Chapter 1

Profile of the
Company

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About Hyten Industrial Corporation
Hyten Industrial Corporation is an ISO 9001-2008 certified Manufacturer and Exporter of
Engineering Tools and Industrial Equipment such as Machine Tools, Hands Tools, Lubricating
Tools and Construction Equipment such as Electro forged Steel Gratings, Safety Equipment,
Steel Fabrication, Cable Tray, Steel Bar, Aluminium Bar, Ladder, Welding Machine, Welding
Electrode, Related Equipment. For mar information please visit Sturdy Industrial Equipment

Our products depict our commitment to promote high quality based on innovation & research.
Company is managed under the sincere efforts of Hyten team who have more than approximate a
decades of manufacturing and management experience and in manufacturing & catering to
the market from the decades.

Hyten Industrial Corporation endeavour is to be a comprehensive supplier of wide range of

products at a fair price and with best quality to achieve high level of customer satisfaction and
maintain mutually profitable association.

Anyone can make tools. Many can even make good tools. But if you are looking for peace of
mind that comes with the assurance that your specifications will be adhered to, your
deadlines will be bettered and that you can communicate with people in a language that you
understand, your choices are surely limited. For those who have been in the business long
enough to make the facts, Hyten Industrial Corporation is the natural choice. That is because
we deliver hassle free solutions. Rest assured.
Company Details
Basic Information
Nature of Business Manufacturer
Additional Business  Exporter
 Wholesaler
Total Number of Employees 26 to 50 People
Year of Establishment 1970
Legal Status of Firm Partnership firm

Trade & Market

Export Percentage 20-40%

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Company USP
Quality Measures / Testing Yes
Facilities

Statutory Profile
Pan No. AAGCM*****
DGFT / IE Code 514040122
Central Sales Tax No. 06671707320
Value Added Tax Registration 06671707320
No.
SSI No. 60151100589
CIN No. U29253DL2010PTC202500

Packaging/Payment and Shipment Details

Customized Packaging Yes
Payment Mode  Cash
 Credit Card
 DD
 Cheque
 Online
Shipment Mode  By Sea
 By Road
 By Air

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The 7 Golden Principles
1) We respect the rights of the individual, act in accordance with fair business, marketing and
advertising practices and are committed to continuously developing the safety and quality of
our products and processes. 2) We respect the rule of law, conduct our business with integrity
and honesty and are
accountable for our actions. 3) We continuously work to reduce the negative imoact of our
operations on the environment
and health.
4) We do not engage in illegal operations or operate in the context of illegal activities.
5) We do not tolerate the offering, solicitation or acceptance of bribes.
6) We are all entitled to alert the designated compliance officers if we witness any violations
of laws or of this Code of Conduct.
7) Sturdy listens to its stakeholders and takes their opinions into account with the objective of
ensuring the sustainable success of our company
Products

Round Vise LATHE TAILSTOCK FLOATING DIE HOLDER

Adjustable Hand Reamer All Angle V Block With Clamp Set

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Dapping Kit Doming Punch Box Emery Wheel Dresser

Figure Marking Punches Lathe Mandrel

Hand Bearing Scraper (Flat, Mini Vertical Slide

Half Round, Triangle)

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Taper Turning Attachment Pin Vise Set

COMPANY’S VISION

 To be perceived as a world class, customer oriented company committed to set new

bench marks in design, quality, services, safety and environmental concerns.

 To emerge as an organization respected for its integrate, stability and transparency.

 To be a leading player with a dominating marketing share in the area of its activity.

COMPANY’S MISSION
 Provide Online Customer Care Solutions to Digital 500

 Build a Multilingual Blended Contact Center Capability

 5 years out: build Three Pillars as the Foundation

- Transaction Processing
- Consulting Services
- Application Services (ASP) for Customer Care
 Leverage India's Intellectual Capital Across All Three Domains 

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COMPANY’S PHILOSOPHY
Committed to building an employee and a customer oriented organization. By ensuring that
each employee is fired by the same end objective of delighting the customer. It is this process
of empowering and motivating people that is driven by our I3 initiative.
PEOPLE
Hyten Industrial Corp. firmly believe that our business is all about people…who realize the
importance of quality, speed and responsiveness, and who understand that the only thing
which has relative permanence in the customer service world is "commitment".

PLATFORMS
Hyten Industrial Corp. has equipped to effectively serve eBusinesses who work on
24X7X365 and technology infrastructure is built around a bulletproof architecture. This is
structured around best in class computing, communication and application platforms as
enablers for delivering mission critical customer service to our clients.
The organization has invested in developing a robust computing environment facility with
high security and 100% uptime levels. 100% redundant services like power backup, server
clusters with cutover capability, redundancy in processors and large storage capabilities are
organized to ensure no loss of traffic and high levels of security.

PROCESSES
Hyten Industrial Corp. has institutionalized several processes to ensure that as electronic
interactions scale for our clients, we continue to deliver consistent quality and productivity
levels.
The transitioning program ensures comprehensive knowledge transfer of key client processes
to our delivery team as they get into production on behalf of our clients. They focus on
detailed workflow mapping to embed appropriate response, routing and supervision
procedures into day-to-day operations. dedicated quality teams to focused on ongoing quality
monitoring and long-term process improvements, which boost both quality and productivity.

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 Organisation Chart

UNIT HEAD

SALES FINANCE SYSTEM

MANAGER MANAGER MANAGER

PERSONNEL STANDARDS PRODUCTION

MANAGER MANAGER PLANNING
MANAGER

Fig 1.1- The flowchart of Organization

PERSONNEL MANAGEMENT CHART

REGIONAL
PERSONNEL MANAGER

PERSONNEL SECRETARY TO
OFFICERS R.P.MANAGER

ASSISTANT PERSONNEL
OFFICERS

Fig 1.2- The flowchart of Personnel Department

Problems of the Organisation

The training department of the Company is confronted with the following problems:
 There is no regular training schedule for the officers and staff.

 The training given to the employees is not standardized.

 No work-study has been done on the requirement of training.

 No in-house training programmes have been conducted.

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INFRASTRUCTURE
The modern manufacturing unit is fully equipped with all the latest machines and
technologies along with Engineering Tool. We follow in-house quality control during the
each production process including the heat treatment for longer life.

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 Chapter 2
SWOT Analysis

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SWOT Analysis in Hyten Industrial Corp.

Internal and External Factors

The four elements above are common to all SWOT analyses. However, many companies
further compartmentalize these elements into two distinct subgroups: Internal and External.

Typically, Strengths and Weaknesses are considered internal factors, in that they are the
result of organizational decisions under the control of their company or team. A high churn
rate, for example, would be categorized as a weakness, but improving a high churn rate is still
within their control, making it an internal factor. Similarly, emerging competitors would be
categorized as a threat in a SWOT analysis, but since there’s very little you can do about this,
this makes it an external factor. This is why you may have seen SWOT analyses referred to
as Internal-External Analyses or IE matrices.

STRENGTHS:
 World’s second largest domestic engineering tools manufacturer.

 Largest precession tools company in India.

 The business structure is divisionalised to achieve a focus at the market.

 Highly advanced production facilities.

 High quality product with competitively low prices with proven results.

 In terms of training needs, the Company deputes its officers and staff regularly on various
training programmes.

WEAKNESSES:
 Very limited product exports.

 Limited product portfolio.

 In terms of training needs, the Company does not have systematic training policies.

OPPORTUNITIES:
 Vast market for the exports.

 Ample scope for the product diversification.

 Vast potential in tapping new sales territories.

 Scope for entering in the strong rural market.
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
 In terms of training needs, the Company can formulate in-house training programmes for
its officers and staff.

THREATS:
 Severe competition from the existing competitors.

 Invasion of foreign brands in this segment.

 Competition from small scale regional players.

 The Company may lose highly trained staff to its competitors.

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 Chapter 3
Fundamental
Analysis of Company

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Research Objective

The first & foremost step in any research work is to identify the problems or objectives on
which the researcher has to work on. There are two types of objectives met in this study, as
explained below:

 To analyse the frequency of training and recommend measures to improve the training
practices in the organization.

 To study the training methods and their effects on the trainees.

Scope of the Study

Training Effectiveness is the process wherein the management finds out how effective it has
been at training and developing the employees in an organization.

 This study gives some suggestions for making the present training and development
system more effective.

 It gives organization the direction, how to deal differently with different employees. It
identifies the training & development needs present among the employee.

 To take feedback and analyze the level of satisfaction amongst the employees in respect
of training activities and suggest alternatives

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RESEARCH METHODOLOGY
SIGNIFICANCE
Every project work is based on certain methodology, which is a way to systematically solve
the problem or attain its objectives. It is a very important guideline and lead to completion of
any project work through observation, data collection and data analysis. According to
Clifford Woody,
“Research Methodology comprises of defining & redefining problems, collecting, organizing
&evaluating data, making deductions &researching to conclusions.”
Accordingly, the methodology used in the project is as follows: -
 Defining the objectives of the study

 Framing of questionnaire keeping objectives in mind (considering the objectives)

 Feedback from the employees

 Analysis of feedback

 Conclusion, findings and suggestions.

METHODOLOGY
The Company has a total strength of 20 officers and 40 workers. In order to take a reasonable
sample size and not to disturb the functioning of the organization, a sample size of 20% of
the total strength of the Company has been taken in order to arrive at the present practices of
training in the Company.
Accordingly, 20 officers and 40 workers have been selected at random from all the
departments of the organization and feedback forms (questionnaire) have been obtained. The
data has been analyzed in order to arrive at present training practices in the organization.

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DATA COLLECTION
To determine the appropriate data for research mainly two kinds of data was collected namely
primary & secondary data as explained below:

Primary Data
Primary data are those, which were collected afresh & for the first time and thus happen to be
original in character. However, there are many methods of collecting the primary data; all
have not been used for the purpose of this project. The ones that have been used are:

Questionnaire, Informal Interviews and Observation
Secondary Data
Secondary data is collected from previous researches and literature to fill in the respective
project. The secondary data was collected through:

Text Books, Articles, Journals and internet Websites

Sampling Technique Used

The technique of Random Sampling has been used in the analysis of the data. Random
sampling from a finite population refers to that method of sample selection, which gives each
possible sample combination an equal probability of being picked up and each item in the
entire population to have an equal chance of being included in the sample. This sampling is
without replacement, i.e. once an item is selected for the sample, it cannot appear in the
sample again. Research Area: NCR Delhi
Sample Size: 25 (25 Employee and Executive officers)
Statistical Tools Used
The main statistical tools used for the collection and analyses of data in this project are:
 Questionnaire, Pie Charts and Tables
Limitation of the study
The geographical area was very much limited to residential area & so the results are not
particularly reflection of the current behavior.
 Due to limited time period and constrained working hours for most of the
respondents, the answers at times were vague enough to be ignored.
 Some of employees didn’t take the questionnaire provided to them seriously, so we
can’t rely on some of their response.

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HUMAN RESOURCE DEVELOPMENT

HRD is an integrated area of study of the developmental practices of organizations so they

may accomplish higher levels of individual and organizational effectiveness.

HRD uses training and development to identify, assure, and help develop the key competencies
that enable individuals to perform current or future jobs with planned individual learning
accomplished through training, on-the-job learning, coaching, or other means.

HRD uses organization development as a focus for assuring healthy inter- and intra-unit
relationships and helping groups initiate and manage change by facilitating individuals and
groups to effectively impact on the organization as a system.

HRD uses career development as a focus on assuring an alignment of individual career

planning and organiza0tional career management processes to achieve an optimal match of
individual and organizational needs.

HRD functions in the case organisations seek to provide a strategic contribution to the
organisation, by supporting the company in realising business objectives. For instance by
ensuring that the workforce has the necessary competencies. In trying to realise this strategic
contribution, HRD functions not only provide training, but also seek to provide opportunities
for (informal) employee learning in general (with knowledge sharing as an explicit form).
Outsourcing is defined as services provided by a third party which were previously performed
in-house. The intent is to allow the human resource department to operate as a facilitator
Outsourcing of HR activities though a new concept has picked up in a big way. Outsourcing
of activities has major benefits to an organisation of low cost, access to specialised skills; less
work load and flexibility in terms of meeting demands many companies are earning huge
amounts in outsourcing activities and creating a niche for themselves in the market. Hyten
Industrial Corp. being one of the companies which also outsources activities through its three
BU’s as discussed in the later chapters for organisations like amazon.com, Big boy etc. Hyten
Industrial Corp. has outsourcing of some major HR activities like training, MIS, recruitment
as discussed in details in the following chapters

HR PRACTICES AT HYTEN INDUSTRIAL CORP.

RECENT CHANGES IN THE ORGANISATION

The organization has undergone a change in four ways i.e.:

1. change in the structure

2. the number of people

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 3. skill sets required in the organization

4. templates and format of information storage

Change in the structure: the most important change in the organization in respect to its
structure is that there does not exists a typical organization structure moving in the positive
direction but more of a parallel organization.

CHANGE IN THE STRUCTURE OF THE HR DEPARTMENT

VICE PRESIDENT

SENIOR EXECUTIVE/ EXECUTIVE

MANAGERS

ASSISTANT MANAGERS

Fig3.1: Change in the structure of HR department

The number of people: In a very less time Hyten Industrial Corp. total strength has increased
from 25 to that of 50 presently. With 50 people in an organization it is not easy to run a puppet
show , ways are introduced in the organization to make the work interesting i.e. “ fun and work”
.the number of activities for the people have increased in the organization from a bright and a
lively cafeteria , recreational room to introduction of various games shows, quizzes.

The recent ones are of:

 Title game shows


 Prizes displayed in the organization

 Trips , lunches, day outings etc.

 Skill sets requirement: as the organization grows the need for professionalism in the
organization increases and so does the pay package. The requirements have changed in
terms of:

 Role

 Profile

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 Traits

1. strategic policies planning and implementation

2. Activities to make the work of the people in the organization interesting.
There is a personalized position created for each and every individual from the top to the
lowest level in the organization.
Templates and formats in terms of form for the interviews have changed. The storage of
information has shifted from manual storage to automated techniques. This has increased the
efficiency of work as it is more time saving and saves on the additional cost for the
organization. This work of database storage and maintenance is done by the MIS department.

HR SUB-SYSTEMS IN THE ORGANIZATION:

HR DEPARTMENT

Recruitment Compensation MIS Training

& Selection & Policy
Fig 3.2: HR subsystem in the organisation

The Human Resource subsystems covered by us in Hyten Industrial Corp. are as follows:
1. Recruitment and Selection
2. Training
3. MIS
4. Compensation & Policy
RECRUITMENT AND SELECTION PRACTICES AT HYTEN INDUSTRIAL CORP.

Recruitment in Hyten Industrial Corp. can be divided within two areas:

1. for leadership or support position
2. for operations

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The two areas cover the following positions as shown in the diagram:

OPERATIONS STRUCTURE SUPPORT LEVEL STRUCTURE

CUSTOMER CARE SPECIALIST EXECUTIVE / SENIOR

EXECUTIVE

TEAM LEADERS
ASSISTANT MANAGER/
DIRECTOR MANAGER

MANAGERS/SENIOR
MANAGERS
MANAGERS / SENIOR
MANAGERS

DIRECTOR/ HEAD

DIRECTOR / HEAD

VICE PRESIDENT /
GENERAL MANAGER
VICE PRESIDENT / GENERAL
MANAGER

Recruitment in Hyten Industrial Corp. is an ongoing process for lower levels i.e CCS & TS.
Approximately out of the 50 employee strength that Hyten Industrial Corp. has 30 are
employed at these two lower levels and the remaining are distributed within the other
positions. These 30 or people for the CCS and TL levels are of a major concern to the
organization. Cause these are the people who carry on the various process, operations earning
revenue to the organization. While recruiting these people the team of recruits take special
care in selecting the right people with the right caliber for the job thereby an addition to the
strength of the company and not a liability.

RETENTION PRACTICES AT HYTEN INDUSTRIAL CORP.

1) WHILE CASH MAY GET WORKERS IN THE DOOR, CULTURE WILL KEEP
THEM
Create a kind of “feel good about work” culture for your employees. The staff members who
stay with you the longest do so because they want to, not because they have to They will only
stay if you create a positive work culture. Let staff know that you are pursuing a common

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purpose, which is mutually beneficial. Your goal is to frequently let staff know that this is
“why I need you” and this is “why you are important.”

2) STOP HIRING THE WRONG PEOPLE - One place to plug the leak is to stop hiring
the wrong people. A manager needs to understand what kind of person will be happy in a
competitive work place? It is someone who is dependable, deliberate, hates change, likes to
follow repetitive processes and finishes the job at hand. Or it could be someone who has a
flair for accuracy, thrives in an environment which has procedures laid down and yet does not
seek variety or change. However, the system breaks down when the qualified person is put
into a position that does not quite fit who they are. Instead of job match, this results in job
mismatch, which causes the job and individual to suffer, limiting the company’s productivity.

3) PROVIDE GOOD INCENTIVES AND RECOGNITION

The biggest motivation to the staff is recognition and every day pat instantly when ever they
do good work goes along way. Whenever sales happen, all the members stand and clap for
achievement and at the end of the day each one will be appreciated for the good sales. A letter
of appreciation for quality work, good dinner with the team members is always appreciated
by the agents.

4) GOOD RELATIONSHIP WITH SUPERVISORS

Many times, employees seek greener pastures because they are unhappy with their supervisors.
The supervisors and trainers have an important role of giving feed back on both strengths and
weaknesses, which will help them to do better. Some staff do have initial problem of getting
adjusted to the office jobs and procedures or they lack confidence. Reinforcing the confidence
that “you can do” is the responsibility of supervisors. It is true that staff requires money, but they
always look for actions, which touches their mind and heart. Let's be honest, bosses management
styles have a huge impact on employee satisfaction.

5) COACHING AND CAREER PATHING

Coaching is employee development. Your only cost is time. Time means you care. And
remember your people don't care how much you know... until they know how much you care.
Whenever the emphasis is on positive feedback, I make sure to do this coaching in "public."
Whenever you recognize and encourage people in "public," it acts as a natural stimulant for
others who are close enough to see or hear what's taking place. Employees need to know what

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is potentially ahead for them, what opportunities there are for growth. This issue is a sometimes
forgotten ingredient as to the importance it plays in the overall motivation of people.

TRAINING & DEVELPOMENT

Training is one of the processes required to turn new members of an organization into
“productive insiders”.

 “Training is a process of transmitting and receiving information related to problem

solving.” Halloram
 “Training is the international act of providing means for learning to take place.”

TRAINING

Employee training is a specialized function and is one of the fundamental operative functions
of Human Resource Management.

PRINCIPLES OF TRAINING

 
 Motivation
 Learning is enhanced when the learner is motivated. Learning experience must be
designed so learners can see how it will help in achieving the goals of the
organization. Effectiveness of training depends on motivation.

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 
 Feedback
 Training requires feedback. It is required so the trainee can correct his mistakes.
Only getting information about how he is doing to achieve goals, he can correct the
deviations.

 
 Reinforcement
 The principle of reinforcement tells the behaviors that are positively reinforced are
encouraged and sustained. It increases the likelihood that a learned behavior well be
repeated.
Practice

 Practice increases a trainee’s performance. When the trainees practice actually, they gain
confidence and are less likely to make errors or to forget what they have learned. 

 
 Individual Differences
 Individual training is costly. Group training is advantageous to the organization.
Individuals vary in intelligence and aptitude from person to person. Training must be
geared to the intelligence and aptitude of individual trainee.

NEED FOR TRAINING

 
 To impart to the new entrants the basic knowledge and skills they need for definite tasks.

 To assist employees to function more effectively in their present positions by exposing
them to new concepts.
 
 To build a line of competent people and prepare them to occupy more responsible positions.
 
 To reduce the supervision time, wastage and spoilage of new material.
 
 To reduce the defects and minimize the industrial accidents.
 
 To ensure the economical output of the required quality.
 
 To prevent obsolescence.
 
To promote individual and collective morale, responsibility and cooperative attitudes etc.

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TYPES OF TRAINING
Training is required for several purposes. Accordingly training programmes may be of the
following types:
 Orientation training: Induction or orientation training seeks to adjust newly appointed
employees to the work environment. Every new employee needs to be made fully familiar
with his job, his superiors and subordinates and with the rules and regulations of the
organization. Induction training creates self-confidence in the employees. It is also knows
as pre-job training. It is brief and informative.

 Job training: It refers to the training provided with a view to increase the knowledge and
skills of an employee for performance on the job. Employees may be taught the correct
methods of handling equipment and machines used in a job. Such training helps to reduce
accidents, waste and inefficiency in the performance of the job.

 Safety training: Training provided to minimize accidents and damage to machinery is
known as safety training. It involves instruction in the use of safety devices and in safety
consciousness.

 Promotional training: It involves training of existing employees to enable them to
perform higher-level jobs. Employees with potential are selected and they are given
training before their promotion, so that they do not find it difficult to shoulder the higher
responsibilities of the new positions to which they are promoted.

 Refresher training: When existing techniques become obsolete due to the development
of better techniques, employees have to be trained in the use of new methods and
techniques. With the passage of time employee may forget some of the methods of doing
work. Refresher training is designed to revive and refresh the knowledge and to update
the skills of the existing employees. Short-term refresher courses have become popular on
account of rapid changes in technology and work methods. Refresher or re-training
programmes are conducted to avoid obsolescence of knowledge and skills.

 Remedial training: Such training is arranged to overcome the shortcoming in the
behaviour and performance of old employees. Some of the experienced employees might
have picked up appropriate methods and styles of working. Such employees are identified
and correct work methods and procedures are taught to them. Psychological experts
should conduct remedial training.

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PROCESS OF TRAINING

Fig 3.3: Process of training

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 METHODS OF TRAINING

METHODS OF

TRAINING

ON- THE- JOB OFF- THE- JOB

METHODS METHODS

Fig3.4: Methods of Training

ON-THE-JOB TECHNIQUES

On the job techniques enables managers to practice management skills, make mistakes and
learn from their mistakes under the guidance of an experienced, competent manager. Some of
the methods are as:

Job Rotation: It is also referred to as cross straining. It involves placing an employee on

different jobs for periods of time ranging from a few hours to several weeks. At lower job
levels, it normally consumes a short period, such as few hours or one or two days. At higher
job levels, it may consume much larger periods because staff trainees may be learning
complex functions and responsibilities.

Job rotation for managers usually involves temporary assignments that may range from
several months to one or more years in various departments, plants and offices.

Job rotation for trainees involves several short-term assignments, that touch a variety of skills
and gives the trainees a greater understanding of how various work areas function.

For middle and upper level management, it serves a slightly different function. At this stage,
it involves lateral promotions, which last for one or more years. It involves a move to
different work environment so that manager may develop competence in general
management decision-making skills.

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Enlarged and enriched job responsibilities: By giving an employee added job duties, and
increasing the autonomy and responsibilities associated with the job, the firm allows an
employee to learn a lot about the job, department and organization.

Job instruction training: It is also known as step-by-step training. Here, the trainer explains
the trainee the way of doing the jobs, job knowledge and skills and allows him to do the job.
The trainer appraises the performance of the trainee, provides feedback information and
corrects the trainee. In simple words, it involves preparation, presentation, performance, and
tryout and follow up.

Coaching: The trainee is placed under a particular supervisor who functions as a coach in
training the individual. The supervisor provides the feedback to the trainee on his
performance and offers him some suggestions for improvement. Often the trainee shares
some duties and responsibilities of the coach and relives him of his burden. A drawback is
that the trainee may not have the freedom or opportunity to express his own ideas.

Committee assignments: Here in, a group of trainees are given and asked to solve an actual
organizational problem. The trainees solve the problem jointly. This develops team work and
group cohesiveness feelings amongst the trainees.

Off-the-job training

It includes anything performed away from the employee’s job area or immediate work area.
Two broad categories of it are:

In house programmes

 These are conducted within the organizations own training facility; either by training
specialists from HR department or by external consultant or a combination of both.
Off-site programmes

It is held elsewhere and sponsored by an educational institution, a professional association, a

government agency or an independent training and development firm.

The various off- the- job-training programmes are as follows:

Vestibule training: Herein, actual work conditions are simulated in a classroom. Material, files
and equipment those are used in actual job performance are also used in training. This type of
training is commonly used for training personnel for clerical and semiskilled jobs. The

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duration of this training ranges from few days to a few weeks. Theory can be related to
practice in this method.

Role-playing: It is defined as a method of human interaction that involves realistic behaviour in

imaginary situations. This method involves action doing and practice. The participants play the
role of certain characters, such as production manager, HR manager, foreman, workers etc. This
method is mostly used for developing interpersonal interactions and relations.

Lecture method: The lecture is a traditional and direct method of instruction. The instruction
organizes the material and gives it to the group of trainees in the form of a talk. To be
effective, the lecture must motivate and create interest among the trainees. An advantage of
this method is that it is direct and can be used for a large group of trainees.

Conference or discussion: It is a method in training the clerical, professional and

supervisory personnel. It involves a group of people who pose ideas, examine and share facts
and data, test assumptions and draw conclusions, all of which contribute to the improvement
of job performance. It has an advantage that it involves two-way communication and hence
feedback is provided. The participants feel free to speak in small groups. Success depends
upon the leadership qualities of the person who leads the group.

Programmed instruction: This method has become popular in recent years. The subject
matter to be learned is presented in a series of carefully planned sequential units. These units
are arranged from simple to mere complex levels of instructions. The trainee goes through
these units by answering questions or filling the blanks. This method is expensive and time
consuming.

THE PROCESS

Selected candidates are then put through a 2-week training session involving industry
exposure, domain training, technical skills and other soft skills. A number of these sessions
are conducted by the management team as Hyten Industrial Corp. firmly believe in “training
our own”. Ending up with skilled Customer Care Specialists (CCS), Team Leaders (TL) and
quality editors who are obsessed with delighting their customers. Nurture this passion by
providing an excellent work environment with spacious work areas, transport to work, meals
and attractive performance incentives. The general pay structure offered to them is between
Rs 8000/- to Rs 12000/- depends on the process one is involved in.

Candidates recruited for the call center i.e. the telecom and voice business unit have a

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Graduation party: which marks the beginning of a new joining in the company and has
become an integral part Hyten Industrial Corp.’s work culture. According to Toppo, the
numbers do not count as much as the spirit of the people. And the remarkable thing about
Hyten Industrial Corp. is that every day is a party day, due to the underlying enthusiastic
atmosphere within the company. As each team conducts different competitions and fun-filled
activities, the purpose is to have fun with an equal amount of hard work put in.

RECRUITMENTS

SECTION A SECTION B

 Vice-president Other than the lower level

 General manager recruits and those covered in
 Director section A

Fig 3.5: Recruitments

RECRUITMENTS FOR SECTION A:

Recruitment for the top levels is done through internationally renounced consultancy firm.
These firms are given an in-depth view as to what all are required in terms of:

 The educational qualification , experience etc


 Their role in the organization in respect of their position, job responsibility, key areas of
performance.

 The pay structure along with the various facilities offered by the company.

In short a detail sheet stating the necessary and minimum requirement for the top positions.
These firms charge a lump sum ranging from 10 to 20 lakh for search and placement of these
prospective. The organization depends mainly on these outside consultancies for placement
but recently Hyten Industrial Corp. has been successfully able to fill in these positions
through inside sources. Thus their exist flexibility in terms of recruitments.

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RECRUITMENT FOR SECTION B:

Main sources or recruitment are:

 Newspaper Advertisements

 Consultancy firms who are paid on percentage basis for every placed person.

 Internal employee reference

The set of consultancy firm is same for CCS and TL level recruits and for the section B. But
there exist a difference in the internal employee referrals .Here the initiative is taken by the
HR department and as such there is no open incentive of cash for the HR team working on
these recruits though they may be internally recognized within the organization.

These applicants are interviewed on one to one basis or a group interview by 2 members of
the HR department and 2 people from the functional areas…

EMPLOYEE RETENTION PRACTICES AT HYTEN INDUSTRIAL CORP.

“Loyal employees in any company create loyal customers, who in turn create happy shareholders.”
– Sir Richard Branson
What is engagement?
It is a positive attitude held by the
employee towards the organisation and
its values. An engaged employee is aware
of business context, and works with
colleagues to improve performance
within the job for the benefit of the
organisation. The organisation must work
to develop and nurture engagement,
which requires a two-way relationship between employer and employee.’

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Employees are one of the most important assets, but are Companies doing everything they can to
maximize the potential of this asset? The best employee attitude studies explore all aspects of an
employee’s working life with an employer, covering not only what they do but also what employees
think and feel about the organization. An effectively implemented program of employee research
can become one of the most powerful strategic tools in helping the company achieve its long-term
corporate goals. To ensure the value of company’s investment in employee research, HR managers
have to fully understand the concerns, attitudes and motivations of their employees.

 The way it was......in the past, jobs were considered desirable and sufficient candidates
could be found to fill most critical jobs. Moreover, once employed, workers would often
spend their entire careers in the same job. In areas where there was turnover, new
employees could be recruited easily.


 The way it is..... today there is a high demand for workers. The supply of qualified
workers is limited and good workforce planning requires a twofold approach of
aggressive recruitment and innovative retention strategies. Retention policies need to
focus on elimination of unwanted turnover.

EXECUTIVE DEVELOPMENT PROCESS

Executives are the people who shape the policies, make the decisions and see their
implementation in any business organization. They are the president, the vice-president, the
managing director, works manager, plant superintendent, controller, treasurer, office managers,
engineers, directors of functions such as purchasing, research, personnel, legal, marketing etc.

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Executive development may be stated as the application of planned efforts for raising the
performance standards of high level managers, and for improving the attitudes and activities
that enter into or influence their work and their work relations.

EXECUTIVE DEVELOPMENT PROCESS

Following are the steps, which are involved in the development process of executives:

OBJECTIVES

The first and foremost step is to define the long- term objectives of training and development
of executives.

STRENGTH AND WEAKNESS

An inventory of managers is taken with special focus on their strength in terms of managerial
skills and other attributes. Their unique capabilities, specialist knowledge and achievements
are listed down against each. A comparison with the requirement of the organization will
bring the gap in knowledge and skills of existing executive. This is the weakness.

LONG- RANGE PLANS

Here the management prepares long-term training and development plans for their executives,
which include the annual training targets, the annual budgets and the specific area of training.

SHORT- TERM PROGRAMME

This programme specify the duration, starting time, ending time, number of executives being
trained, identify the resources etc.

IMPLEMENTATION

The training programme envisaged before is put into operation. The actual training is
initiated by proper timetable and other arrangements.

EVALUATION

In this step, the effectiveness of the executive training programme is evaluated by measuring
the improved performance of executives who underwent the programme, on their job. There
are various criteria of measuring effectiveness such as validity, reliability etc.

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TRAINING & DEVELOPMENT PRACTICES AT HYTEN INDUSTRIAL CORP.

Training of employees plays a very important role in the organization. Being a customer care
centre training of work force is an ongoing process. In any organization work that is carried
on day to day basis and is a continuous process training is generally in-house and activities
that are a short lived or where there is a need to impart knowledge in terms of something that
has come up new in the market or is essential for the time or existing situation outsourcing
may be done.
Behavior training mainly includes areas like:
 Motivation

 Team building

 Personality enhancement etc.

 The outsourcing in behavior training is usually done at the senior level i.e. imparting
training to vice president, Directors in the form of seminars, workshops, etc. As the cost
of training to the senior people is quite high optimum utilization of such training is
made by further imparting this training at the junior levels.
D.P Associates are undertaking the behavior training for Hyten Industrial Corp..
Being in to customer care service and dealing with customers employees at Hyten Industrial
Corp. are imparted with the essential voice and accent training being improving upon their
grammar ,pronunciation, communication skills etc. training for this is both in–house and
outsourced from Mind Bank. The proportion of training being imparted within the
organization ant that outsourced in terms of voice and accent training is in the ratio of
50:50.With the growing competencies and increasing need for customer care and to create
that differentiation through its people it is essential to inculcate these expertise within the
organization .these communication expertise now need to be in build which many of the
customer care centre are heading for. The total no of people in the voice and accent
department are 13 of which 7 are permanent and 6 people working as temps. The
organization is working on to build the much needed competencies within these 7 individuals
who can be in future used to impart skills to the new recruits. Hyten Industrial Corp. telecom
voice business unit handles a large part of email queries and complaints that’s generated for
amazon.com. About 50 percent of its employees are working on amazon.com account

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 DATA ANALYSIS
1) How many training programmes have you attended during the last 5 year?

No. of Programmes No. of Respondents % of

Responses
Upto 2 16 62%
3-5 6 25%
6-8 2 10%
More than 8 1 3%
Total 25 100%

6_8 More than 8

10% 3%

3_5
25%

Upto 2
62%

INTERPRETATION

35% of the executives have attended 3-8 training programmes in the last year, which is the clue
of a useful training policy of the organization. However, 62% of the executives have attended
only 0-2 training programmes, which should be effectively seen by the organization. Also, every
worker should be given chances to attend as many training programmes as possible.

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2) The training given is useful to you.

Options No. of Respondents % of

Responses
Strongly agree 12 47%
Moderately agree 6 25%
Can’t Say 3 12%
Moderately Disagree 3 13%
Strongly Disagree 1 3%
Total 25 100%

moderately strongly disagree

disagree 3%
13%

can't say
12%
strongly agree
47%

moderately agree
25%

INTERPRETATION

71% of the respondents feel that the training programmes were useful. 13% respondents
could not comment on the question and 16% think that the programmes were irrelevant to
their objective of being useful. The organization must ensure programmes that are useful and
prove to cater to the developmental needs of the executives.

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3) Is the entire amount spent for the arrangements of interviews, the HR department
will inform to accounts department?

Options No. of Respondents % of

Responses
Strongly agree 5 18%
Moderately agree 8 34%
Can’t Say 3 13%
Moderately Disagree 4 15%
Strongly Disagree 5 20%
Total 25 100%

strongly disagree
20% strongly agree
17%

moderately
disagree
15%

moderately agree
35%

can't say
13%

INTERPRETATION

42% respondents feel that the time limit of the training programme was adequate but 35%
feel that it was insufficient. Also, 13% could not comment on the question. All the
respondents though felt that increase in time limit of the programmes would certainly be
advantageous and the organization should take some steps in this direction.

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4). The time limit of the training programme, if increased would make it more effective.

Options No. of Respondents % of

Responses
Strongly agree 11 45%
Moderately agree 5 20%
Can’t Say 2 10%
Moderately Disagree 5 20%
Strongly Disagree 2 5%
Total 25 100%

strongly disagree
5%
moderately
disagree
20%

strongly agree
45%

can't say
10%

moderately agree
20%

INTERPRETATION

65% respondents feel that the increase in the duration of the training programmes would be
beneficial but 25% differ to this opinion. Going by the majority, the organisation should
make required changes to increase the duration of the programmes and also take the opinion
of the executives to have an effective training session.

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 5) The training was effective in improving your on-the-job efficiency.

Options No. of Respondents % of

Responses
Strongly agree 10 37%
Moderately agree 6 25%
Can’t Say 3 13%
Moderately Disagree 4 15%
Strongly Disagree 2 10%
Total 25 100%

strongly disagree
10%

moderately
disagree strongly agree
15% 37%

can't say
13%
moderately agree
25%

INTERPRETATION

62% respondents believe that the training programmes increase their job efficiency but 25%

disagree to this. The respondents were of the opinion that having current topics for the

training programmes and also some sessions by an external faculty would help them increase

their on the job efficiency.

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6) The training aids used were effective in improving the overall effectiveness of
the programme.

Options No. of Respondents % of

Responses
Strongly agree 6 25%
Moderately agree 2 10%
Can’t Say 7 30%
Moderately Disagree 5 20%
Strongly Disagree 5 15%
Total 25 100%

strongly disagree strongly agree

15% 25%

moderately
disagree
20%
moderately
agree
10%

can't say
30%

INTERPRETATION

35% respondents believe that the training aids were effective in improving the overall
efficiency of the programme. Contrary to this, 35% disagree and 30% could not comment on
the issue. The organization should ensure positive awareness about the training aids used.
Also, the use of better presentation aids should be facilitated.

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7) Are your leaders supportive and motivational?

Options No. of Respondents % of

Responses
Strongly agree 12 47%
Moderately agree 6 24%
Can’t Say 3 13%
Moderately Disagree 3 13%
Strongly Disagree 1 3%
Total 25 100%

moderately strongly disagree

disagree 3%
13%

can't say
12%
strongly agree
47%

moderately agree
25%

INTERPRETATION

71% of the respondents feel that the leaders of their department are supportive and
motivating. 13% respondents could not comment on the question and 16% think that the
leaders are not supportive and motivating.

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8) Members of your department communicate with each other.

Options No. of Respondents % of

Responses
Strongly agree 10 37%
Moderately agree 6 25%
Can’t Say 3 13%
Moderately Disagree 4 15%
Strongly Disagree 2 10%
Total 25 100%

strongly disagree
10%

moderately
disagree strongly agree
15% 37%

can't say
13%
moderately agree
25%

INTERPRETATION

62% respondents believe that the members of their department communicate with each other

but 25% disagree to this. Respondents also suggested that company should do something for

entertainment of employees in free time, so that they can interact with each other.

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 Chapter 4
Lessons Learnt

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Team work has a huge effect on productivity

I worked with a team everyday this summer. As an extrovert and external process, I loved daily
interactions with my team. However, the summer would have been much different (and much less
enjoyable) had my team been less willing to admit weaknesses, less willing to give honest
feedback, and less willing to congratulate success. We came to know each others' talents, and we
were willing to ask for each others' help when it came to skills using these talents.

Communication is beyond vital

My top Strengths Finder skill is communication; I respond to emails promptly, form instant
connections with people, love interacting with coworkers, and often process best by speaking
my ideas. During my internship search, I found emails often arrive late, information is often
miss communicated, and details often remain vague. This was an important but difficult
realization for me.

After my initial interview with Hyten Industrial Corp., I was told I would receive an email
two days later; to my delight, I found an email in my inbox two days later. This summer, I
came to realize the importance of accurate and timely communication. It demonstrates
professionalism, respect, and dedication to customers and peers.

Corporate culture matters

HYTEN INDUSTRIAL CORP. has an incredible culture. People are treated as value-adding
members of the company, interns included. Every employee at HYTEN INDUSTRIAL
CORP. was willing to sit down with me and explain processes, business structure, product
information, and expectations; I was not pushed aside or patronized. This culture of respect
motivated me to step up and go above and beyond my title of intern.

HYTEN INDUSTRIAL CORP. Company taught me many valuable lessons; I am grateful for
my time there. As a businessman, I am determined to implement these lessons into my
business practices both now and in the future.

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 Be observant of your boss/mentor.

Most of us college kids will ask ourselves the same question, “What does it take to make it
in the real world?” The answer is easy and right in front of us, our bosses and supervisors
who work alongside us. Our bosses hold their current positions for a reason. They worked
hard and put in countless hours to achieve the title and status they presently hold. This
means that you should listen to your boss, be observant of their actions, and watch how they
carry themselves around clients and in sales calls. If you do these things you’ll be able to build
on the knowledge that they have already accumulated, which will put you in an
advantageous position over your peers.

Have fun with it and make mistakes.

Yes, I said it, make mistakes. The easiest way to learn is to make mistakes and learn from
those mistakes. You’re not going to be the best Digital marketer or employee right out of the
gate, and that’s ok. You have to remind yourself that an expert at anything was once a
beginner. I’m not saying to blame all of your mistakes on the fact that you are new and
young, but to keep an open mind and don’t get discouraged with failure.

With that being said, have fun with what you do and enjoy the people around you. When
considering a place to work, take the company culture into consideration. If it doesn’t fit
you, it’s probably not a good match. Find a company where you can be yourself and strive
to be the person that you want to be, because when you love what you do, you’ll never work
a day in your life.

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 CONCLUSIONS

Based on the data collected through the questionnaire and interactions with the Officers and
Workers of Hyten Industrial Corp. the following recommendations are made for consideration:

 The organization may utilize both subjective and objective approach for the training
programmes.

 The organization may consider deputing each employee to attend at least one training
programmes each year.

 The In-house training programmes will be beneficial to the organization as well as
employees since it will help employees to attend their official work while undergoing the
training.

 The organization can also arrange part time training programmes in the office premises
for short durations, spanning over a few days, in order to avoid any interruption in the
routine work.

 The organization can arrange the training programmes department wise in order to give
focused attention towards the departmental requirements.

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 RECOMMENDATIONS

1. Dealing with people of all age group and managing a work-force of more than 2000
employees the HR manager has to be very creative and innovative. Very interesting
concepts like contest for title of “ khiladi”, “international khiladi ”, “ pizza with Pawan”
have been taken up which makes work interesting and gives a boost and motivates them
to work more efficiently must be adopted by others also.

2. In Hyten Industrial Corp. there is no restriction as to communication is concerned. Even a

lower level employee can communicate with the CEO , or the Director of the organization
which helps the top level person to be also be in touch of any problem faced by any
person in the organization .

3. Better salary packages should be offered and periodic salary reviews should be made by
the management to keep pace with the changes in the corporate world salary and working
condition should be brought best global standard

4. Salary difference in same grade should not be more than 10 to 15 percent

5. Clear and faster growth path should be planned to keep every one interested.

6. Job rotation should be practiced to keep the work environment interesting and untiring.

7. Pain areas like getting an email id, reimbursements of mobile and other expenses are very
time consuming and this should be eliminated to keep employees motivated

8. Challenging assignment should be offered to the employees so as to avoid the job –dullness

9. Better performance appraisal procedures should be applied to assess the true worth of an
employee. An efficient employee should always be promoted and awarded accordingly.

10. Medi-claim benefit with cashless card scheme should be provided to the employees.

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 BIBLIOGRAPHY

INTERNET WEBSITES:
 www.wikipedia.com/?content!/marketing
 www.tower-tools.com/about-us

 www.indiatimes.com/!@swot?/about

 http://www. www.stainlayindia.com
 https://housewares.blob.core.windows.net/exhdir/original/catalog/addc24dc-93b0-4ae2-bc4a-
bf776f869812.pdf
 https://www.toolswares.org/toolswaresconnect365/detail?com_uid=00016018
 https://economictimes.indiatimes.com/blogs/onmyplate/a-stainless-steel-centenary-in-india/
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