984 1985
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1986 1987 1987 1988 1988 1988 1989 1990 1992 1992 1993 1995 1997 1998 1999 2000
2001 2003 2005 2006 2006 2007 2008 2009
Thane Plant Total Income crosses Rs 100 crores Yokogawa Blue Star JV formed Gand
hinagar factory set up for EPABX systems Blue Star becomes Indias largest central
air-conditioning company Manufacturing collaboration with Mitsubishi Assembly o
f personal computers under the brand name Quantum begins JV with Hewlett-Packard a
nd Motorola Gandhinagar factory closes Total Income crosses Rs 200 crores Blue S
tar exits from Motorola JV Formation of Arab Malaysian Blue Star JV in Malaysia
Blue Star exits from HP India JV Dadra Plant inaugurated Major thrust on dealeri
sation and brand building begins Blue Star exits from Industrial Projects busine
ss International Software business spun off to form Blue Star InfoTech, listed o
n stock exchanges Total Income crosses 500 crores. Export of air-conditioning pr
oducts begins Blue Star exits Yokogawa JV Blue Star sets up new factory at Kala
Amb in Himachal Pradesh Total Income crosses the Rs 1000 crores mark Blue Star o
pts for a 5 for 1 stock split Blue Star sets up its fifth factory at Wada, Thane
District Blue Star powers into Building Electrification. Acquires Naseer Electr
icals, a leading Electrical Contractor Total income crosses Rs. 2500 Crores.
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1.5 MANUFACTURING PROCESS


Blue Star understands that skilled manpower and other staff members are an indis
pensable part of the manufacturing set-up and the management should work shoulde
r to shoulder with them. Management grade staff too is put
through training programs on various aspects of manufacturing and business. Also
, performance awards are announced every year. Apart from enhancing the skills o
f the staff, such initiatives create a positive, firm and lasting emotional bond
between staff and company. This in turn contributes to greater productivity.
Manufacturing Systems
The factories make extensive use of IT to enhance productivity and product devel
opment capabilities. All our factories are ISO 9001: 2000 certified BAAN ERP imp
lemented in 3 factories and Himachal under implementation.
Raw Material & Material Management
Sheet metal fabrication A high degree of repetitive accuracy in sheet metal fabr
ication is achieved by using specialized equipment, CNC metal forming machines.
The raw material used is prime quality, corrosion-resistant, galvanized steel fo
r enhanced life of the product. The equipment used for processing the steel incl
udes CNC machines such as an Amada turret punch press, a LVD / Amada hydraulic p
ress-break. All these allow for high quality cabinet fabrication within tight to
lerances
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Power coating plant The state-of-the-art powder coating plant covers a wide rang
e of very specialized process equipment, and is fully automated. A water-softeni
ng unit treats the raw water before it is utilized in the automatic hot spray pr
e-treatment system. It provides an even distribution of chemicals, controlled by
an auto dosing mechanism that maintains the chemical bath composition with the
help of electronic sensors. After a final mineral water rinse, the components pa
ss through a dry-off oven under dust-free conditions to remove all traces of moi
sture. The components are then transferred into the powder painting booth for co
ating, where temperature, humidity and dust levels are controlled. The powder pa
inting equipment, supplied by Nordson, USA, is equipped with automatic electrome
chanical oscillators, for even powder deposition. Desiccant dry air-with a dew p
oint of minus 400 C - helps avoid any moisture contamination of the powder. A s
mart spray mechanism senses the conveyor movement and component geometry to adj
ust powder flow. Polyester powder - ideally suited for out door applications - p
rovides the maximum protection against UV deterioration and corrosion. The compo
nents finally pass through a temperature-regulated curing oven to achieve desire
d gloss and surface hardness.
Heat exchangers Experienced engineers create heat exchanger designs using high p
recision design software, which are then validated in our test labs. Blue Star a
lso makes sure that the designs are energy efficient for optimum heat transfer.
Fin and Tube: The sophisticated coil shops have some of the most advanced machin
es from USA, Japan and Korea. The Burr Oak coil line produces energy efficient D
X heat exchangers. These have plain or enhanced split fins with grooved copper t
ubes for maximum heat transfer efficiency. Then the source
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plain and inner grooved copper tubes with coated aluminum fin stock of internati
onal quality from leading manufacturers to fit our specifications. Shell and Tub
e: Blue Star has shell and tube exchangers using specially enhanced surface copp
er tubes and shell design as per Blue Star or TEMA standards. Blue Star uses Hea
t Transfer Research Inc. (HTRI design software for these heat exchangers). Plate
Type: Blue Star products also incorporate stainless steel plate heat exchangers
for specialized process applications. System tubing 3-axis CNC copper tube-bend
ing machines from Japan fabricate wrinkle-free system tubing to exact dimensions
for a perfect stress-free fit. Special purpose machines carry out operations li
ke end closing, flaring and forming for good joint formation. Prime quality copp
er tubes sourced globally help in optimum product performance.
Brazing The brazing process is carried out in an inert atmosphere to avoid oxida
tion and the resultant impurities from contaminating the refrigerant system. Spe
cially selected brazing equipment and fixtures are used to produce high quality
brazing. The joints are pressure-tested to check weld strength and leakage. The
coils are then tested for fine leaks with ultra-sensitive electronic leak detect
ors. An automated coil brazing line from Korea ensures consistent quality brazin
g and leak proof joints.
PUF installation Blue Star fabricates CFC-free PUF insulated panels by using the
latest equipment from Cannon. This enables to achieve a uniform and constant de
nsity of insulation for air handling units, telecom shelters and cold storage pa
nels. Blue
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Star supply panels of up to 6 meters in length and 25 mm to 125 mm in PUF thickn


ess. PUF insulation expertise finds use in a wide range of applications such as
Air Handling Units, water coolers, deep freezers, reach-in coolers and mortuary
chambers.
Assembly and testing The final product is assembled sequentially on conveyors, w
ith in-built quality checks during assembly operations. Pneumatic tools permit t
orque-controlled rigidity, and specially coated corrosion-resistant hardware pro
vides firm locking. Each machine is then electronically tested for leaks and run
-tested for performance and electrical safety parameters before packaging.
1.6 PRODUCTS
Central Air-condition
The building blocks of Blue Stars solutions are its products. The company offers
most comprehensive range of air-conditioning products in the country. A wide ran
ge of models are available in each product category to ensure that the aircondit
ioning system design is implemented without any compromise. All products have be
en designed on the energy-efficiency platform, and offer a host of advanced feat
ures.
Room air conditioners
By being an expert in the area of central air-conditioning, it also helps us und
erstand the cooling requirements of a diverse range of applications. This expert
ise, knowledge and the skills have helped us to have some of the most technologi
cally advanced and energy efficient air-conditioning solutions for small spaces.
Commercial Refrigeration
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Having been the leaders in commercial refrigeration, we have a wide range of pro
ducts catering to various small and large scale industries
Cold storages
Blue Stars Cold Storage Division offers us a wide range of cooling and preservati
on solutions. Solutions tailored made to suit any industry that requires storage
of perishable produce over extended periods of time without suffering any loss
of quality be it in look, feel, touch, taste or chemical composition. Industries
that find Blue Stars cold storage solutions enormously useful include the agricu
lture sector including horticulture and floriculture units,
manufacturers of fresh produce of any kind, food processing units, pharmaceutica
l industries, seafood and other similar industries, as well as the dairy and hos
pitality sectors, including hotels, restaurants, and eateries.
Specialty Cooling Products
Blue Star has developed specialized products for process applications, IT/ITES,
telecom and the dairy industry. It has diverse experience and have a deep unders
tanding of the demands on air-conditioning and refrigeration in each industry. T
his knowledge and domain expertise has helped in designing and manufacturing a r
ange of specialized products which ensure that critical applications work seamle
ssly.
13

Some of Blue Stars products


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1.7 RESEARCH & DEVELOPMENT


Blue Star offers complete engineered products and solutions with differentiated
features. With the extent of climatic conditions varying across the nation, our
products are designed to suit the specific local conditions. Considering the sho
rtfall of Electricity supply, all the products are designed for energy efficienc
y. Blue Star products are most preferred in the domestic market because of energ
y efficiency features. In the offer, they are widest range of products for varyi
ng applications. This is possible due to extensive research and development that
goes behind the products. All our factories are equipped with robust R&D facili
ties and a lot of importance is given towards continuous up gradation. Currently
R&D team constitutes nearly 20% of the manufacturing division work force. This
is a testimony to the significance that R&D has in the product development proce
ss at Blue Star. R&D team is encouraged to update with the latest techniques and
processes in the field and thus are sent to various exhibitions / site visits a
cross the globe. Consultants from various industries are also hired for specific
industrial design projects. Blue Star also believes in associating itself with
leading global organizations that have done path breaking work in the field of i
nnovations. The company also has tie-ups with reputed companies for knowledge sh
aring and technical institutions like IIT, Mumbai, where individual projects are
executed. R&D at Blue Star also handles customer specific requirements, which r
equire tremendous amount of expertise in that particular domain. Software that R
&D team has deployed and which is used on a regular basis - Pro-Engineer, Solid
Edge, AutoCAD, Pro Mechanics, R&R, HTRI, Mechanical Desktop, Rhino, Alias, CATIA
, IDEAS, Solid Works, Patran, Hypermesh, Femap, Ansys, Nastran, Fluent, Flow Mec
hanica and Moldflow. Software packages including those for system design, air ha
ndling unit selection and heat exchanger optimization.
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1.8 TECHNOLOGY ASSOCIATES


Blue Star has associated itself with global knowledge partners who have been lea
ders in specific product manufacturing. Through this partnership, Blue Star has
been able to command a leadership position in the domestic market. Blue Star ini
tially tied-up with York in the mid 1980s. It has been able to leverage this exp
ertise and learning to manufacture its own Chillers. We now manufacture our own
range of Screw, Scroll and Process Chillers. For Cold Rooms, Blue Star had tiedup with Kolpak, USA and Heat Craft for Freezing Units. Rheem, USA not only provi
ded technical support for building the world class Dadra manufacturing unit, but
also shared technical expertise. The foray in precision equipment business was
achieved with support from Eaton Williams. Blue Star now manufactures Precision
Control Packaged Units for domestic and global markets.
1.9 BUSINESS ASSOCIATES
In keeping with its win-win approach, Blue Star treats its vendors as not just s
uppliers, but as business partners and tries to build long term associations tha
t are profitable both to the suppliers and to Blue Star. In line with this thoug
ht, Blue Star has entered into long term arrangements with its key suppliers, ma
ny of whom are world leaders. For instance, Blue Star sources its Switchgears fr
om Siemens, Compressors from Danfoss of Netherlands and Refrigerant from DuPont.
General Electric Corp of USA provides Motors, while Hanbell of Taiwan supplies
Screw Compressors. Copeland of USA assists in System Design. Over the years, Blu
e Star has built a strong network of suppliers around it. Not only that, the com
pany also helps in the development of its smaller suppliers by providing various
business related and technical inputs to them. For instance, since the vendors
are also manufacturers, they will benefit from some of the
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good manufacturing practices that Blue Star adopts. Blue Star has educated a num
ber of small vendors on the importance of ISO certification and encouraged them
to get certified within a certain time period. This approach has greatly boosted
the morale of vendors and firmly bonded them with Blue Star. Also, it ensures t
hat the suppliers walk side-by-side with Blue Star on the path to growth.
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1.10 BLUE STAR ESTABLISHMENTS


18

2. MARKETING ACTIVITIES AND


MANAGEMENT IN BLUE STAR
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2.1. EXPORTS
Blue Star has been exporting its products to the Middle East for over two decade
s. Blue Star products have stood the test of time in some of the most difficult
climatic conditions in the world such as UAE, Qatar, Bahrain, Oman and Kuwait. O
n offer it has a comprehensive range of products such as chillers with screw and
hermetic scroll compressors, a wide range of air handling and fan coil units, d
uct able packaged and duct able split air conditioners including the heat pump v
ersions. Blue Star also offers unitary products such as window and split air con
ditioners, deep freezers, cold rooms, water coolers and specialized air conditio
ners for precision control applications, Variable Refrigerant Flow (VRF) Systems
with digital scroll technology and process chillers with frequency modulation.
These world-class products are manufactured at our state-of-the-art manufacturin
g facilities in India. All the manufacturing facilities are ISO 9001: 2000 certi
fied, and are powered through integrated Enterprise Resource Planning (ERP) soft
ware. Moreover, most of the products go through stringent tests on reliability a
nd performance in our test labs.
2.2. SUPPLY CHAIN MANAGEMENT
Rapid growth coupled with volatility of input costs necessitated an agile and ad
aptable supply chain. The Blue Star focused on both the efficiency and responsiv
eness of all aspects of the supply chain by improving all round execution capabi
lity. A combination of short term and long term view along with the support of b
usiness associates helped the Company tide over the uncertainty and turbulence o
f increasing input costs. The supply chain adequately met the increased demands
of the market place supporting greater channel and project business success.
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2.3. CHANNEL DEVELOPMENT


Blue Star has around 180 systems dealers who exclusively deal in the Company s s
ystems businesses consisting of packaged air conditioning and cold rooms. These
dealers are provided technical expertise, installation and service competence of
a high order. On the other hand, room air conditioners and refrigeration produc
ts, which are simple to install, are sold through a larger network of approximat
ely 600 dealers. Most of them deal exclusively with Blue Star products in the HV
AC domain. A few are multi-brand, multi-product dealers. The Company has establi
shed a Channel Management Centre to oversee the policy framework, certification
and development of dealers and also put in place a Training Department for train
ing channel partners. During the year, the Company implemented a number of initi
atives in order to strengthen the competence of the dealer channels and make the
m more robust. A Management Development Program (MDP) for systems dealers was he
ld to impart the essentials of managing a business professionally. Systems deale
rs were also put through a Sales Management training program in order to enhance
their sales competence.
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3.
HUMAN RESOURCE
MANAGEMENT IN BLUE STAR
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Blue Star takes pride in the fact that the invaluable technical and business kno
wledge it has acquired in 65 years as an organization in the field of air condit
ioning and refrigeration is perhaps the richest in the country. During the revie
w period, with the substantial increase in business volume, the Company increase
d its total head count to 2565 (including the absorbing of 124 employees from Na
sser Electricals) as on March 31, 2008, an increase of 18% over the previous yea
r, while Net Sales grew by 39%. Organizational productivity continued to grow in
terms of sales per person and value added per person. The focus on people devel
opment continued at the same pace with special attention to developing the techn
ical skills of dealers and business associates. Training in soft skills for Blue
Star employees was enhanced with the introduction of some new training programs
. In order to sustain the positive culture of the Company, a new corporate progr
am was introduced called The Blue Star Way . This program is intended to create
an awareness of, and strengthen the Blue Star Way of working.
A 360-degree feedback system continued to be used to measure behavior of Senior
Managers pertaining to the Corporate Values and Beliefs. Environment, Health & S
afety (EHS) has gained relevance as a new management discipline in recent times.
In order to improve its performance in the EHS domain, the Company decided to p
rovide a corporate focus by creating a new department called Environment, Healt
h & Safety . The EHS Department will be responsible for creating standards and c
onducting workshops to sensitize all employees and business partners on the EHS
norms to be followed in the course of business. The Welfare initiatives include
providing life insurance cover to all employees through HDFC Standard Life Insur
ance, annual medical check-ups for employees above the age of 40 years, and the
Company subsidizing the medical insurance premium for dependent parents. The Moh
an T Advani Education Trust disbursed scholarships to employees children pursui
ng higher
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professional education while Blue Star Sahayata Foundation extended financial as


sistance to a number of deserving cases for mitigating emergency medical expense
s. Harmonious and constructive relations between the Management and workmen help
ed to maintain a cordial work atmosphere and achieve business growth.
3.1. CORPORATE SOCIAL RESPONSIBILITY
Eco friendly initiative Blue Star has made significant progress towards minimizi
ng and even eliminating the environmental hazards resulting from CFCs in certain
refrigerants used for cooling. As a matter of fact, Blue Star is one of the few
companies selected in India for funding by "The Multilateral Fund for the imple
mentation of the MONTREAL PROTOCOL". Blue Star has already introduced ozone fri
endly centrifugal chillers using HCFC-123, the safe refrigerant replacing CFC-1
1. Blue Star also markets absorption chillers which use water as refrigerant. Al
l Blue Star reciprocating chillers already use HCFC-22 refrigerant which is frie
ndlier to the environment than the older R-12. The Company actively promotes wid
er use of large refrigeration systems using ammonia as the refrigerant. In fact,
Blue Star is a member of the International Institute of Ammonia Refrigeration,
USA.
Social initiative Blue Star firmly believes that organizations must look beyond
making profits and should contribute to the development and welfare of the socie
ty. This attitude is most evident in the outreach initiatives organized by Blue
Star s factories. Blue Star factories take active participation in providing tem
porary shelters and essentials for the victims of an earthquake, sponsoring heal
th check26

ups and health education programs in local schools. The families of operators ar
e an integral part of social development. Blue Star gives them appropriate advic
e on personal matters, financial and investment matters. The family members are
also imparted training on diverse subjects. They are taught English as well.
Environmental initiative Blue Star s factories have been exquisitely landscaped
with lawns and flowering plants dotting the campus. Trees have also been planted
on a proactive basis even outside the Blue Star factories. As a responsible org
anization, special ETP plants are installed to dispose off the wastes generated.
Additionally, all our factories are designed for rain water harvesting.
3.2. RISKS AND CONCERNS
Risks The Company has in place an effective Risk Management framework under whic
h all internal and external risks across the various businesses and functions ar
e periodically identified, assessed and acted upon by the risk owners to minimiz
e and mitigate their impact. These processes are also periodically reviewed to e
nsure their effectiveness. The Company continues to satisfactorily address the v
arious financial risks relating to interest rates, exchange rates and credit ris
ks as well as operating risks arising out of high input costs, changes in techno
logy, customer preferences, increasing size and complexity of contracts and comp
etitive pressures.
Concerns While the strong fundamentals of the Company and it s sound financial b
ase have placed it in a strong position to face the vagaries of the market, the
overall
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uncertain economic scenario coupled with local and global inflation and the high
price of oil are causes for concern and consequently a slow down in the economy
could impact the growth of the Company to some extent in the coming year. The C
ompany will continue to remain vigilant and will proactively take steps to mitig
ate the adverse impact, if any, arising out of these concerns.
3.3. EMPLOYEE DEVELOPMENT
The benefit of a mature business organization with 65 years of operational excel
lence is that there are several good systems in place. From a prospective employ
ee point of view, Blue Star offers the following advantages:

There are well designed induction and technical orientation programs. There is a
Corporate Technical Training Organization which delivers a variety of technical
training programs for the AC&R business. Engineers who join the Electronics Div
ision get a chance to go abroad for training with the Principals. The Corporate
HR runs a menu of non-technical soft skills training programs such as Business C
ommunication Skills and Business Etiquette.

The Blue Star Company has many well designed, time tested HR practices such as s
etting the performance objectives at the beginning of the year, reviewing employ
ee performance every year through an annual appraisal system and an annual compe
nsation review based on market surveys. In addition to a market aligned salary s
tructure, Blue Star also has a fairly attractive incentive scheme wherein, the e
mployee gets an incentive based on his departments performance coupled with his o
wn performance rating.
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Typically, graduate engineers can look forward to entering real managerial grade
s within 4 to 5 years. Once an employee enters the managerial grade, he is expos
ed to a variety of management education programs including some programs at IIM.
Ahmedabad.

Last, but not the least, Blue Star rightly boasts of the Blue Star Way, which is
founded on a set of values and beliefs which have evolved over time. These beli
efs have made Blue Star a highly respected, secular organization. The Company ha
s an excellent track record of employees working for many decades with the Compa
ny. In todays high attrition market, the Company continues to enjoy the privilege
of retaining many of its employees for many decades, thanks to its positive wor
k culture.

The company lays stress on continuously upgrading the skills of operators, so th


at they keep increasing their productivity in the face of changing manufacturing
practices. Operators are put through training programs, on passing which they a
re given certificates. In the long term, these certificates also become a yardst
ick for measuring employee performance. Learning through cross functional activi
ties is encouraged. In addition to that, staff members and operators are encoura
ged to exercise yoga, play sports and participate in community development initi
atives. This helps in the overall development of the individual and improves per
formance. Kaizen and 5S are an integral part of all factory operations.
3.4. CAREER AT BLUE STAR
Since engineering and technical expertise are at the heart of the Blue Star valu
e proposition, engineers constitute the bulk of Blue Stars recruitment. Consequen
tly, engineers (graduate as well as diploma) can find technically satisfying and
well paying jobs in the following areas of Blue Star
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Air conditioning Projects Division: Mechanical engineers are deployed in 3 diffe


rent disciplines i.e. Sales, Design & Engineering and Construction. Blue Star al
so entered the commercial building electrical business since 2008. Consequently,
electrical engineers (graduate and diploma) can also find careers in the Electr
ical Projects Manufacturing: Blue Star manufactures a wide range of air conditio
ning and refrigeration equipment at its five factories. Here, careers can be mad
e in R & D, Production, Production Planning, Manufacturing Engineering, Quality
and Reliability and Procurement. Graduates as well as post graduates in mechanic
al, electrical and electronics engineering can find rewarding careers in Blue St
ars manufacturing group. Air-conditioning & Refrigeration Service Division: Here
again, engineers constitute the bulk of recruitment. Careers can be made broadly
in 3 disciplines viz. Service Marketing, Service Delivery and Service Specialis
ts Group. Channel Businesses Packaged air conditioners, room air conditioners, re
frigeration products and cold storages are mostly executed through licensed chan
nel partners. Consequently, engineers as well as MBAs with an aptitude for marke
ting can develop satisfying careers in any of the channel businesses.
30

Management Services: Like in all


d management service departments
counts and Human Resources. Blue
opriate qualifications for these
3.5. ORGANIZATIONAL STRUCTURE
31

large corporate, the Company has well structure


such as Procurement & Logistics, Finance and Ac
Star looks for talented professionals with appr
departments.

Branch Manager
Core Functions
Support Functions
ACPD Projects HR Admin Cold Room Accounts Service Dept. Logistics Packaging Unit
RAD/RPD
Team Structure for Core Functions
Area Manager
Deputy Manager
Assistant Manager
Senior Engineer Engineer
Sales
Planning/ Materials
Construction
32

4.
Training & Development at Blue Star
33

The HR functioning is changing with time and with this change, the relationship
between the training function and other management activity is also changing. Th
e training and development activities are now equally important with that of oth
er HR functions. In most of the organizations, training is an investment because
the departments such as, marketing & sales, HR, production, finance, etc depend
s on training for its survival. If training is not considered as a priority or n
ot seen as a vital part in the organization, then it is difficult to accept that
such a company has effectively carried out HRM. Training actually provides the
opportunity to raise the profile development activities in the organization. To
increase the commitment level of employees and growth in quality movement (conce
pts of HRM), senior management team is now increasing the role of training. Such
concepts of HRM require careful planning as well as greater emphasis on employe
e development and long term education. Training is now the important tool of Hum
an Resource Management to control the attrition rate because it helps in motivat
ing employees, achieving their professional and personal goals, increasing the l
evel of job satisfaction, etc. As a result training is given on a variety of ski
ll development and covers a multitude of courses.
4.1. TRAINING DELIVERY CYCLE
Designing a training and development program at Blue Star India Pvt. Ltd (BSIL)
involves a sequence of steps that can be grouped into four phases as described b
elow.
1. Training Need Training Delivery Cycle
2. Content Development
4. Assessment
3. Coordination & Delivery
34

To be effective and efficient, all training programs must start with a needs ass
essment. Long before any actual training occurs, the training manager must deter
mine the who, what, when, where, why and how of training. 4.1.1. Training need T
he needs assessment is the first step in the establishment of a training and dev
elopment Program. It is used as the foundation for determining instructional obj
ectives, the selection and design of instructional programs, the implementation
of the programs and the evaluation of the training provided. These processes for
m a continuous cycle which always begins with a needs assessment. The first step
in designing a training and development program is to conduct a needs assessmen
t. To do this, the training manager must analyze as much information as possible
about the following: Organization and its goals and objectives. Jobs and relate
d tasks that need to be learned. Competencies and skills that are need to perfor
m the job. Individuals who are to be trained There are three levels of needs ass
essment: 1. Organizational analysis 2. Task analysis 3. Individual analysis.
Need Assessment
Organizational Analysis
Task Analysis
Individual Analysis
35

1. Organizational analysis Organizational analysis looks at the effectiveness of


the organization and determines where training is needed and under what conditi
ons it will be conducted. The organizational analysis identifies: Environmental
impacts (new laws and regulations) State of the economy and the impact on operat
ing costs. Changing work force demographics and the need to address cultural or
language barriers. Changing technology and automation. Increasing global/world m
arket places. Political trends such as sexual harassment and workplace violence.
Organizational goals (how effective is the organization in meetings its goals),
resources available (money, facilities; materials on hand and current, availabl
e expertise within the organization). Climate and support for training (top mana
gement support, employee willingness to participate, and responsibility for outc
omes). The information needed to conduct an organizational analysis can be obtai
ned from a variety of sources including: Organizational goals and objectives, mi
ssion statements, strategic plans. Staffing inventory, succession planning, long
and short term staffing needs. Skills inventory: both currently available and s
hort and long term needs, organizational climate indices: labor/management relat
ionships, grievances, turnover rates, absenteeism, suggestions, productivity, ac
cidents, short term sickness, observations of employee behaviour, attitude surve
ys, customer complaints. Analysis of efficiency indices: costs of labour, costs
of materials, quality of products, equipment utilization, production rates, cost
s of distribution, waste, down time, late deliveries, repairs. Changes in equipm
ent, technology or automation. Annual report. Plans for reorganization or job re
structuring.
36

Audit exceptions; reward systems. Planning systems. Delegation and control syste
ms. Employee attitudes and satisfaction. 2. Task analysis Task analysis provides
data about a job or a group of jobs and the knowledge, skills, attitudes and ab
ilities needed to achieve optimum performance. There are a variety of sources fo
r collecting data for a task analysis: Job description-- A narrative statement o
f the major activities involved in performing the job and the conditions under w
hich these activities are performed. If an accurate job description is not avail
able or is out of date, one should be prepared using job analysis techniques. KS
A analysis-- A more detailed list of specified tasks for each job including Know
ledge, Skills, Attitudes and Abilities required of incumbents. Performance stand
ards-- Objectives of the tasks of the job and the standards by which they will b
e judged. This is needed to identify performance discrepancies. Observe the job/
sample the work. Perform the job. Job inventory questionnaire-- Evaluate tasks i
n terms of importance and time spent performing. Review literature about the job
-- Research the "best practices" from other companies, review professional journ
als. Ask questions about the job-- Of the incumbents, of the supervisor, of uppe
r management. Analysis of operating problems-- Down time, waste, repairs, late d
eliveries, quality control.
37

Identifying Training Needs through Appraisal form The lists of training programs
that are undergone by the employee are mentioned in the performance appraisal f
orm. The form not only includes the training programs that were undergone by the
employee but also the future programs that are needed to be undertaken by the e
mployee. These aspects are discussed at the time of appraisal. Thus the manager
gets a first hand feedback from the employee about the training programs he or s
he has undergone. This is communicated to the Personnel department so that the t
raining programs can be modified accordingly if needed. The manager also evaluat
es over a period of time how the training has helped in the evolution of the emp
loyee. The manager can evaluate how the employee is applying the learning from t
he training programs while in the organization. For instance, if the employee ha
s undergone a Behavioral Training program such as impression management, senior
managers can evaluate whether he or she use the important aspects of this progra
m while handling clients. This helps in the performance appraisal of the employe
es and also enables in deciding promotions or giving additional responsibilities
to the employees. Thus through the feedback from performance appraisal, trainin
g needs are identified. Identifying Training Needs through Experience of Senior
Managers Another method in which training need is identified is through the expe
rience of senior managers. The managers in the course of time become aware of th
e mistakes that are bound to occur during a particular task. This awareness come
s from personal experience or through sharing of other team members. And due to
the going concern concept, BSIL managers are one of the key elements who identif
y the training needs. Training Need through Customer Satisfaction Index Training
needs are also identified from the feedback which is obtained from the customer
s and clients of BSIL. For instance, the customers satisfaction with the service
engineers quality, behavior and timeliness. The service department regularly tak
es feedback from the customers and clients of the products and the service offer
ed by BSIL employees. This feedback provides a means for developing the training
needs.
38

3. Individual analysis Individual analysis analyzes how well the individual empl
oyee is doing the job and determines which employees need training and what kind
. Sources of information available for individual analysis include: Performance
evaluation -- Identifies weaknesses and areas of improvement. Performance proble
ms -- Productivity, absenteeism or tardiness, accidents, grievances, waste, prod
uct quality, down time, repairs, equipment utilization, customer complaints. Obs
ervation -- Observe both behavior and the results of the behavior. Work samples
-- Observe products generated. Interviews -- Talk to manager, supervisor and emp
loyee. Ask employee about what he/she believes he/she needs to learn. Questionna
ires -- Written form of the interview, tests, must measure job-related qualities
such as job knowledge and skills. Attitude surveys -- Measures morale, motivati
on, satisfaction. Checklists or training progress charts -- Up-to-date listing o
f current skills. Thus "need that is identified in several ways as discussed abov
e. This need is generally described as a gap between what is currently in place
and what is needed, now and in the future. Gaps can include discrepancies/differ
ences between: What the organization expects to happen and what actually happens
. Current and desired job performance. Existing and desired competencies and ski
lls. The need assessment can also be used to assist with: Competencies and perfo
rmance of work teams. Problem solving or productivity issues. The need to prepar
e for and respond to future changes in the organization or job duties. The resul
ts of the needs assessment allows the training manager to set the training objec
tives by answering two very basic questions: who, if anyone, needs
39

training and what training is needed. Sometimes training is not the solution. So
me performance gaps can be reduced or eliminated through other management soluti
ons such as communicating expectations, providing a supportive work environment,
arranging consequences, removing obstacles and checking job fit. 4.1.2. Content
Development The next step in training cycle of BSIL is the content development.
The training programs can be classified in the below categories for the sake of
content development: Existing training programs New training programs Outsource
d training programs
Existing Training Programs Blue Star The method of evaluation is discussed later
in the report. On the basis of the feedbacks of the employees, these training p
rograms are modified accordingly. The training programs are also evaluated and m
odified to meet the changing technological needs. For instance, in recent times
BSIL management decided to switch from certified Microsoft Office software appli
cations in their systems to Open office system. Hence BSIL organized an IT works
hop to provide training to the employees on the new software system. New trainin
g Programs The new training programs are developed at BSIL in consultation with
respective departmental heads. Sales training is designed in consultation with t
he president of the sales department. As discussed earlier, senior managers play
a very important role in development of training needs. These needs form the ba
sis for the content development of the training programs. The Personnel and Admi
nistration department also plays an important role in determining the content of
the training programs.
40

Outsourced Training Programs For the training programs that are outsourced, BSIL
follows a pattern for evaluation of the content of the training. Since training
on technical aspects is a must of the employees, technical training is generall
y outsourced to specialized technical institutes. The following process is adopt
ed for selecting a particular institute: 1. Pioneer institutes giving training o
n the subject are selected. 2. Evaluation of the institutes by the manager 3. Sh
ort listing of institutes on the following parameters: a. Cost b. Methodology of
training c. Duration 4. Trainees sent of experimental basis 5. Evaluation on ba
sis of feedback from these trainees 6. Finalizing of Training institute.
4.1.3. Coordination and Delivery The Personnel and training department has 3 bas
ic questions in mind to plan and deliver the training. These questions are as be
low: Who to train? When should the training be given? Where should the training
programs be conducted? Who to train? Certain training such as induction training
are provided to all new employees. However, the induction training is divided i
nto 2 categories: Induction for experienced employees Induction to freshers The
induction given to experienced employees is more related with Blue Stars policies
, work culture and environment. Since the technical expertise is already availab
le, the induction training is supposed to lay a greater emphasis on getting the
employee acquainted with BSIL as a corporate entity. BSIL recruits fresh enginee
rs directly from college. They are recruited as Graduate Engineer Trainees ( GET
). The induction training given to GETs includes both technical training as well
corporate training. The training program is generally fixed for all the GETs an
d lasts for around one month so that the GETs get a complete experience before t
hey begin with their work.
41

When should the training be given? The BSIL operations are divided into 4 sectio
ns depending on their geographical location. These are as below: North East West
South Manufacturing The head office of BSIL prepares a annual training calendar
for each of the region. The calendar is prepared taking into consideration the
following factors: Customer service and delivery is not affected Back up availab
le for the employee undergoing the training Training period is short and not tir
ing for the employees The line managers recommend the names of employees who can
undergo the training. Based on the numbers suggested by the managers, a schedul
e is prepared and circulated among all the offices. For any change in the schedu
le, the line manager needs to inform the P & A department of the branch. Where i
s the training to be given? The most important factor to be considered while sel
ecting a location for training is the cost involved. The training locations can
be classified under three categories: 1. Shop floor/ Factory 2. Hotels/ Foreign
3. Training Institutes 1. Shop Floor The training is given on the shop floor whe
n the content involves more of technical and practical details. For instance, GE
Ts are taught on shop floor about the various components of the Air conditioners
and the chillers. This enables the GETs to identify the components easily. They
can understand what kind of components they will be working on. The training on
shop floor is the least costly method. Only factor that needs to be considered
is that the shop floor should not get too crowded as to obstruct the daily produ
ction activities of the factory.
42

2. Hotels/ Foreign Trips Certain trainings are also provided in Hotels, where a
training room is booked. This increases the cost of training. Classroom training
is preferable for behavioral training such as Impression management, Presentati
on skills, Me2We etc. The training is carried out in a period of two to three da
ys. Meals are provided to the employees in the hotels. Sometimes, the employees
are also sent abroad for training. One such instance is the training provided on
specialized chillers which are imported and then installed in India. Since, the
servicing has to be done by the service engineers of BSIL, the engineers need t
o be trained on these equipments. This also reduces the cost for BSIL, since on
returning, the employees can transfer the knowledge among their colleagues. Trai
ning in Hotels and foreign countries also serve as a means of relaxation or a br
eak from the daily activities of the employees. They act as a good stress reliev
er. 3. Training Institutes The training in this case is given in the institutes
itself. Such type of training includes both classroom training as well as practi
cal training.
4.1.4. Evaluation of Training Evaluating the Training (includes monitoring) addr
esses how one determines whether the goals or objectives were met and what impac
t the training had on actual performance on the job or in the community. General
ly there are 4 kinds of standard training evaluation: formative, process, outcom
e, and impact. Formative evaluation provides ongoing feedback to the curriculum
designers and developers to ensure that what is being created really meets the n
eeds of the intended audience. Process evaluation provides information about wha
t occurs during training. This includes giving and receiving verbal feedback.

These two constitute monitoring


43


Outcome evaluation determines whether or not the desired results (e.g., what par
ticipants are doing) of applying new skills were achieved in the short-term. Imp
act determines how the results of the training affect the strategic goal e.g. he
alth promotion goal of reducing the incidence and prevalence of HIV/AIDS.

These two constitute what is usually referred to as evaluation or final evaluati


on Various frameworks for evaluation of training programs have been proposed und
er the influence of these two approaches. The most influential framework has com
e from Kirkpatrick. Kirkpatricks work generated a great deal of subsequent work.
Kirkpatricks model (1959) follows the goal-based evaluation approach and is based
on four simple questions that translate into four levels of evaluation. These f
our levels are widely known as reaction, learning, behavior, and results. On the
other hand, under the systems approach, the most influential models include: Co
ntext, Input, Process, Product (CIPP) Model; Training Validation System (TVS) Ap
proach; and Input, Process, Output, Outcome (IPO) Model. Kirkpatrick (1959) CIPP
Model (1987) IPO Model (1990) 1. Input: evaluation of system performance indica
tors such as trainee qualifications, availability of materials, appropriateness
of training, etc. TVS Model (1994) 1. Situation: collecting pre-training data to
ascertain current levels of performance within the organization and defining a
desirable level of future performance 2. Intervention: identifying the reason fo
r the existence of the gap between the present and desirable performance to find
out if training is the solution to the problem
1. Reaction: to gather data on participants reactions at the end of a training p
rogram
1. Context: obtaining information about the situation to decide on educational n
eeds and to establish program objectives
2. Learning: to assess whether the learning objectives for the program are met
2. Process: embraces 2. Input: identifying planning, design, educational strateg
ies development, and most likely to achieve delivery of training the desired res
ult programs
44

3. Behaviour: to assess whether job performance changes as a result of training


4. Results: to assess costs vs. benefits of training programs, i.e., organizatio
nal impact in terms of reduced costs, improved quality of work, increased quanti
ty of work, etc.
3. Output: 3. Process: assessing Gathering data the implementation resulting fro
m the of the educational training program interventions 4. Product: gathering in
formation regarding the results of the educational intervention to interpret its
worth and merit 4. Outcomes: longer-term results associated with improvement in
the corporations bottom line- its profitability, competitiveness, etc.
3. Impact: evaluating the difference between the pre- and post-training data
4. Value: measuring differences in quality, productivity, service, or sales, all
of which can be expressed in terms of dollars
After considering the advantages and drawbacks of all the four techniques, it wa
s decided to use Kirkpatricks model for evaluation of the training programs at Bl
ue Star. The four levels of Kirkpatrick s evaluation model essentially measure:
1. Reaction of the trainee- what they thought and felt about the training 2. Lea
rning - the resulting increase in knowledge or capability 3. Behavior - extent o
f behavior and capability improvement and Implementation/application 4. Results
- the effects on the business or environment resulting from the trainee s perfor
mance The advantages to a Level Four evaluation are as follows: Determine bottom
line impact of training Tie business objectives and goals to training On the ba
sis of the model, a questionnaire was prepared. The four levels of the model for
med the basic information needs. Other information needs were developed from the
se. The questionnaire is attached in Annexure 1.
45

The training at Blue Star was divided into three categories as below for the pur
pose of the survey: 1. Induction Training 2. On-job Training 3. Training Module
& Courses 1. Induction Training Induction Training at Blue Star is given to all
the newly recruited employees. The purpose of the induction period (which may be
a few hours or a few days) is to help a new employee settle down quickly into t
he job by becoming familiar with the people, the surroundings, the job and the b
usiness. Usually induction involves the new employee meeting and listening to di
fferent people talk about aspects of the business. The following items are cover
ed in induction programme at Blue Star: Introduction to the business/department
personnel/management structure Layout of the buildings (factory / offices) Terms
and conditions of employment (explaining the contract of employment) Relevant p
ersonnel policies, such as training, promotion and health and safety Business ru
les and procedures Arrangements for employee involvement and communication Welfa
re and employee benefits or facilities and its


The induction program should be drawn up in consultation with all of the followi
ng: Senior management (including directors) Supervisors or line managers
46


Personnel officers Health and Safety managers Employee or trade union representa
tives
2. On-Job Training Once the employee completes the induction training program, o
n-job training begins. On the job training is job training that occurs in the wo
rk place. The new employee learns the job while doing the job and while earning
his or her pay check. On the job training is also called hands on training. On t
he job training has many advantages, but it can also have a few disadvantages if
the OJT is not properly planned and executed. On-job training can be beneficial
for both the company and the new employee. OJT can be cost-effective for the bu
siness since a separate training program isn t required and the training is part
of the actual work shifts. No extra equipment is needed as the new worker learn
s on the equipment needed for the job anyway. On the job training often works ou
t really well for the new employee since traditional training periods tend to ha
ve a training allowance that may be lower than the regular pay scale for the job
. Also, there is no need for the new worker to have to travel to one place for t
he training and another for the job. Many times the person who will be doing the
training and evaluation is the new worker s supervisor or manager so this also
establishes job expectations right at the start. The feedback during on the job
training is also immediate, so the new employee may experience faster growth in
the job than he or she would in other types of training situations. One major dr
awback of on the job training can be finding the right time for it. The person r
esponsible for giving and evaluating the training has to be sure that his or her
other job responsibilities are being met. Another disadvantage of OJT is that i
t can be difficult to find the right person to conduct it. The person doing the
training must have the knowledge and skills with the same equipment that the lea
rner will be working with. Care must also be given not to pass on sloppy work ha
bits or unintentionally teach irrelevant or inefficient work methods to the new
worker/learner.
47

3. Training Module & Courses The training modules and courses are specialised co
urses that are organized during a calendar year. These courses deal with a varie
ty of subjects. A training calendar is prepared for an entire year by the head o
ffice and is circulated among all the offices. The schedule is carefully planned
so that the training programs are carefully distributed throughout the year and
not crammed in a particular period. The offices of Blue Star are divided into t
he following categories with the subsequent locations of the regions: North o De
lhi East o Kolkata West o Mumbai o IIM Ahemdabad South o Chennai o Bengaluru o S
ecundarabad Manufacturing o Dadra o Himachal Pradesh The training programs are c
ategorised into various categories depending upon their purpose. The categories
and the subjects are mentioned below: Functional Selling Skills Technical Skills
48


Behavioural BSW- I BSW-II Me2We Presentation Skills Interpersonal & Written Comm
unication Conflict Management Impression Management PEAK

Managerial MDP- I General Management Program

Others CIP
The questionnaire for evaluation of the training at Blue Star was divided into t
he above three categories, so that each aspect of training was covered. The next
chapter speaks in details the finding and analysis of the survey.
49

5. Finding And Analysis


50

5.1. INDUCTION TRAINING Duration


The following table shows that 71.43% of all the respondents interviewed in the
survey strongly felt that the duration of the induction training, which lasts fo
r two weeks, is adequate. All the service engineers responded that the training
duration was adequate.
Table 1: Duration of Induction Training
Duration Adequate strongly agree somewhat agree Grand Total Designation manager
Service Engineer 28.57% 42.86% 28.57% 0.00% 57.14% 42.86% Grand Total 71.43% 28.
57% 100.00%
Chart 1: Duration of Induction
Count of Duration Adequate
100.00%
90.00%
80.00%
70.00%
60.00% Designation 50.00%  Service Engineer manager
40.00%
30.00%
20.00%
10.00%
0.00% strongly agree Duration Adequate somewhat agree
Thus, it can be concluded that the duration of the induction program organized a
t BSIL is considered to be of sufficient duration by the employees.
51

Periodic Evaluation of Induction Training


The following graph indicates that 57 % of all the respondents only somewhat agr
eed that continuous evaluation of training was conducted. 28.57% of the responde
nts did not have any opinion. Both the responses showed an equal proportion of m
anagers and service engineers.
Chart 2: Periodic Evaluation of Induction Training
Count of Evaluated &Improved
100.00%
90.00%
80.00%
70.00%
60.00% Designation 50.00% Service Engineer manager
40.00%
30.00%
20.00%
10.00%
0.00% strongly agree somewhat agree Evaluated &Improved Neither Agree Nor disagr
ee
The responses indicate that there is a scope for improvement in this aspect. Ind
uction training should be able to meet the ever changing needs of the organizati
on and the industry. To achieve this, it is necessary to carry out frequent eval
uation of the induction training and fine tune the training program accordingly.
52

Understanding of skills and knowledge expected to acquire


The graph below indicates that more number of service engineers had a clear unde
rstanding of the skills and knowledge they were expected to acquire from the ind
uction training. A greater percentage of managers (42%) only somewhat agreed abo
ut the clear understanding of the skills and knowledge they were expected to acq
uire.
Chart 3: Understanding of skills and knowledge expected to acquire
Count of understanding of skills
100.00%
90.00%
80.00%
70.00%
60.00% Designation 50.00% Service Engineer manager
40.00%
30.00%
20.00%
10.00%
0.00% Strongly agree understanding of skills Somewhat agree
Thus, it can be concluded that managers have a less clear understanding of the s
kills they are expected to acquire from the induction training as compared to th
e service engineers. Clear objective statement and linking training to actual wo
rk can help in removing these obstacles.
53

Briefing by HR department before the training


The following table indicates that more than 70% of the respondents only somewha
t agreed to the briefing conducted by the HR department before induction trainin
g. This is also supported by the graph below. The proportion of managers and ser
vice engineers was almost equal.
Table 2: Briefing by HR department before the training
Designation Briefing by HR dept Strongly agree somewhat agree Grand Total manage
r 14.29% 42.86% 57.14% Service Engineer 14.29% 28.57% 42.86% Grand Total 28.57%
71.43% 100.00%
Chart 4: Understanding of skills and knowledge expected to acquire
Count of understanding of skills
100.00%
90.00%
80.00%
70.00%
60.00% Designation 50.00% Service Engineer manager
40.00%
30.00%
20.00%
10.00%
0.00% Strongly agree understanding of skills Somewhat agree
A briefing by the HR department helps in understanding the objectives of the tra
ining program. It also enables the trainees to link the training to the actual w
ork. Besides, the HR department can also provide information regarding transport
ation and food arrangements for the trainees. This helps in developing a positiv
e attitude towards the training and the organization.
54

Quality of Induction Training.


The following table indicates that a higher percentage of the respondents (57%)
only somewhat agreed to the statement that the quality of training provided at B
SIL was excellent. About 43% strongly agreed to the statement that the quality o
f training was excellent. More percentage of service engineers (28%) strongly be
lieved about the excellent quality of induction training as compared to managers
. This is also supported by the graph.
Table 3: Quality of Induction Training
quality of training Strongly agree somewhat agree Grand Total Designation Servic
e manager Engineer 14.29% 28.57% 42.86% 14.29% 57.14% 42.86% Grand Total 42.86%
57.14% 100.00%
Chart 5: Quality of Induction Training
Count of quality of trg
100.00%
90.00%
80.00%
70.00%
60.00% Designation 50.00% Service Engineer manager
40.00%
30.00%
20.00%
10.00%
0.00% Strongly agree quality of trg somewhat agree
It can be concluded that a higher percentage managers only somewhat agreed to th
e excellent quality of training offered. A better identification of training nee
ds at the manager level can provide a means to provide better response from the
managers.
55

5.2. ON JOB TRAINING Supervisors efforts to identify strengths and weaknesses


The following table shows that 71.43% of the respondents were only somewhat sati
sfied with their superiors efforts to identify their strengths and weaknesses as
a part of the on-job-training. The remaining 28.57% were very satisfied by their
supervisors efforts.
Table 4: Supervisors efforts to identify strengths and weaknesses
Designation supervisors identify strengths & weaknesses Somewhat Satisfied Very
Satisfied Grand Total manager 42.86% 14.29% 57.14% Service Engineer 28.57% 14.29
% 42.86% Grand Total 71.43% 28.57% 100.00%
Chart 6: Supervisors efforts to identify strengths and weaknesses
Count of supervisors identify s&w
100.00%
90.00%
80.00%
70.00%
60.00% Designation 50.00% Service Engineer manager
40.00%
30.00%
20.00%
10.00%
0.00% Somewhat Satisfied supervisors identify s&w Very Satisfied
A substantial portion of the respondents were only somewhat satisfied with their
superiors efforts to identify their strengths and weaknesses. This identificatio
n of strengths and weaknesses is a very important aspect of on-job-training. It
not only shapes the way a trainee develops practical experience, but also shapes
his or her attitude towards the supervisor and towards the organization.
56

Mentoring Received from seniors


The table below shows that more than half of the respondents (57%) were very sat
isfied with the mentoring they had received from their seniors. The remaining 42
% were also somewhat satisfied with the mentoring received. As indicated in the
graph below, a higher percentage of managers (42%) were very satisfied with the
mentoring as compared to the service engineers.
Table 5: Mentoring Received from seniors
mentoring from seniors somewhat satisfied very satisfied Grand Total Designation
manager Service Engineer 14.29% 28.57% 42.86% 14.29% 57.14% 42.86% Grand Total
42.86% 57.14% 100.00%
Chart 7: Mentoring Received from seniors
Count of mentoring from seniors
100.00%
90.00%
80.00%
70.00%
60.00% Designation 50.00% Service Engineer manager
40.00%
30.00%
20.00%
10.00%
0.00% somewhat satisfied mentoring from seniors very satisfied
The high percentage of very satisfied respondents shows that the mentoring recei
ved at Blue Star is of high quality and the seniors are knowledgeable and experi
enced employees.
57

Management support for employees efforts to improve weaknesses


The table below indicates that 71% of the respondents were somewhat satisfied wi
th the managements support to the employees efforts in improving his or her weakn
ess. However, 14 % of them were somewhat dissatisfied to the managements support.
An interesting fact is that all of the 14% were service engineers. Mangers were
generally satisfied with the managements support.
Table 6: Management support for employees efforts to improve weaknesses
Designation manager Service Engineer 0.00% 14.29% 42.86% 28.57% 14.29% 0.00% 57.
14% 42.86% Grand Total 14.29% 71.43% 14.29% 100.00%
Somewhat dissatisfied Somewhat satisfied Very satisfied Grand Total
Chart 8: Management support for employees efforts to improve weaknesses
Count of mgts effort to improve
100.00%
90.00%
80.00%
70.00%
60.00% Designation 50.00% Service Engineer manager
40.00%
30.00%
20.00%
10.00%
0.00% Somewhat dissatisfied Somewhat satisfied mgts effort to improve Very satis
fied
Though a substantial number of respondents were satisfied with the managements su
pport, the fact that some were dissatisfied and all of those dissatisfied were s
ervice engineers is a matter that needs to further inspection.
58

5.3. TRAINING MODULE OR COURSE EVALUATION Relevance of the topic to job


The graph below shows that about combined together, 84 % of the respondents foun
d the course training to be relevant to their jobs on some or at a strong level.
Only 14% of the respondents remained neutral. All of the 14 % were managers.
Chart 9: Relevance of the topic to job
Count of relevance
100.00%
90.00%
80.00%
70.00%
60.00% Designation 50.00% Service Engineer manager
40.00%
30.00%
20.00%
10.00%
0.00% Neutral Somewhat relevant relevance Very relevant
It can be concluded that the course trainings provided at BSL is very relevant t
o the practical job. The functional, behavioral and Managerial training provided
is in line with the industry practices and also related to the roles and respon
sibilities of the employees.
59

Level of Instruction
As indicated in the table below, 85% of the respondents felt that the level of i
nstruction at the course training was advanced. Only a 14 % felt that the instru
ctions were neither too basic nor too advanced. The respondents who felt that th
e training was advanced consisted of equal percentage of managers and service en
gineers.
Table 7: Level of instruction
level of instruction Neutral Advanced Grand Total Designation Manager Service En
gineer 14.29% 0.00% 42.86% 42.86% 57.14% 42.86% Grand Total 14.29% 85.71% 100.00
%
Chart 10: Level of instruction
Count of level of instruction
100.00%
90.00%
80.00%
70.00%
60.00% Designation 50.00% Service Manager
40.00%
30.00%
20.00%
10.00%
0.00% Neutral level of instruction advanced
The course training includes functional, behavioural, managerial and other speci
fic training programs. These courses are specially designed to meet the customer
and industry requirements. Even the trainees are specially handpicked by manage
rs. Hence, a certain level of advancement is expected from these programs. The h
igh level of responses favouring the advance level of the programs is a good sig
n of the success of these specialised courses.
60

Lecture Coverage
The following table indicates that 71.43 % of the respondents felt that the topi
cs covered in the lectures of training courses were very comprehensive. All the
service engineers felt that the topics covered were very comprehensive.
Table 8: Lecture Coverage
lecture coverage Comprehensive Very comprehensive Grand Total Designation Manage
r Service Engineer 28.57% 0.00% 28.57% 42.86% 57.14% 42.86% Grand Total 28.57% 7
1.43% 100.00%
Chart 11: Lecture Coverage
Count of lecture coverage
100.00%
90.00%
80.00%
70.00%
60.00% Designation 50.00% Service Engineer Manager
40.00%
30.00%
20.00%
10.00%
0.00% Comprehensice lecture coverage Very comprehensive
The high percentage of respondents voting for the lecture coverage being very co
mprehensive shows that the training courses at BSL cover all aspects of the topi
c being covered. This provides the trainees with an in-depth knowledge of the su
bject and makes them perform better in the application of the concepts.
61

Time allotment
The following figure indicates that 43% of the respondents felt that the time al
lotted to the topics covered in the training courses were neither too short nor
too long. 28% of the respondents believed that the time allotted was long. All t
he respondents in this group were managers. 14% of the respondents, all of who w
ere service engineers, felt that the time allotted was too long.
Chart 12: Time Allotment
Count of time allotment
100.00%
90.00%
80.00%
70.00%
60.00% Designation 50.00% Service Engineer Manager
40.00%
30.00%
20.00%
10.00%
0.00% Short Neither Long Neither Short time allotment Long Too long
Around 42% of the respondents (28% managers and 14% service engineers) felt that
the time allotted was more than required. The trainees are employees and each h
our spent is a cost to the company in terms of the productivity. Thus, introspec
tion in this matter would certainly help the company in reducing the unproductiv
e time of the employees.
62

Emphasis of detail
The following table shows that 42% of the respondents felt that the emphasis on
detail in the training courses was adequate. An equal percentage felt that the t
raining courses provided a detailed emphasis on the topic being covered. 14% of
the respondents, who were all service engineers, believed that the training cour
ses provided too detailed emphasis on the topic.
Table 9: Emphasis on Detail
Designation emphasis on details Adequate Detailed Too detailed Grand Total manag
er 28.57% 28.57% 0.00% 57.14% Service Engineer 14.29% 14.29% 14.29% 42.86% Grand
Total 42.86% 42.86% 14.29% 100.00%
Chart 13: Emphasis on Detail
Count of emphasis on details
100.00%
90.00%
80.00%
70.00%
60.00% Designation 50.00% Service manager manager
40.00%
30.00%
20.00%
10.00%
0.00% Adequate Detailed emphasis on details Too detailed
A high percentage of respondents (more than 80%) felt that the training programs
were either adequate or detailed. This is a good indicator of quality of the tr
aining courses.
63

Practicality of Training
More than half of the respondents felt that the training programs were very prac
tical and directly related to the work that they were doing. This group had equa
l representation from managers as well as service engineers in terms of percenta
ge.
Chart 14: Practicality of Training Courses
Count of Treatment of topic
100.00%
90.00%
80.00%
70.00%
60.00% Designation 50.00% Service Engineer Manager
40.00%
30.00%
20.00%
10.00%
0.00% Practical Treatment of topic Very practical
One of the most important requirements of any training undertaken at an organiza
tion is applicability of it in practical situations. The trainee should be able
to relate the topic to the daily work activities and apply the concepts to incre
ase the productivity and customer satisfaction. From more than half of the respo
ndents voting for the training being very practical, it can be concluded that co
urses directly affect the performance of the employees in their daily activities
.
64

5.4. CONCLUSION
The survey results show that most of the employees are satisfied with all the th
ree types of training available at Blue Star. The training has given a new tool
in employees hands to deal with the day to day work activities and face challengi
ng problems effectively and efficiently. The training has also provided a new pa
th to their careers by providing them practical knowledge. The most important co
ncepts learned from the training programs, as identified by the employees, were
as below: Team Work Business Communication Time Management Factory visits and pr
actical problem
65

6. Training Practices at Blue Stars


Competitors
66

6.1.
INDUSTRY AND COMPETITOR ANALYSIS
An inordinately hot summer in 2010 appears to have convinced the people the comf
ort of an air-conditioner and a large number appears to have decided to take one
home this year. Indeed, in the last few the years, the demand for airconditione
rs from the household sector has been growing rapidly. Still, the demand growth
in 2000 was particularly noticeable, and was also the most significant change in
the industry during this period. According to some industry estimates, growth i
n volume terms has been 45-50 per cent this fiscal. But official statistics unde
restimate this and even report a decline in production. Nevertheless, by all acc
ounts, including a study by the Confederation of Indian Industry, there has been
a noticeable jump in the demand for air-conditioners from the household segment
. After several years of relatively modest growth, which was totally at variance
with the latent potential of the product, the sharp growth in demand the summer
past was very welcome for air-conditioner companies in many respects. One, it r
elatively reduced their dependence on the corporate sector which is still the ma
jor demand driver. Corporate traditionally accounted for about 60 per cent of th
e total demand for air-conditioners. But the burgeoning demand from the househol
d segment could level the ratio in the near future. Moreover, the demand growth
comes at a time when the industrial investment climate is still sluggish. Barrin
g the investments made by software and healthcare companies, industrial investme
nts continue to remain on hold. In this backdrop, the response of the household
segment must have been most welcome for the air-conditioner industry.
67

6.2.
INDUSTRY OVERVIEW
AIRCONDITIONING In 2008-09, the estimated total market size for air-conditioning
in India was around Rs. 10,250 crores. Of this, the market for central air-cond
itioning, including central plants, packaged/ducted systems and VRF systems was
about Rs. 5750 crores, while the market for room air conditioners comprised the
balance Rs. 4500 crores. The commercial air-conditioning segment catering to cor
porate and commercial customers amounted to around Rs. 8000 crores. During the y
ear, the economic slowdown coupled with the liquidity squeeze affected certain s
egments such as retail and builders. Project expansion plans in the IT/ITES segm
ent were also delayed mainly due to the uncertain impact of the US recession on
this segment. However, the air-conditioning market witnessed significant growth
in segments such as hospitality, healthcare and education. In addition, infrastr
ucture segments such as airports, power plants and metro rail were unaffected by
the economic downturn and project plans were on track.
COMMERCIAL REFRIGERATION The market for commercial refrigeration equipment and s
ystems was estimated at around Rs. 2000 crores. The commercial refrigeration seg
ment includes a wide range of products such as cold storages, supermarket refrig
eration equipment, water coolers, bottled water dispensers, deep freezers, milk
coolers, bottle coolers and ice cubers. In the present scenario, the cold chain
infrastructure is characterized by long and fragmented supply lines leading to h
igh wastage. The major constraints on the development of the cold chain industry
are high capital cost and electricity bills coupled with low rental revenues an
d inadequate availability of concessional finance. Based on the recommendations
of Cold Chain Summit 2007 organized at New Delhi by the Confederation of Indian In
dustry jointly with the Department of Agriculture and Co-operation (Government o
f India), a task force was constituted for creating a road map for cold chain de
velopment in this country. The task force proposed creation of a National Green G
rid to develop a seamless cold chain network to balance 68

demand and supply issues with remunerative price to farmers and to deliver quali
ty produce in the hands of consumers. The task force initiatives are at an advan
ced stage and with the introduction of structured fiscal incentives and fast tra
ck clearance for economically viable proposals, the size of the cold chain indus
try will increase substantially in the next few years.
The industry can be sub-divided into non-ducted and ducted products. The demand
for non-ducted products -- window air-conditioners and mini-splits -comes from b
oth households and corporate. The demand for ducted products -central plants, pa
ckaged air-conditioners and ducted splits -- is only from the corporate.
Non-ducted ACs, the growth driver The demand for non-ducted products grew steadi
ly in the latter half of the 1990s. The demand for mini-splits has grown at a hi
gher rate compared to window ACs because of the lower base. The demand switch fr
om mid-sized ducted products, such as packaged ACs or ducted splits, to mini-spl
its is also one of the reasons for the larger growth rates in the latter segment
. Another major reason for the growth in demand was the increased attention this
product category has attracted in the recent past. Prices of air-conditioners d
ropped sharply in the past few years because of competition. Most established pl
ayers upgraded their manufacturing facilities, while fresh capacities were creat
ed by companies such as Matsushita (National brand). The marketing and advertise
ment spend by companies has also been on the rise. With such investments flowing
into building both the product and the brand, the expansion of the market was i
nevitable. As seen with other consumer durables, in the initial years of increas
ed intensity of competition, more cash gets invested
69

by both existing and new players. This leads to a drop in prices, fuelling deman
d and the result is a much larger market. And the non-ducted segment has attract
ed a lot of players in the last few years. The latent long-term demand potential
from Indian households has led to a number of multinational companies making a
beeline to set up base in the country. Major players in this product category ar
e Blue Star, Hitachi, Videocon, Lloyd Electric, Hitachi Home, IFB Industries, Fe
dders Lloyd and Godrej. Among the recent entrants, the Korean brands such as Sam
sung and LG have been able to make an immediate impact. Other brands that have p
ositioned themselves for a share in this fast-growing market are National, Fuji
General and Daikin. On a much smaller scale, Whirlpool and Electrolux have enter
ed the market to cater to household demand.
Table: Sales turnover figures for Blue Star and competitors Sales Turnover (In R
s. Cr) Company Year 2009-10 Blue Star 2,549.43 Lloyd Electric 680.81 Hitachi Hom
e 642.54 IFB Industries 545.34 Fedders Lloyd 465.95 Chart: Sales turnover figure
s for Blue Star and competitors
Sales Turnover For Year 2009-10 3,000.00 Sales Turnover in Rs. Cr 2,500.00 2,000
.00 1,500.00 1,000.00 500.00 0.00 Blue Star Lloyd Electric Hitachi Home IFB Indu
stries Fedders Lloyd Sales Turnover
70

6.3.
LLOYD ELECTRIC AND ENGINEERING LTD
Lloyd Electric & Engineering Limited is in the business of manufacturing Heat Ex
changer Coils for air-conditioning and refrigeration application, U
bend and
return bend for heat exchanger coils, system tubing and header line for air con
ditioner equipment and sheet metal items for air conditioner systems made from C
NC presses and are leaders in India. The company is OEM supplier to almost all A
C manufacturers in India, and have overseas business of approximately 20% of its
sales turnover. The heat exchangers are made out of Aluminum and Copper Fin sto
ck and Copper tube, having facility of using pre coated Fin stock and in house f
acility of painting and tin plating. Skilled and qualified workforce has been Ll
oyd Electrics key asset and has helped the organization significantly improve pro
ductivity over the last 5 years. The credit goes to the engineering expertise an
d technological skills developed over the last decade, and an innate penchant fo
r excellence which is unique to the Lloyd human resource. They call it a human m
achine nexus committed to quality. Emphasis on training across all levels of the
organization One on one relationship between workers and management 30% improve
ment in productivity over the last 5 years 20% Engineering graduates employed ac
ross all functions Qualified and experienced technical staff No industrial dispu
tes since inception
71

6.4.
HITACHI HOME & LIFE SOLUTIONS (INDIA) LTD.
Hitachi Home & Life Solutions (India) Ltd. (HHLI), a subsidiary of Hitachi Appli
ances Inc, Japan, is a listed company at BSE & NSE exchanges. Since its inceptio
n HHLI has focused on developing and supplying high-quality products and technol
ogy that contribute to the overall prosperity of the society, HHLI manufactures
various kinds of products including Room Air-conditioners and Commercial Air-con
ditioners, and are into trading of VRF Systems, Rooftops, Chillers, and Refriger
ators. The number of Staff and Operators at HHLI as on March 31, 2009 was 492. T
his year, on an average around 15% of Staff was part of Trainees pool. The Traine
es were given In- Plant training at Kadi Works before deployment to various depa
rtments for On the Job Training. For Employee Health and Safety, OHSAS implementat
ion was initiated at Kadi Works. A series of functional Training Programs were o
rganized for enhancement in various skill sets. Training on Packaged Type Air co
nditioners was the major focus for field teams of Sales and Service. A Three day
Personal Development program was conducted for the Trainees who have been confi
rmed and are placed at various locations. This helped in a unique bonding among
the young graduates who are getting challenging assignments at HHLI. This years An
nual Employee Satisfaction Survey was conducted in October-2008. The analysis was
shared with all Department Heads and corrective actions are being taken to impr
ove on low scores. Improvement in scores was observed in most of the areas of Em
ployee satisfaction from last year. At Hitachi, Ltd., personnel system is design
ed to assess the strengths and achievements of employees fairly and transparentl
y and to reflect these findings in salaries and bonuses. Elements, standards, an
d methods of evaluation are fully disclosed as employees meet their evaluators t
o arrive at a shared assessment. In the course of these discussions, employees r
eceive feedback on their strengths and weaknesses as well as guidance on achieve
ment of business goals and capacity building. An evaluation manual is used to mi
nimize disparity. As a further step, employees are surveyed annually to review t
he evaluation process, and follow-up work is done to ensure proper management. B
ecause we believe that maximizing employee potential is vital for continuing to
provide new value, we work hard to improve employees abilities and their careers.
72

Employee Capacity Building For capacity building, we supplement in-house educati


on based on on-the-job training with an elaborate training system. This training
consists of six educational programs: Management Development Education for Engi
neers Production Worker Training Education for Internationalization Sales Educat
ion Training by Job Function These programs are offered across the Hitachi Group
in conjunction with educational institutions such as: The Hitachi Institute of
Technology, The Hitachi Institute of MONOZUKURI Skills and Engineering The Hitac
hi Institute of Management Development. In addition, in order to expand educatio
nal opportunities for employees, Hitachi has also developed a unique e-learning
system (in Japanese, English, and Chinese) for Group companies. Career Developme
nt Workshop: Supporting Career Development The objective is to create an environ
ment where employees can discuss their careers with their supervisors to deepen
mutual understanding between both parties and enable both to tackle their jobs w
ith a clear vision. This development support program is designed to foster indep
endent human resources. It helps participants achieve self-realization, enabling
them to develop a deeper selfunderstanding, including their reasons for working
, living and their work values, as well as how to set their personal career goal
s. Global Manager Training: Global Fundamental Course With the operations taking
on an increasingly global perspective, it is absolutely critical that the domes
tic and overseas managers working on the frontlines of global business understan
d our history, founding spirit, company operations, common values, corporate phi
losophy, and basic management skills. To instil this understanding, we operate a
four-day course, Global Fundamental Course Ready to Inspire, which offers the sa
me training to all Hitachi managers around the world.
73

Training for Strengthening Communication Skills To revitalize workplace communic


ations, we started a training program in 2008 for managers to strengthen their c
ommunication skills. To promote diversity and good interpersonal relations based
on trustas well as to achieve organizational goalswe stress respect for individua
lity and differences of opinion and culture, while seeking a full consensus. The
hands-on training during the two-day program focuses on communication skills th
at are the basis for all interactive skills: active listening, essential for mut
ual understanding; and assertion, which allows peopleafter opinions and ideas are
expressedto reach a conclusion that all parties can accept.
74

6.5.
FEDDERS LLOYD CORPORATION LIMITED
The Lloyd Group (Brij Raj Punj Group) is a US$ 500 million group in India. The g
roup is recognized as the pioneer and well established name in the field of Air
Conditioning in India. The Group consists of many companies with diversified por
tfolios with active involvement in many business ventures consisting of manufact
uring in Air Conditioning Industry, Chillers, Manufacturing of Heat Exchange and
Radiators, Sheet Metal Fabrication, Scaffolding &Formwork, Structural Steel Fab
rication, Pre-engineered Buildings (PEB), Cable and Storage Management, Vehicle
Variants like Load Bodies, Water Bourses, Petrol Tankers and Light Recovery Equi
pment etc. Besides, it also has active stakes in the fields of Information Techn
ology (IT) and Development of Housing and Commercial projects. The Company appre
ciates the dedicated and committed performance of its employees. It believes in
healthy work environment and maintains cordial relations with the employees. The
Company continued its focus on acquiring and developing its human capital. The
management highly values the productive and high-performing employees and consid
ers the company s valuable assets in building up the organization. The Company p
lace emphasis on enhancing the skills and capabilities of the employees and pers
ists on training, re-training and development of its work force. The Company s f
ocus is not only to impart adequate training but also to provide the right envir
onment to maximize productivity and growth potential. The Company believes in th
e culture of trust and continuous learning for its growing human capital so as t
o ensure a continuous enhancement in business value and thereby enhancement in s
hareholder value. Various training programs are offered to the employees as list
ed below: Knowledge Training, Skills Training, Behavior Training and Overall org
anizational development Training. The atmosphere in the organization is performa
nce driven where HR puts its efforts to identify potential performers. The Compa
ny maintains sound and cordial relations with employees at all levels. The funct
ions of HR department in the training and development fields are as below: Coord
ination with concerned departments and employees as per training needs Keeping r
ecord of the participants in the training Collection of training feedback from t
he participants on the conduct of the training and its usefulness. 75

7. Annexure
A. Questionnaire
Training Evaluation Form
Personal Details Name: Designation: Age: Experience (In years): Year of Joining
Blue Star:
Please fill in the below tables with your responses regarding the various aspect
s of training at Blue Star Ltd. This information is valuable in helping the orga
nization to
know how satisfied you are with the training available. Please tick your respons
es by marking a tick in the appropriate cell. Please consider your responses car
efully and answer truthfully. Everything you say will be held in strictest confi
dence. The information will be used only to help us make this training activity
more responsive to your needs.
Part 1:Induction Feedback Sheet
Neither Agree nor Disagree
Strongly Agree
Somewhat Agree
Somewhat Disagree
Strongly Disagree
NA
Induction training is of adequate duration. The induction training is periodical
ly evaluated and improved.
76

Strongly Agree Employees are sponsored for training programmes on the basis of c
arefully identified developmental needs. Employees sponsored for training go wit
h a clear understanding of the skills and knowledge they are expected to acquire
from the training. The HR department conducts briefing and debriefing sessions
for employees sponsored for training. In-company programmes are handled by compe
tent faculty. The quality of incompany programmes in your organisation is excell
ent.
Somewhat Agree
Neither Agree nor Disagree
Somewhat Disagree
Strongly Disagree
NA
77

Please use the space below to indicate any suggestions you might have that will
help us to improve the facilities and administration ___________________________
_____________________________________________ __________________________________
______________________________________ _________________________________________
______________________ _________________________________________________________
_______________ ________________________________________________________________
________ _________________________________________________________________
Part 2: On Job Training
Please fill in the below table with your responses regarding the various aspects
of On-Job- Training at Blue Star Ltd.
Very Dissatisfied Supervisor s efforts to identify your strengths and weaknesses
The quality of orientation and training received for your current position in t
he company The quality of orientation and training received for your current pos
ition in the company The mentoring you are currently receiving from senior peers
Management s support for my efforts to improve my weaknesses.
Somewhat Dissatisfied
Neutral
Somewhat Satisfied
Very Satisfied
N/A
78

Please use the space below to indicate any suggestions you might have that will
help us to improve the facilities and administration ___________________________
_____________________________________________ __________________________________
______________________________________ _________________________________________
______________________ _________________________________________________________
____________
Part 3: TRAINING MODULE OR COURSE EVALUATION
You must have completed certain training courses at Blue Star. We would like you
to tell us about your feelings on these courses. This information is valuable i
n helping us make following training sessions more interesting and useful to you
. Training provided on: (Please tick on the appropriate circle. You can select m
ultiple trainings if applicable)
o o o o
Functional Behavioural Managerial Others ( CIP )
Not relevant 1 2 3 4 Relevant 5 Very clear 2 3 4 5 Too advanced 5 Very comprehen
sive 5 Too long 5 Too detailed
1. Relevance of the topic to your job
2. Clarity of the module s objectives
Not clear 1
3. Level of instruction
Too basic 1 Inadequate 1
2
3
4
4. Lecture coverage
2
3
4
5. Time allotment
Too short 1 Too brief
2
3
4
6. Emphasis on details
79

1 7. Organization and direction Disorganized 1 Abstract 1


2
3
4
5 Well organized 5 Practical 5
2
3
4
8. Treatment of the topic
2
3
4
Please state the three most important ideas or concepts that you have learned fr
om the training sessions in the organization. 1.________________________________
______________________________________ _________________________________________
_________________________ 2.____________________________________________________
__________________ _____________________________________________________________
_____ 3.______________________________________________________________________ _
_________________________________________________________________
80

8. References
http://www.bluestarindia.com http://www.businessballs.com/traindev.htm
http://www.moneycontrol.com/ TRAINING NEEDS ASSESSMENT By Janice A. Miller, SPHR a
nd Diana M. Osinski, SPHR February 1996 Reviewed July 2002. Human Resource Manage
ment By Ashwathapa http://economictimes.indiatimes.com/

www.scribd.com
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