Comparative analysis of training programs conducted in different manufacturing and service industries.

Project Report On

Comparative analysis of training programs conducted in different manufacturing and service industries.

Mahindra & Mahindra LTD. (FES), Kandivali

Under the guidance of Mr. Shreyas Acharya Manager –ER&D Department Mahindra & Mahindra LTD. (FES), Kandivali

Miss. Arpita .S. Deshpande Master in Management Studies


Fr. C. Rodrigues Institute of Management Studies, Vashi
(02.05.2007 to 30.06.2007)

I Arpita. S. Deshpande student of Fr. C. Rodrigues Institute of Management Studies pursuing Masters in Management studies from Mumbai University, hereby declare that I have completed project on Comparative analysis of training programs conducted in different manufacturing and service industries at Mahindra & Mahindra Ltd. (FES) Kandivali. This information submitted is true and original to the best of my knowledge.

Signature of the Student

(Miss. Arpita S Deshpande)


I also express my thanks to Mr.S. I would like to convey my special thanks to Mr. S. M. guidance and encouragement. Shreyas Acharya for his in depth and enlightening knowledge and guidance imparted to me that this project has been successfully completed. Acharya (Senior Manager.Acknowledgment Mahindra & Mahindra Ltd. Jungahare for organising my training programme 4 .ER&D department) for giving me this opportunity to undergo summer training in such an esteemed organization. P.President -ER&D department). has an excellent work culture and to have been a part of this environment was a great learning experience. Mr. S. I am also thankful to all the managers who extended their support and help by giving me the required information for my project.K. Bhosle (General Manager.P Sawant for his immense support. On this occasion I wish to express my gratitude to Mr. I am thankful to my guide Mr. M. Ghogare(Vice.ER&D department) Mr. which motivated me to strive even harder.

No.Arpita Deshpande S INDEX Sr. 5-42 44 45-46 47. 1 2 3 4 5 6 7 8 Topic Profile of the company Training and Development Survey Details Analysis Model for skill identification & Individual skill measurement Training effectiveness analysis model Annexure Bibliography Page No.63 64-68 69-75 76-83 83 5 .

over the years. A consistently high performer. The company later expanded its operations from automobiles and tractors to secure a significant presence in many more important sectors. transformed itself into a Group that caters to the Indian and overseas markets with a presence in vehicles. transformed itself into a Group Automotive Sectors.PROFILE OF THE COMPANY Mahindra & Mahindra Limited (M&M) is the flagship company of US $ 2. The Company has. The company has. M&M is one of the most respected companies in the country. farm equipment.59 billion Mahindra Group. Automotive Components Sector. which has a significant presence in key sectors of the Indian economy. information technology. over the years. Trade & Financial Services Sector. Information Technology. Set up in 1945 to make soon branched out into manufacturing agricultural tractors and light commercial vehicles (LCVs). and 6 . and Infrastructure Development Sector. Farm Equipment Sector. trade and finance related services.

The Company has recently started a separate Sector. under one roof. for manufacture of trucks and buses in India. M&M's commitment to technology-driven innovation is reflected in Company's plans of setting up of the Mahindra Research Valley.the Mahindra Sarpanch 595 DI Super Turbo. the Company launched India's first tractor with turbo technology . and has also ventured into manufacturing of industrial engines. M&M has two main operating divisions: The Automotive Division manufactures utility vehicles. making it the only tractor manufacturing company in the world to secure this prize. the Logan. the Company has put in place initiatives that seek to reward and retain the best talent in the industry. The Tractor (Farm Equipment) Division makes agricultural tractors and implements that are used in conjunction with tractors.infrastructure development. and with International Truck & Engine Corporation. 7 .000 square meters. This network is connected to the Company's sales departments by an extensive IT infrastructure. M&M's outstanding manufacturing and engineering skills allow it to constantly innovate and launch new products for the Indian market. Mahindra Systems and Automotive Technologies (MSAT) in order to focus on developing components as well as offering engineering services. The M&M philosophy of growth is centered on its belief in people. The "Scorpio". light commercial vehicles and three wheelers. As a result. The Company has recently entered into a JV with Renault of France for the manufacture of a mid-sized sedan. a facility that will house the Company's engineering research and product development wings. resulted in the Company winning the National Award for outstanding in-house research and development from the Department of Science and Industry of the Government in 2003. M&M employs around 11. a SUV developed by the Company from the ground up.600 people and has eight manufacturing facilities spread over 500. The Tractor Division has won the coveted Deming Application Prize 2003. USA. In the tractor market. It has 49 sales offices that are supported by a network of over 780 dealers across the country.

These values are the compass that will guide our actions. tempered by our present and are designed to shape our future. both personal and corporate. the Company announced a range of CSR activities supported by a commitment of 1% of Profit after Tax for its CSR initiatives. we will continue to seek long term success that is in alignment with our country's needs. 8 . They are an amalgam of what we have been. On the occasion of its 60th anniversary. what we are and what we want to be. In the community development sphere. the company has implemented several programs that have benefited the people and institutions in its areas of operations.M&M is also known for its progressive labor management practices. CORE VALUES Our core values are influenced by our past. They are: • Good corporate citizenship As in the past.

Professionalism We have always sought the best people and given them the freedom and the opportunity to grow. It is currently also the fourth largest Tractor manufacturing company in the world in terms of units sold. We will support innovation and wellreasoned risk-taking. We will do it "first time right". Through our actions.• • • • We will do this without compromising on ethical business standards. We will respond to their changing needs and expectations speedily. but will demand performance. We will make quality a driving value in our work. we nurture fairness. Customer first We exist and prosper only because of our customers. Quality focus Quality is the key to delivering value for money to our customers. trust and transparency. We will continue to do so. courteously and effectively. 9 . FARM EQUIPMENT SECTOR The FES plant at Kandivali (a suburb in Mumbai) is the single largest facility in the world with all tractor-manufacturing activities under one roof. in our products and in our interactions with others. The division has been the market leader for over twenty consecutive years in the highly competitive domestic market. Dignity of the individual We value individual dignity. uphold the right to express disagreement and respect the time and efforts of others.

Strategic Sourcing. The FES has become the First Tractor Manufacturer in the world to win this prestigious award. PROFILE The origins of M&M's Farm Equipment Sector lie in the formation of a joint venture in 1963 between the Company. Channel Management coupled with lean manufacturing. 10 . This prize is considered to be equivalent to the Nobel Prize in the area of Quality of Management. These include Business Process Re-engineering (BPR). focus on enhancing productivity. various initiatives have been adopted. the Farm Equipment Sector has won the prestigious Deming Application Prize awarded by the Union of Japanese Scientists and Engineers (JUSE) in 2003. Supplier Upgradation. As a result of the above. Total Quality Management (TQM). To pursue the vision.The FES has set its vision to become the world's largest tractor manufacturer in the world in terms of volumes by 2005. Global Sourcing. World Class Quality with least cost. Product Development.

M&M tractors have earned goodwill and trust of more than 8. ITCI merged with M&M and became its Tractor Division. Marine Compressors etc. These engines are manufactured at the Company's state of art Engine Assembly plants at Kandivli and Nagpur. The tractor industry in India is segmented by horsepower into the lower segment of 25 HP. Apart from these two main manufacturing units. manufactures and markets tractors as well as implements which are used in conjunction with tractors. After M&M's organizational restructuring in 1994. M&M has two main tractor manufacturing plants located at Mumbai and Nagpur in Maharashtra. Also. The Farm Equipment Sector is the first Tractor Company in the world to win the Deming Application Prize.. develops. the Farm Equipment Sector has satellite plants located at Rudrapur in Uttaranchal and Jaipur in Rajasthan. M&M's Farm Equipment Sector is the largest manufacturer of tractors in India with sustained market leadership of over 19 years. It designs. QS-9000 and ISO 14001. M&M Industrial engines are used for various applications like Genset. christened the International Tractor Company of India (ITCI). The Company's Farm Equipment Sector has a presence in all these segments across all states. Both these plants have been certified for ISO 9001. In 1977. Industrial. This dealer network is managed by 28 area offices. this division was called the Farm Equipment Sector.000 customers and the 'Mahindra' tractor has come to 11 . The Farm Equipment Sector has also ventured into manufacturing of Industrial Engines. it is the fourth company in India and the 10th in the world. to win this prize. situated in all the major cities and covering all the principal states. The Farm Equipment Sector of the Company has a strong and extensive dealer network of over 450 dealers for sales and service of tractors and spare parts. This enterprise was a shot in the arm for the green revolution then beginning to sweep the country. 00. and Voltas Limited. The launch of highperformance tractors played a vital role in the mechanization of Indian agriculture.International Harvester Inc. mid-segment of 35 HP and higher segment of 45 HP and above. Construction. outside Japan.

M&M also exports tractors to neighboring countries like Nepal. a wholly owned subsidiary based in the USA. In addition to capturing the domestic market. Nigeria. has established a network of 140 dealers. Bangladesh and Sri Lanka and African countries like Uganda. Whilst around 90% of our tractor exports are to the USA. 12 . Mahindra USA. M&M's Farm Equipment Sector has also found significant success in the international market. Zambia etc. Several other international markets are being developed to expand M&M's global reach in the Farm Equipment recognized as a powerful symbol of productivity and performance.

and Voltas Limited sharing the responsibility of design.  Introduced fuel-efficient DI Tractor. International Harvester Inc. ∗ 1985 ∗ 1988 13 . 100.P.000th Tractor rolled out. manufacturing & Marketing. manufacturing & marketing  Rolled out first batch of 225 Tractors H. range – Model B275 Regular ∗ 1965 in 35 ∗ 1970 Nagpur ∗ 1977  Set up the Implements Division at Merger with M&M forming its Tractor Division. Full fledged responsibility for design. as a Joint Venture between Mahindra & Mahindra Limited (M&M).HISTORY ∗ 1963  Incorporation of International Tractor Company of India (ITCI).  Launched Quality Circle Movement as part of Total Quality Management. Market leader in domestic Tractor  ∗ 1978 ∗ 1981 market – ∗ 1983   has maintained this position till date !  Launched Quality Circle Movement as part of Total Quality Management.

Launched 575 DI tractors in 45 HP Implements Division achieves ISO 9002 certification. in U.  Launched Statistical Process Control Cell.00. Launched 475 DI tractors in 45 HP range. Incorporation of Mahindra USA Inc. Launched 365 DI tractors in 35 HP Tractor assembly started at Implements Division.  Vendor upgradation through selfcertification. as wholly owned subsidiary of M&M. A decade of QC movement . Nagpur Kandivali Plant achieves ISO 9001 certification.    ∗ 1994 range.S. ∗ 1992  Launched 225 DI tractors in 25 HP range. Implemented SAP on 1st April 1998 ∗ 1995 Quality   ∗ 1996 range.152 Circles.000th tractor. Rolled out 5.∗ 1989 ∗ 1991  Started the Juran Quality Improvement Movement  Launched 265 DI tractors in 25 HP range.     ∗ 1997  14 .

  ∗ 2001   ∗ 2002  15 . Launched 'Arjun' 5500 DI & 6000 DI tractors in the overseas market. power steering. Nagpur Plant awarded QS-9000 ∗ 2000 generation  Launched 605 DI . ∗ 1998    sales ∗ 1999   certificate. 4005 DI & 4505 DI (40 HP) introduced in USA. Kandivli plant received the QS 9000 certification. Nagpur Plant awarded the ISO 14001 certificate. and alternator has been developed for US market. and alternator has been developed for US market.'Arjun'. a new tractor – in 60 HP range. power steering.000 tractors Implemented Business Process Reengineering. 5005 DI model (51 HP) with constant mesh transmission. 00. Set up its first satellite tractor plant at Rudrapur. Kandivli Plant awarded the IS0 14001 certificate. M&M acquired majority stake in Gujarat Tractors Corporation Ltd. Reached a level of 6. Implemented SAP on 1st April 1998 5005 DI model (51 HP) with constant mesh transmission.

Launched 'Arjun' 6500 DI in overseas market. 16 . Launched Compact series. in the US market. Mahindra & formed. Model C-27 & C-35.  The company was renamed 1947 Mahindra & Mahindra Limited. MAJOR MILESTONES 1945 Mohammed  On October 2.   ∗ 2003 Industrial  Launched 'Arjun' 555DI tractor in 45 HP range & 445 DI tractors in the 40 HP range. Ventured into manufacturing of Engines.

 Mahindra Owen formed – a JV with 1957 Rubbery Owen Ltd. 1950 The first business (for 5000 Tons) with Mitsubishi Corporation for wagon building plates for supply from Yawata Iron & Steel.  Machine Tools Division started. Mahindra Sintered Products Ltd 1958 1960 (MSP)  formed – a JV with the GKN Group.  Steel trading business was started in association with suppliers in U. 1956  Dr. Business connections in USA through Mahindra Wallace.  Jeep Assembly. UK.   Otis Elevator Co. formed – a JV with Dr. of India 1953 established 1954  Technical & Financial Collaboration with Willys Overland Corporation. Germany.. Beck & Co. Beck & Co. UK. 17 .  Wallace Steel trading on behalf of 1949 European suppliers.K.

1965 with Sperry  Vickers Sperry of India Ltd. France  License from Automobiles 18 . 1975 house  International Harvester  Switch over to diesel vehicles in- development. USA  Roplas (India) collaboration with Ruberyt Owen Manufacture of LCV’s commenced. of India formed – a JV with Mahindra Chemical Products Ltd.1961 (ITCI) Harvester  International Tractor Co. 1979 Peugeot. 1971 collaboration ended. to become 1977 its Tractor Division. 1970 (ITCI) Engineering &  International Tractor Co. of India formed – a JV with International Co. (MECP) formed. A JV Rand Corporation.  Mahindra Ugine Steel Company formed . USA..  ITCI merges with M&M.a JV with Ugine Kuhimann. 1962 (MUSCO) rance.

JV with British Telecommunications plc Uk.  M&M becomes market leader in 1983 Indian since) 1984  Tractor Market. 1982 Transmission Plast  License from KIA for 4 Speed “Mahindra” brand of tractors born Siro formed.for XDP 4..A. M&M acquired International 1987 Instruments 1989 MUSCO  Automotive Pressing Unite (now Stampings) acquired from GKW. 19 .  Mahindra British Telecom (MBT) 1986 formed – a BT).   Introduction of Commander series.  Ltd. Triton over water Transport 1991 1992 Agency Ltd. Center formed Implementation of the Service project at Kane.90 Diesel Engine. (Position retained ever Mahindra Hellenic Auto Industries S. formed a JV in Greece to assemble and market utility vehicles in Europe.

1994 Developers  Mahindra Realty & Infrastructure Company Ltd.  20 . Canada.. (MHFL) becomes a subsidiary of M&M to business as an investment company.1993 MC & NI invited to participate in Steel Service Center project..  Reorganization of the Group creating six Strategic Business Units MSL Division (Auto Components) hived off to form Mahindra Sona Ltd. Technical collaboration with Mitsubishi / Samcor to manufacture L300. formed in collaboration with The East Asiatic Ltd a/S. 1995 carry out  Mahindra Holding & Finance Ltd.  Mahindra Nissan Allwyn Limited merged with the company. The Company’s Ltd. Denmark. (MRIDL) formed Mahindra USA Inc. a wholly subsidiary of MBT. USA.  owned maiden GDR international offering – the US$ 75M issue  Introduction of Armada. formed for distribution of tractors in the USA EAC Graphics (India) LTD.  JV signed and MSSCL formed  Mahindra Acres Consulting Engineers  (MACE) formed– a JV with Acres International. MBT International Inc.

 The largest online used vehicle website in India launched by Mahindra Network Services.1996 JV with  Mahindra Ford India Ltd. A new 100% subsidiary is formed. USA to manufacture passenger cars. 3- Wheeler environmental-friendly vehicle. Enters into a strategic alliance with Tong Yang Moolsan to distribute its tractors under the Mahindra brand name. The Company made a Foreign Currency Convertible Bond (FCCB) issue of US$ 115 million. 21 .  Launch of ‘Bijlee’ a battery- 1999 operated. Combined and renamed Mahindra Intertrade Ltd. Mahindra Auto Specialties Ltd. Inauguration of the Mahindra United World College of India.  Mahindra USA Inc. (MFIL) – a  Ford Motor Co.  The Company acquires major stake in Gujarat Tractors.  Business connections in USA 1997 through  Mahindra Wallace a new die shop was inaugurated at Nasik. The business of Intertrade Division and Mahindra Exports Ltd. 2000   The Company unveils new logo.

Scorpio . The Company launches New Age Tractor. M&M opens a second tractor assembly plant in USA. The Company launches Mahindra MaXX a MUV positioned with the caption Maximum Space. The Company launches Bolero GLX a Utility Vehicle a response to needs of urban Consumer. M&M launches MaXX Pik Up. M&M ties up with Renault for petrol engines. Maximum Comfort.   M&M sets up its first satellite tractor plant a Rudrapur.   M & M launches Scorpio. M&M Tractors awarded the prestigious Deming Prize for excellence in Quality 22 .Recipient of prestigious 2002 2003 Awards -   the Auto     "Car of the Year" Award from Business Standard Motoring "Best SUV of the Year" and "Best Car of Year" Awards from BBC on Wheels  "Car of the Year" Award from CNBC Car M&M launches the "Invader" .a sporty open top vehicle. M&M establishes a separate division to provide Defense Solutions. the Mahindra Arjun 605 DI (60 HP tractors).  A 3-wheeler diesel vehicle 2001 Champion is   launched.

Middle East and South African markets  Acquired 51% stake in SAR Transmission Pvt. strike an alliance for Defense Products. Group enter into a JV to form Mahindra (China) Tractor Company Ltd. offering it in the Scorpio  M&M and Jiangling Motor Co. Ltd. Mahindra Systems and Automotive Technologies  M&M becomes first Indian company to achieve sales of 1 million tractors  Launches Bolero and Scorpio in Latin American countries. a company engaged in making gears and transmission shafts M&M Tractors launches Australia operations  M&M is first Indian auto maker to launch CRDe. M&M ventures into Industrial Engine business Mahindra Defense & Lockheed Martin Information Systems.Mahindra Sarpanch 595 DI Super Turbo.    M&M launches India's first Turbo tractor . in India 23 2005  . Scorpio wins National Award for R&D. 2004  Mahindra Group acquires Bristlecone Inc.  Forms new sector. UK.  Mahindra City gets permission for Special Economic Zone..  M&M and Renault enter into JV to manufacture the mid-sized sedan. USA. Logan.

Anand Mahindra. Mumbai  Scorpio crosses 1 lakh production milestone  M&M successfully completes FCCB issue of US $ 200 million  Mahindra & Mahindra Financial Services Ltd. goes public  Global launch of Scorpio Pick-up in South Africa  Tech Mahindra decides to enter Capital market  Mahindra United adjudged among the top clubs in the world  Mahindra announces 3rd SEZ in Pune 24 . Vice Chairman & Managing Director. 2006  M&M is first Indian auto maker to launch CRDe  M&M wins Overdrive Car Maker of the Year Award  Mr.  M&M wins Nasscom award for IT excellence  Harvard Business School's India Research Center & Harvard University South Asia Initiative in Mahindra Towers.   M&M. International Truck and Engine Corporation enter into a JV to manufacture trucks and buses M&M completes 60 years Acquires UK's largest auto forging company. named Auto Monitor Person of the Year  Launches All New Scorpio with 43 new features. Stokes Group Ltd.

To be respected as an organization at home and abroad that  Cares for its customers  Works for its share holders 25 .PHILOSOPHY OF MAHINDRA & MAHINDRA LTD.

People Culture       By By By By By By encouraging team work training and developing empowering providing healthy & good work environment safe work practices fair appraisal & reward system Community Culture  By setting high ethical standards  By responsible to environmental needs  By contributing to community welfare 26 . Cost discipline  By elimination of non-value added work  Through continuous improvement  By productive use of assets. Operating principles and objectives  Customer Focused. Provides a challenging environment to its empowered employees  Works together with its suppliers  Is responsive and responsible to the community. Time discipline      By By By By By meeting set targets delivering on time ensuring service on time quick response to needs throughout time reduction.


 Continuous improvement in our products.  Involvement of all our employees.  Involvement of our subcontractors in continuous quality improvement.  Focus on process control & defect prevention in our activities.Customer satisfaction will be our top most priority we shall meet this through –  Customer Responsiveness. 28 .  Positive reputation for quality  Following international quality assurance systems & procedures  Working through process control  Delivering right first time every time.

These fruitful efforts are realized by the employees and were also recognized when Mahindra and Mahindra. FES BAGS GOLDEN PEACOCK NATIONAL TRAINING AWARD IN 2004 "Learning is not essential to growth but neither is survival" said Edward Deming. The Farm Equipment Sector is the fist Tractor Company in the world to win the Deming Price. To make learning a focused effort. Minister of Science and Technology on 20th Aug 04 in a special ceremony organized at Delhi. Ahmadi. The price is considered to be equivalent to the Nobel Price in the area of Quality of Management. M&M Farm Equipment Sector enhanced its capability building methods by strengthening its Training and Development efforts for management officers as well as cell members. Golden Peacock awards are given by “Institute of Directors” an independent agency under a jury presided by Ex-chief justice of India Mr. It has a robust need assessment process. which strongly captures the business needs. Also it is the forth company India and the 10th in the world. The FES has become the First Tractor Manufacturer in the world to win this prestigious award. This process coupled with the training design 29 . which can contribute to achieving business objectives as emphasized in the training policy. This recognition is for the excellence in training practices adopted for all employees The objective of training at FES has been on overall individual development. outside Japan to win this price.DEMING PRICE The Farm Equipment Sector has won the prestigious Deming Application Price awarded by the Union of Japanese Scientists and Engineers (JUSE) in 2003. Kapil Sibal.Farm Equipment Sector won the Golden Peacock National Training Award Award-Special Commendation at hands of Mr.

Special efforts have been taken in F04 to make all the cell members computer literate. APEX. Satish Ghogre GM Employee relations & Development and his team for skill building for its cell members. 30 . FES boasts of almost 85% of its internal trainers from a total group of 200 trainers are line managers from different functions. In the last four years has focused on developing behavioral programs like EDGE. for its management staff which have been extremely successful and stand as benchmarks for robustness of program design and linkage to business with able guidance under the leadership of Dr. is the beginning of a journey to excel further and has set higher targets to achieve. Sangram Tambe Vice-President HR &Performance Management. Strong efforts have also been taken by Employee Relations and Development PU under leadership of Mr. A special feature of capability building efforts is the “Internal Trainer Scheme” where line managers across functions are encouraged to become “Learning Enablers”. customized onthe-job training and then evaluation. The skill building process for cell members encompasses skills measurement. It is the training and communication efforts which have helped adapt the cell members to changing business needs and increase productivity. It is this passion and commitment. which has yielded a delightful fruit of the Golden Peacock Award-Special Commendation. It.and training evaluation process adopted ensures the strong linkage of training to business outcome.

The change was brought about in the basic design and the structure of departments & the concept of factory in a factory emerged.R. process. The product unit comprises of the cluster modules & cells. Trans. The company adopted the concept of Cellular Manufacturing after the agreement of 26th May 1998. Reengineering (BPR) is the set of activities that taken together produce a result of value to the customer. New Product Under the BPR initiative. various departments and operations were divided into 3 product units and some central functions. Manufacturing Development. As a result. Re-engineering is at fundamental rethinking and radical design of business processes.ORGANISATIONAL CHANGES In February 1994 Mahindra & Mahindra adopted B. purchasing and product development. Tractor PU. Mahindra Top Gear Program [MTGP] has been launched by the management to effect a step change in main business like manufacturing.P. PU were set up and responsibility of these different product units were handed over to different business heads. The Engine PU. The Modules in PU are:  Manufacturing Module 31 . Ex.

All these strategic changes were brought about in order to focus on the changing consumer needs. With the open door liberalization policy customers are exposed to wide range of production.R. Module With the rapid changes in organizational set-up and keeping in line the company’s belief in constant positive changes. Today’s world is changing fast. quality and delivery of Goods. The PU HRD Co-ordinates with the central HRD with the aim of providing the best support in area of HRD. the human resource and I.     Supplies Module Manufacturing Support Module Manufacturing Engineering Module Mahindra Production System Module HR& ER&D Module  Human Resource and P&I R. The P & I. Manufacturers are focusing more on customer needs primarily the cost. The group is responsible for redressal of personnel grievance. Each PU has an HRD Group that is responsible for training and communication activities for all members of PU.R Module was also changed. Group in PU provides all Time Office and Record Keeping Service for the workmen and staff in PU. 32 .

A. Mahindra Applied System Technology Limited. 33 . Mahindra Hellenic Auto Industries S. Mahindra Exports Limited Mahindra Air Services Limited. Mahindra Construction Company Limited.MAHINDRA GROUP OF COMPANIES             Mahindra USA Incorporated [MUSA]. Rolplas (India) Limited Mahindra Acres Consulting Engineers Limited MBT International incorporated. Mahindra Sintered Products Limited. Mahindra British Telecom Limited. Mahindra Holidays & Finance Limited.

Mahindra Sona Limited. Guestline Hotels. Mahindra Holidays & Resorts India Limited.         Siroplast Limited. Mahindra Financial Services Limited. Triton Overwater Transport Agency Limited. Mahindra Engineering & Chemicals Products Limited. Mahindra Steel Service Centre Limited. Mahindra Consultancy Limited. MAJOR COMPETITORS OF MAHINDRA & MAHINDRA      Tafe Escorts Eicher Ford New Holland John Deere 34 .

E.R.& D. inculcate and maintain new and changing work culture in the plant. meaningful industrial relations. DEPARTMENT OBJECTIVES & ACTIVITIES  To maintain peaceful. Propagate. workplace cordial. Familiarize the Management concepts. union and workmen with new   Develop flexible workforce to suit market / customer demands.   co-operation and effective Ensure maintaining proper discipline on the shop floor. harmonious and  Increase participation. 35 .

 36 . Maintaining High Morale amongst employees for increase in productivity. through various Forums like works committee. & Judicial authorities / agencies o the changing work environment to seek their support and cooperation for achieving management goals. Semi-Govt. workers education. and enter into preparation of various legal documents and its authentication. transport facilities. housing assistance. Apprise union leaderships of the changing work environment to seek their support and co-operation for achieving management goals. cost saving etc.R. Initiating disciplinary actions and conducting domestic enquires into the charges against erring employees depending upon the gravity of misconduct vis-à-vis show cause notices.  Study various relevant case laws and legal provisions to back-up our stand before various judicial authorities to support our advocates extend necessary help to them. persuasions. quality. grievance committee. organizing family get-together. welfare fund committee. &D. identify and resolve various E. educational aid. problems. canteen services.. Negotiate with the union regarding company’s needs and requirement and convince the union rank and file on the same to increase shop floor productivity in the face of changing market demands and challenges in the industry.     Anticipate. canteen committee. various awareness programs. Appraise Govt. training programs etc. widows pension. employee pension. transport committee etc and implementing welfare schemes like medical services. counseling.

memos.warning. discharge orders etc. union. memos. PD ensures that everyone in the organization is aligned with the overall objectives. To process re-deployment of manpower on the shop floor as per the production needs. To represent company’s case before the conciliation authorities in complaints lodged by employees.     POLICY DEPLOYMENT Policy Deployment (PD) is one of the most effective tools by which the strategic intent of the company is translated into operational plans throughout the organization.termination. To resolve day-today problems on the shop floor vis-àvis minor issues.dismissal.cautionletter.suspension. To offer IR support to line functions where productivity as per settlement has not been achieved. and is "pulling in the same direction". At every level it provides a basis for answering two questions:  What do we need to achieve?  How are we going to achieve it? 37 . statutory compliance etc.  To devise remedial measures to arrest shop floor absenteeism both regular as well as seasonal by taking the union and the concerned workmen into confidence.chargesheets.

This vision then leads to a mission statement. Companies to help achieve and maintain a competitive edge are increasingly using policy deployment. Objectives are simply goals for which the “how to” has been defined. Expected Outcomes of Policy Deployment  Organization-wide deployment of priorities. and then operational goals. it also provides for the measurement and feedback of results as well as for corrective actions to be implemented wherever appropriate. Policy deployment is accompany – wide mechanism for creating and propagating plans for the achievement of objectives at all levels in your organization. policy deployment is viewed as a core enabling technology. Optimal objectives are comprised of both quantifiable targets and feasible (and supported) action plans. It starts with top management clearly articulating a vision for the future of the company. The use of this process continuously improves both management capability and the reliable achievement of significant objective.Policy deployment is a comprehensive. There is a Simultaneous and equal focus on both the achievement of performance results and the improvement of managerial capability responsible for generating those results. tactical plans. goals & objectives  Accelerate the achievement of desired business objectives 38 . In many leading organizations today. closed – loop management planning and objectives deployment process. How the mission will be achieved is defined in strategic plans.

It is the Western equivalent to Japan’s Hoshin Kanri that means literally “gleaming metal” but translates to ‘management by policy’. Keeping in mind these plans. the President’s Policy is drawn up which outlines the objectives for the year and sets targets and major measures to achieve those objectives. the management strategy. Based on the President’s Policy. organizational  Relevant management controls  Majors increase in organizational velocity. (Philips. the PU vision and the PUL’s role. 39 . From our vision of global leadership the Sector draws up mid term and long term plans for FES. Enhanced managerial capabilities  Improved operational planning  A mechanism performance feedback for results-based. “Policy deployment is a way of aligning and assigning the company’s objective or priorities through all levels. It becomes more detailed as each level is addressed but the end result is a high degree of alignment through the organization with everyone knowing what has to be achieved. business environment and review of previous year’s policy. the PUL Policy is derived. Every PUL formulates a Vision for his own PU. Eindhoven) THE PROCESS Policy Deployment (PD) starts with the top management clearly articulating a vision for the future of the company.

40 . 3. 6. If not. Share and communicate. Checking Points (CP) enables the PUL to monitor the achievement of his managing points. Develop plans. Major Measures (MM) for each managing point details the "how" of achieving the Managing Points.Refine priorities and process. 2. Gather information relevant to business development. President’s Policy to PUL Policy is the first step in the deployment process. Establish priorities. Agree metrics and targets. STEPS IN POLICY DEPLOYMENT CYCLE. identify and record causes for deviation. Simply put – the PUL’s CP are sub goals which lead to fulfillment of goals outlined for the MP. Carry out self-assessment. Check: Check to ensure that actual performance is in line with the plan. Monitor progress and review.The PUL Policy comprises three elements – Managing Point. Act: Draw out action plan for correction and improvement. Plan: Targets of every MP/CP which are mentioned in the Policy. Agree personal objectives. the manager is expected to do a selfassessment of his performance through PDCA methodology. 7. 1. 4. 10. The PULs Managing Points (MP) are derived from the President’s Policy. Major Measure and Checking Point. Do: Against the planned target for MP/CP the actual performance is to be recorded. PDCA Every month. Determine each unit’s vision and priorities. 5. 9. 8.

and ‘determine each unit’s vision and 41 .  There must be a reward strategy linked to success in achieving the priorities.  Visibility is vital – of priorities and of progress towards them. IT GOES AS FOLLOWS Policy Deployment can be used to build plans for annual improvement and for the long – term.  The start point must be based on some vision of the future  Priorities must be set with the intention of achieving necessary change. The first three steps – ‘carry out self – assessment ‘. Hoshin kanri is based on the principle of continuous improvement.  The effects of deployment must be measurable and must be measure.  Objectives at every level must support the overall priorities and be integrated to give one complete structure of aligned effort. gather information relevant to business development’.REQUIREMENT FOR SUCCESS  There must be management commitment to the process and this must be evident to all. ‘Business as usual’ is not a deployable policy. Resources therefore must be assigned differently.  There should be an evolution – priorities should not be totally replaced each year.  Responsibility for implementation must be clear.

face-toface sessions. progress charts need to continue throughout the year to endlessly reinforce the fact that these are the priorities and must therefore take first place. These must be maintained with a light hand so as not to interfere with the main business. 42 . Group meetings. Once the policy deployment and measures are agreed they must be constantly communicated. Goals are upper level requirements. During execution the measurements must be made and must be reviewed so that feedback can be given to recognize progress and steer around difficulties. Tow-way communication ensures buy-in at all levels and links the plans. The ultimate level of deployment is to set individual targets specifically related to the business priorities during personal review sessions. posters. Only then can the next level – those who will execute – properly do their planning to achieve each goal and say what it will cost. Goals are progressively divided and allocated to lower levels until they identify specific actions to be taken and precisely who is responsible for carrying them out. Measurement becomes a basis for agreement and alignment and then a way to assess progress. the knowledge gained must be used as feedback all along the chain both to improve the next round of priority setting and to improve the process itself. The goals must have a measurable outcome.priorities’ – are all to provide input on the business position to priority setting. Finally. Specifying these to the next level and accepting their bill for doing it is knows as “catchball.

 Achieve the MP targets  Give clear deployment to the next level IT SHOULD IMPROVE  Quality – either of product or process  Cost – material cost saving. shortened cycle times.  Delivery – decreasing time and uncertainty surrounding delivery 43 . reduced inventory etc.Checking points should be clear and deployable and should allow for two things. waste reduction.

Aids Awareness lectures are organized in the Company as well as in the neighboring community. etc. They are also motivated to participate in publicizing the municipal health initiatives such as pulse polio immunizations and clean city campaign. Bombay Leprosy Project. Education: .In house workers education classes are conducted on the basis of directives given by Ministry of 44 . employees make voluntary contribution through their salaries once in a year towards social agencies such as Cancer Patients Aid Association. family medical reimbursement. full reimbursement of treatment taken in panel hospitals.WELFARE ACTIVITIES The various welfare activities in Mahindra & Mahindra are segregated as follows:     Employee oriented Family oriented Community oriented General measures HEALTH Under the employees Medical Benefit Scheme various facilities are extended to the employees such as panel doctors situated locally.

The activities and programs of family counseling department have improved the quality of life of all our employees. Samata Nagar High School. The curriculum of the course and class has been adjudged as best Workers Education class in Asia. retirement planning etc. TALENT EXCHANGE PROGRAMME Hobby classes are arranged for employees.  Children rallies cover arts and sports events for the employees school going children. So far. Yojana Vidyalaya. WELFARE Counseling facilities provided to the employees and their family members facilitate optimum performance and help eliminate factors hindering employee’s role performance. personality development program. Some of them are parent education program.  A series of professional drama shows were organized for the employees and their family in various drama theaters 45 .Labor Welfare Workers Education Board. about 2000 employees have completed the said course. Company organizes various culture oriented programs s follows :  Annual gathering of employees with their family on account of celebration of Republic Day. vocational guidance. family members and society during the summer vocation at various venues such as Mahindra Students Academy. CULTURE With a view to promote the cultural activities amongst the employees and their family and acknowledge their achievements.

at highly subsidized rates under the Natya-pandhari scheme. Body building etc. besides leading teams trekking and mountaineering. Preservation of huge trees of Coconut. Employees have excelled in the solo sports event such as Karate. The routine PUR check is carried out to control the emission level of the Company and employee’s vehicles. The pollution control activities in the area of water pollution. It has been judged to be the best in industrial setting both syllabus and logistics wise. used machine oil. SPORTS Cricket and Kabbadi teams have excelled at State level tournaments besides winning Inter Company tournaments on several occasions. air pollution etc. in spite of building activity. are carried out through processing of sewerage water. OTHER ACTIVITIES WORKERS EDUCATION CLASSES The workers education classes are held in M&M for better education to workers in respect to productivity. Gulmohor. ENVIRONMENT Company has a deep concern for environment protection and has practices it through various initiatives. They conduct examination for the workers and those who pass this exam can have a industrial tour organized by the company. industrial relations and to achieve organization goal. QUALITY CIRCLE MOVEMENT 46 . Ashoka etc. boiler etc. Neem.

OPERATION HAMLA This is their marketing strategy where workers are sent to various States in India and asked to do marketing of their product.It was launched in 1985 and had 167 quality circles. Tractor.e. HOUSEKEEPING The housekeeping program was started in January 2001 wherein each person from the organization right from the Officers to the employee has to clean his department or any area is allotted to clean up. i. Under this PMS Measurement Of Performance (MOP) was formed wherein the every person is given a target and one is given specific period for the completion of that target. The individual has to remove all the wastage and arrange all its files or clean machines. FIELD VISITS The field visits by teams comprising of workers. Quality Circles members have made presentations in State level. PERFORMANCE MANAGEMENT SYSTEM The PMS was started in Mahindra for measuring the performance of the Officers. The 47 . CELL MEMBER TRAINING PROGRAMMES These were the hey programs aimed at preparing the mindsets to suit the progress towards our Company’s vision. National and international conventions apart from annual Company wide conventions. Union representatives and officers from the plant served to give first hand feedback reports. Here different Leaders are appointed who looks after the MOP of his subordinates.

The foundation has extended its support to numerous academicians and other 48 . floods and earthquakes. The foundation in the past has helped patients requiring cancer treatment kidney transplant etc. COMMUNITY INITIATIVES MAHINDRA FOUNDATION This trust has been set up to contribute during national calamities such as draughts.housekeeping for the Officers was on Monday and for employees was on Saturday.

The trust has instituted the Mahindra search for talent scholarships in 34 schools in India to encourage and reward students who have achieved academic excellence. The trust’s objectives is the promotion of education at various levels and it is involved in and contribution to various education initiatives. NANHI KALI Project for under privileged girl child in rural as well as urban India. 49 . Mahindra. MAHINDRA EDUCATION TRUST. Every year the trust offers between 30 & 40 Internet – free loan scholarships to PG students going abroad for higher studies. 1500 girls helped with the help of 16 NGO instituted by KC Mahindra Trust. K. These scholarships are awarded to 300 students all over India every year. Training and Development Training and development refers to the process of imparting skills. These are awarded to diploma students.C. Established in 1953 by the late Mr. M&M is the main sponsor of the KC Mahindra Education trust. abilities and knowledge to an employee.professionals during their visits abroad to attend various conferences and conventions.

The details of the survey conducted are given further. Survey Details Subject: . Any training and development program must contain inputs which enable the participants to gain skills learn theoretical concepts and help acquire vision to look into distant future. The training and development of employees is a critical function of the Human Resources job. It is important to structure the process ahead of time so that the goals for training are clearly delineated. and the long term results of development of a company culture. A market survey was conducted to study the training practices in different manufacturing and service industries which have good quality training programs. Because workforce training and development is so essential for managing an organization.Comparative conducted in analysis of training programs 50 . work ethic. or way of doing business can be cultivated effectively.It is an attempt to improve current or future employee performance by increasing his or her skills and knowledge. it is not surprising to note that there are many training and development consultants.

a different approach to work as well. retail. consumer goods and engineering. which are best known for providing high quality training and development.different manufacturing and service industries. The study of training practices included the skill identification techniques used. and at times. Every organization has different processes. The basic purpose of the questionnaire was: • What is the training philosophy of your organization? What are the main reasons training is imparted? • What are the processes followed :51 . The combination of both creates a powerful foundation stone for future development and potential identification. The survey was conducted in different sectors like manufacturing. Also interview was taken to collect some extra relevant information.To understand training philosophy and practices of companies. the actual training process. Research tool: . leading to the need for process-driven training and coaching to facilitate relevant learning. training need identification techniques. training MIS. Objective: . Telephonic as well as Internet Mails) Research Design: The training managers and other concerned people were interviewed and data was collected from them. food. Questionnaires were used to collect the data. training report maintenance etc.Questionnaire and Interviews (Personal. Introduction: Training provides theoretical support to an individual’s development whereas coaching provides a more practical and personal form of support.

Annual actual and budgeted expense .Cost per training man day • Specific information on on-job-training (if required) • What works experience) and what do not? (Tips based on The data was further analyzed and data was presented. 52 . off-job as well as other developmental programs) • Objectives and content of training o Methods used – type of training and venue o Cost and duration of training o Trainers – Who? How were they selected? How were they evaluated? o Training statistics : . How are they measured? • Data on training and development programs conducted in past (Information required on on-job. Also certain methods were suggested and some recommendations were given based on the data.Training man days per employee – Target and actual .o Training need o Designing programs to maximize organizational learning o Methodology o Training effectiveness measurement o Information systems for training • What benefits has your company realized from training? Specific instances as well as long term benefits.

Skill identification:Skills are individual. the performance specifications of an Skill identification is to indentify the core area in which the person expertise. It is the first step to identify the capabilities of a person and in turn decide upon his training needs. 53 .Analysis Some major parameters were considered for comparative analysis The brief description of the parameters and the practices followed in different organizations are given below:1.

Company Name Mahindra & Mahindra FES Mahindra & Mahindra AD L&T Tata Steel Mcdonalds Skill identification Assessed by supervisor by filling forms having specified ratings on quarterly basis Assessed by supervisor by filling forms having specified ratings on quarterly basis Assessed during performance appraisalannual basis Assessed by supervisor as and when needed Through periodic tests (OCL’s) ‘Observation Checklist’ (It is a test taken at each level which emphasis on materials 54 .

Need assessment:- 55 . 2.HLL and techniques required to accomplish a job) Assessed by immediate head on annual basis and by competency mapping.

if appropriate solutions are to be applied.A Needs Assessment is a systematic exploration of the way things are and the way they should be. and/or other interventions. We must know what our performance requirements are. The first step is to check the actual performance of our organizations and our people against existing standards. Step 3:. or to set new standards. They are:- Step 1:.PERFORM A “GAP” ANALYSIS. Step 2:. realities. There are 4 main steps in need assessment. 56 . we will next identify specific problem areas and opportunities in our organization. Now we must examine these in view of their importance to our organizational goals. and constraints. Now that we have prioritized and focused on critical organizational and personal needs. and specify their importance and urgency in view of our organizational needs and requirements. The first step should have produced a large list of needs for training and development. organization development. if they are worth addressing.IDENTIFY CAUSES OF PERFORMANCE PROBLEMS AND/OR OPPORTUNITIES.IDENTIFY PRIORITIES AND IMPORTANCE. career development. We must determine if the identified needs are real.

Global market analysis) • By skill identification (To some extent since workers are less in number) • By organizational diagnosis • Skill identification (Ongoing) • Tests (OCL’S – Explained earlier) • Organizational diagnosis (Monthly training memo & periodic communication between training department and top management of restaurant) • Changes planned (Global and L&T Tata Steel Mcdonalds 57 . Company Name Mahindra & Mahindra FES Mahindra & Mahindra AD Need assessment • By skill identification • By skill identification • By competitor analysis (Mostly done at senior manager level) • By organizational diagnosis • Changes planned (Technological.IDENTIFY POSSIBLE SOLUTIONS AND GROWTH OPPORTUNITIES. perhaps we should leave well enough alone. Cultural. some training and/or other interventions might be called for if sufficient importance is attached to moving our people and their performance into new directions.Step 4:. If people are doing their jobs effectively. However. Cultural) • By skill identification • By changes planned (Technological.

Needs are generally those issues related to a changing technological space.DEFINE THE TRAINING NEEDS. 58 . such as updated software. a response to new legislation that requires specific knowledge. This is a process called discovery. etc.• HLL • • • • country wise) Performance discrepancy (At top management level) By gap analysis By inputs from seniors. In a discovery phase it is important to define the needs and goals of the organization and what kind of knowledge will help employees meet those needs and achieve the stated goals. It is important to emphasize that the needs and the goals both be addressed.(Especially about materials used) The basic steps to effectively design a training program are: Step 1:. Designing Program:. Development action plan. 3. new systems or processes. Business needs.

DEFINE THE TARGET AUDIENCE TO RECEIVE TRAINING. Content development can be accomplished in-house by experts within the organization. for many important job functions it's important that a manual of work processes exist and be regularly updated on an at least yearly basis. legal requirements. Step2:. In the case of medical emergency preparedness. Another example would be to do a study of work processes. especially when it comes to employee training and identifying who needs it. Especially in specialized niches that are dependent on legislation and rules that change from year to year (such as accounting. including employee surveys.Goals are those initiatives related to performance in competition with other companies or perhaps with past levels of achievement.DEVELOP THE CONTENT TO BE USED FOR TRAINING. processes that are tied to governmental 59 . it is necessary to identify a core group of managers and train them. Step 3:. Such a manual can form a basis for the study materials to be used in training employees. This is the process of identifying the target audience. Indeed. In other situations it's possible to purchase the materials from an outside vendor. It is surprising how many management decisions are made without employee feedback! It is important to listen to the employees and take their suggestions into considerations because they often see many things happening that are not immediately apparent.

it may be beneficial for the organization to purchase materials from vendors who produce timely employee training content. higher efficiency. This last step is very important to regard.DEFINE THE OUTCOMES TO BE ACIEVED FROM TRAINING.External 60 . a productive work environment. Step 4:. better levels of safety within the work environment. development of employees who are ready to meet the challenges of assuming management roles. and even a better product and customer satisfaction and retention. The outcome from training is typically defined within the following categories: increased profitability. All of these points are the kinds of goals management should be focusing on when developing an effective program for continued organizational development. Company Name Mahindra & Mahindra FES Mahindra & Designing Program (Especially about materials used) • PowerPoint presentation • Films and videos (Source – External Trainers) • Films and videos (Source.regulation).

success stories & motivational stories in form of photographs (From net) Films (Tata in-house) Self-directed. On-line or computer based PowerPoint slides. SionTechnical) Films (Source. Outdoor (ATI.China) Self-directed.g.Hamburg University) Demonstrations Role play Brainstorming Case studies Quizzes and games Films (External trainers) – educational Cd’s 4.(Especially physical set-up i. 61 .Prepared by organization by use of net & by official visits to other countries e.e.:. Halls and other training material used) After designing a program the next important step is scheduling the program.Mahindra AD • • • L&T • • • Tata Steel • • • Mcdonalds • • • • • • • HLL Trainers) Experiential/Outdoor based training PowerPoint presentations Games (Especially for team building) Films (Source. On-line (For selected workers & for selected jobs) Transparency. Scheduling Program:.

the number of audience. availability of venue on the dates.Various things like the dates. A random list of participants is prepared and its cross checked with the respective supervisors for availability of trainees. the arrangement of training material is to be taken care in this process. the venue. Also the trainers as well as trainees need to be informed about the training details. 62 .

Company Name

Scheduling Program (Especially physical set-up i.e. Halls and other training material used) • 3 training Halls (2 well-equipped) Seating Capacity- 40 per hall • 2 Training Halls (WellEquipped) • 4-5 Small Training Rooms • Outside training at resorts • On-job training (Technical) • 3 Halls (Well-Equipped with OHP, LCD & Sound systems) • 2 Halls (Not so well-equipped) • Seating capacity:o 2 Halls- 100-150 o 3 Halls- 40-60 • Well equipped training halls • 1 Hall (Borivili)- 60 people • 1 Hall (Training center, Tarapur)-40 people • 2 Halls (Plant, Tarapur) – 40 people • Technical training requiring machinery is done at ATI, Sion • Outdoor in Hotels • 4-5 Halls at Training center

Mahindra & Mahindra FES Mahindra & Mahindra AD


Tata Steel




• • • •

(Well equipped with LCD & Sound system) Three training centers (1 training hall in each) Seating capacity 30 per hall Syndicates and lounge areas Well equipped (with LCD’s , sound systems etc)

5. Effectiveness Analysis:-

Measuring the effectiveness of training consumes valuable time and resources.


Many training programs fail to deliver the expected organizational benefits. Having a well-structured measuring system in place can help you determine where the problem lies. On a positive note, being able to demonstrate a real and significant benefit to your organization from the training you provide can help you gain more resources from important decision-makers. The most well-known and used model for measuring the effective of training programs was developed by Donald Kirkpatrick in the late 1950s.

Level 1 (Reaction):• • •

Completed participant feedback questionnaire Informal comments from participants Focus group sessions with participants

Level 2 (Learning):• • •

Pre- and post-test scores On-the-job assessments Supervisor reports

Level 3 (Behavior):• • •

Completed self-assessment questionnaire On-the-job observation Reports from customers, peers and participant’s manager

Level 4 (Results):• •

Financial reports Quality inspections

Company Name Mahindra & Mahindra FES

Effectiveness Analysis Feedback from trainees (Rating given to trainers on subject knowledge, presentation skills and rating is also given to program etc.) • Feedback from supervisor • Feedback from trainees

Mahindra &


) Practical observation by supervisor and feedback report from them Also by discussion Practical observation by supervisor and feedback report from them Tests (Practical/Written) Feed back from trainees (Rating given to trainers on subject knowledge. presentation skills and rating is also given to program etc. presentation skills etc.Mahindra AD • L&T • • Tata Steel • • • • • • Mcdonalds HLL • (Rating given to trainers on subject knowledge. presentation skills and rating is also given to program etc.) Practical observation by supervisor and feedback report from them Feedback from trainees (Rating given to trainers on subject knowledge. presentation skills and rating is also given to program etc.) Practical observation by immediate head 66 .) Practical observation by supervisor and feedback report from them (For technical as well as behavioral) Feedback from trainees (Rating given to trainers on subject knowledge.

67 .

positive attitude towards business. Company Name Mahindra & Mahindra FES • • • • • • Mahindra & Mahindra AD L&T Tata Steel • • • • • Business Need Linkages (Certification secured) ISO 9000 QS 9000 ISO 14001 Deming application prize Golden peacock national Quality award Golden peacock commendation award for training TS 16949 Quality systems ISO TPM OHSAS ISO • ISO 9001-2000 • EMS 14000 68 . These training programs serve different purposes like increased production with quality. Business Need Linkages:.6. cost reduction. global leadership. new technological improvements. as well as securing different international certifications.(Certification secured) This generally refers to the training programs which are specially developed with a specified purpose.

It also gives information about the training programs each employee has undergone. These records are used to draw random sheets of participants of training and also for calculating the training man days per employee per year and the total expenditure on training. Report Maintenance:.(Report Content) The training records and reports are maintained for audits and information. Company Name Mahindra & Mahindra FES • • • • • • • Report Maintenance (Report Content) One page report Training history of employees Assessment (need) Sheets Feedback forms Nominations Subject Location Mahindra & Mahindra AD 69 .Mcdonalds HLL • • • • TA standard (Technical) NABL (Laboratory) Tata business excellence award Global Recognition • No certifications 7.

It becomes easy to access and analyze the information for report generation and for quick references.L&T Tata Steel Mcdonalds HLL Faculty Training evaluation forms Training history of employees Assessment (need) Sheets Feedback forms Training effectiveness evaluation • Name • Training Programs attended • Location • Duration • Training effectiveness • Name • Designation (Record maintained at store level) • Nominations report • Training programs attended • Number of training man days • Training material used and trainers • • • • • • 8. Company Name Training MIS (Soft Wares used) 70 . Training MIS:. This information is about different training programs conducted.(Soft Wares used) It is very important in this computerized world to use different specialized soft wares to maintain the training information and records. different trainers their contact number and topic taken.

Mahindra AD :  More family oriented programs conducted 3. 2. L&T: 71 . Mahindra FES :  Company secured various certifications through training.Mahindra & Mahindra FES Mahindra & Mahindra AD L&T Tata Steel Mcdonalds HLL Excel Sheets Excel Sheets Workers –Customized Excel Sheets Management – SAP Developed by L&T infotech Oracle-based (Developed by TCS) Mcinfy Server Excel sheets Company USP’s 1.

Tata Steel :  Big training at Tarapur which is well equipped with all the material required for training. HLL : 72 . More Focused on training materials  Video films and other materials (Photos etc) made by the training people and thus emphasis on the quality. 6. Theme – Survival.  Motivate employees by conducting competitions to give slogans for the training programs and other initiatives. 4. 5. Mc Doanlds :  Training related to performance which is related to promotion  Special training program designed by Hamburg University Australia.  Tata in house movies are used  LSIP – Large scale interactive program was conducted in 1997 it brought transparency between management and workers. The best ones are awarded and the slogans are displayed near the board  The seriousness of training programs is evident from the fact that the higher management people attend the training programs along with workmen.

 Specially developed training managerial and executive level. centers for Based on the analysis a model for skill identification is proposed as follows:- The Jig-saw model 73 .

74 . Now every job need not require the same kind of skills but to some extent they need to know each and every skill. The skill set index is unique for each level. Accordingly a classification based on the skills with four achievement levels is designed. These skills either exist in the person or are developed with the help of training. The skill model LEVEL ACHIEVEMENT 1 2 3 4 Entry Level Informational Level Learning Level Skilled Level DESCRIPTION Can’t do work independently Can do work with assistance Can do work independently Can work independently and train others These skill achievement levels are very specific to the jobs at each level and thus by using this a standard skill index set can be prepared. This extent depends on the kind of job being performed.Every job has a specific skill requirement.

The skill matrix for this model 75 .

76 .Levels Skills Level 1 4 3 4 3 3 2 1 2 Level 2 4 3 2 3 3 1 4 2 Level 3 3 2 4 1 4 4 3 1 Level 4 2 1 3 4 2 3 1 4 Level 5 1 4 3 2 3 4 2 3 Skill 1 Skill 2 Skill 3 Skill 4 Skill 5 Skill 6 Skill 7 Skill 8 Different types of skill matrix like:• Behavioral skill matrix • Generic skill matrix LEVEL ACHIEVEMENT 1 2 3 4 Entry Level Informational Level Learning Level Skilled Level • Technical skill matrix Can be made using this.

a standard format of skills index at each level is prepared. The proposed model for the same is:- Actually required Current position 77 . This standard model should be compared with the exisisting skill levels and the gap should be measured.Individual skill measurement After identifying the skills required at each level. This gap would help in identifying the discrepency and after finding the reason for this discrepency a solution can be suggested.

There are different methods to identify or test the skill level for different skills. They are:Skill Assessment Test Skills Practical Observation Performance Skill 1 Skill 2 Skill 3 Skill 4 Skill 5 Skill 6 Skill 7 Skill 8                 78 .

Based on the analysis a questionnaire for effectiveness analysis is also suggested. It is the function of evaluation to assess whether the learning objectives originally identified have been satisfied and any deficiency rectified. 79 . oriented toward improving plans for future implementation.Training effectiveness evaluation The evaluation of training forms the remaining part of the training cycle which starts with the identification of training needs. Evaluation is the analysis and comparison of actual progress versus prior plans. establishing objectives and continues through to the design and delivery of the training course itself.

Program Effectiveness Questionnaire: The effectiveness analysis Kirkpatrick model.e. is suggested based on The first level in this model is the reaction i. Training Equipment Quality of the session Excellent Excellent 4321 4321 4321 4321 4321 Poor Poor Poor Poor Poor 80 Date: The program objectives were accomplished Excellent The content was relevant to your job Excellent Useful for your work Excellent . to study the participants’ immediate reaction to the program. Training Reaction:(Please note that all your suggestions and feedbacks are important to us and that helps in our improvement so kindly spare some of your valuable time to help us in our CIT) Training: Name: The Training Program: Please circle the number that you feel most closely represents your views. The benefit of Reaction level evaluation is to improve Training and Development activity efficiency and effectiveness.

The Trainer: Please rate the trainer for each aspect. Very Effective (a) (b) (c) Not Effective 2 2 3 2 1 1 2 1 1 Knowledge of subject Style and delivery Responsiveness to group 4 4 3 3 4 (d) Producing a good learning climate 4 3 Any other comments: In General: What did you like best about the training (a) and least about the program (b)? (a) (b) What did you learn from the training? 81 .

Training effectiveness analysis is a continuous process that ends when the training objective is achieved. Personal Action Plan Action plan: I will do this 1 2 3 4 5 End result: So that When This action plan should be maintained by all the trainees and should be submit a copy of the same to their immediate supervisors. This plan helps in setting self standards and also helps in personal evaluation. 82 .At the end of session or while joining the job after attending a training program a PDCA cycle should be formed. The first step in this is to prepare a personal action plan. This level deals with the ‘Plan’ aspect of the PDCA cycle.

This level deals with the ‘Do’ aspect of PDCA cycle.1 to 1 and ½ month). where the knowledge gained during training is practically used.e.The second level is learning i. The basic purpose is to measure the learning transfer achieved by the training and development activity. 83 . The supervisor should assess the post-training performance of the trainees (Period. Can Can with Cannot perform some perform the task help the task indepen dently Ability to perform before training Ability to perform after training job job This helps to understand the effect of training program on the job performance. to study the extent to which the participants improve knowledge and skills and change attitudes as a result of the training.

It can also be done through practical on-job observation. attitudes has prepared them for their role.The third level is behavior i. This level deals with the ‘Check’ as well as the ‘Act’ aspect of the PDCA cycle.e. This discussion helps the trainee in knowing his current skill level in job and also helps him to know what is expected from him. So after the self assessment the trainee should be able to perform the job as expected. The purpose is to measure the contribution of training and development to the achievement of the business/operational goals. skill. It helps in understanding how well the enhancement of knowledge. the extent to which the participants has change their behavior back in the workplace as a result of the training. The action plan copies can be used for this. This can mainly be done through self assessment surveys. 84 . It should be done in 1 month’s time after the learning analysis. audits and quality inspections. This can be studied through the financial reports. the organizational benefits resulted from the training. The action plan is to be discussed with the supervisor to draw conclusions about the training effectiveness. The fourth level is results i.e.

This level is important as it helps in knowing if the training objective was achieved. General Procedure of effectiveness evaluation: - Reaction PLAN Learning DO CHECK Behavior ACT Results 85 .

Annexure: Questionnaire External Trainer Details (Contacts and Topics)


Questionnaire Topic: - Comparative analysis of training programs conducted in different manufacturing and service industries. Objective: - To understand training philosophy and practices of companies, which are best known for providing high quality training and development. Company Details: Name of the organization: Manpower strength by category / business (Age details if possible):-

Address: -


Tel. No.: Product / Service: -

Questions: 1. We assess/measure the training needs of our employees in following way: a) Formal assessment by supervisor conducted on periodic basis (How frequently) b) Feedback from supervisor on day to day observation of the employees work performance c) Tests (practical/ written) d) Organizational diagnosis (How it is done?) e) Changes planned – new technology, new culture etc. f) Based on inputs from senior management g) Competitor analysis h) Others___________ 2. We use the following in our training (Give examples and justification) a) b) c) Training films (source) Filming participants to enhance learning Video-based interactive learning

We make training program interactive by: - 4. We decide our trainers (internal/external) by:(Give Details of trainers) 9. A good trainer should possess the following skills: - 8. We are able to adhere to our training program by : 7. We encourage. train and sponsor our trainers by: - 10. as trainees learn a more when they are relaxed b) Formal atmosphere is important for training 6. on-line or computer based training Experiential/outdoor based training Others___________ 3. Our annual expenditure on trainers (external/internal) 89 . We pay a great attention to physical set-up in our training facility by: - 5.d) e) f) Self-directed. Our view of informal form of training is: a) Are more productive. motivate.

We overcome the problem of repetitive trainees by: - 12. and level/department) 90 . of days Important methods used Participants (no. We assess training effectiveness by: a) Tests (practical/written) b) Practical observation by supervisor and feedback report from them c) Others 14.11. Our post-training feedback policies are: a) No feedback taken b) Question and answer session with trainees c) Surveys and interviews d) Feedback from trainees e) We calculate return on investment from training session 13. Give the following details about different successful training programs conducted in the previous year Title and brief description Objective No. We have secured the following certifications through our training programs:- 15.

1 2 3 Trainers Name Mr. J. Basis of selection Location Faculty Training evaluation Comments Training MIS (record keeping) details: Cost of developing Assessment of individual training needs Details of training imparted to individuals Investment in each employee Post-training follow-up Training statistics Share any other information related to this topic External Trainers: Sr. 27654725 (O)22077769 9820196643 9821342325 91 .16. Kabra (L & T) Topic Indian Economy Positive Attitude New Era Contact no. 17. Dilip Kakade (M & M AD) Mr. No. B. Suresh Lad (M & M AD) Mr.

V. Sunil Wagh Mr. 19. 17. Dharap Mr.4 5 6 7 8 9 10 11. Sudhir Mr. V. Iyer Creativity Work Ethics Qc & Cost Reduction QC QC. S. Mr. Iyer 25690581 28965026 26823989 27450184 24463495 25670382 92 . Beke Mr. D. G. Bhalkikar Dr. 12. Taase (L & T) Mr. Arun Naik Dr. Mankar Mr. SPC Behavioral Safety Behavioral Safety Environment Change Management Awareness Change Management Safety Safety Awareness ISO 56987682 26134567 22831003 26860848 25344575 24302036 25344575 28926399 25894655 28279897 15. Siddharth More (L & T) Mr. Soman Mr. Dighe Mr. M. Rane Mr. Mr. 14. 20. 18. Shirke Mr. Sagar Mr. R. 16. Dadhekar Mr. 13. C.

Sinha Investment Awareness Awareness Health Awareness TQM Safety Safety ATI ITI 28546444 28874651 28874651 26127096 24465456 25398427 28751746 28971562 98209684199 9820236016 Bibliography:Books:Human Resource Management –Aswathapa Internet:citehr. Javdekar Mr. 24. 23. 30. 28. Sugvekar Mr. 25. Mukherji astd. 22. Suhas Pingle Mr. Moye Mr. 29. Arun Nabar Mr.21. Abhyankar 93 . Sontakay Mr. Mr. Vinayak Kulkarni Mr. 26. 27.

94 .