SMT.

HIRABEN NANAVATI INSTITUTE OF MANAGEMENT AND RESEARCH

FOR WOMEN, PUNE

A STUDY ON TRAINING EFFECTIVENESS AT MAGNA STEYR INDIA PVT. LTD.

A PROJECT REPORT

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS

FOR

THE AWARD OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

(HUMAN RESOURCE MANAGEMENT)

SUBMITTED TO

SAVITRIBAI PHULE PUNE UNIVERSITY

SUBMITTED BY

AISHWARYA KIRAN SHAH

2018-19
 CERTIFICATE

I, hereby certify that the work is being submitted as a Project Report entitled “A Study on
Training Effectiveness at Magna Steyr India Pvt. Ltd.”, in partial fulfillment of the
requirements for the award of the Master of Business Administration to the Savitribai Phule
Pune University is an authentic record of my own work carried out during a period from 14th
May 2018 to 14th August 2018 under the guidance of Prof. Priyanka Potdar.

The matter presented in this Project Report has not been submitted by me for the award of any
other degree elsewhere.

Signature of the Student

Aishwarya Kiran Shah

This is to certify that the above statement made by the student is correct to the best of my
knowledge.

Signature of Faculty Guide

Prof. Priyanka Potdar
 ACKNOWLEDGEMNT

A Good start leads to a Fine end. The ideal way to begin documenting this project work would
be to extend my earnest gratitude to everyone who has encouraged, motivated and guided me to
make a fine effort for successful completion of this project.

I would like to thank Nidhi Rajan, Manager HR, “Magna Steyr India Pvt. Ltd., Pune” for
taking me as an internee in their organization and guiding me throughout the project. This
proved to be a very good learning experience for me, where I could get an exposure to all the
aspects of real time Core HR activities.

With deep sense of gratitude, I wish to express appreciation to ‘Smt. Hiraben Nanavati Institute
of Management & Research for women, Pune’ and my project instructor Coordinator
Prof. Priyanka Potdar. I am deeply indebted for them for providing such a wonderful
opportunity to research on such a prestigious project. My sincere Gratitude to the College
Management for extending their co-operation for successful completion of my project.

The motivation factor for this work was the inspiration given to me by our honorable Director
Dr. Jagdish Pol.

A final word of thanks goes to my parents, friends and everyone else who made this project
possible. Your contributions have been most appreciated.

In Gratitude

Aishwarya Kiran Shah

i
 TABLE OF CONTENTS

-Sr. No. Details Page No.

List of Tables iii

List of Figures iv

Abbreviations v

1 Executive Summary 1-3

2 Introduction 4-17

3 Literature Review 18-25

4 Organization Profile 25-36

5 Research Methodology 36-41

6 Data analysis 41-57

7 Findings and Observations 58-59

8 Learning Outcomes of the project 60-61

9 Contribution to the host organization 62-71

10 Suggestions, Conclusion 72-74

11 Bibliography 75-76

ii
 LIST OF TABLES

Table No. Title Page No.

1 Difference between Training and Development

2 Methods of Training

3 Data Analysis

4 My contribution to Host Contribution

iii
 LIST OF FIGURES

Figure No. Title Page No.

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1 History of Magna

2 Magna Steyr MILA Blue

3 Data Analysis Graphs

iv
 ABBREVIATIONS

1. TNI- Training Need Identification

2. HOD- Head of Department
3. T&D- Training and Development

v
 Chapter 1
EXECUTIVE SUMMARY

1
1.1 INTRODUCTION:

Training is organized procedure by which people learn knowledge and/or skill for a definite
purpose. Training is means to bring about a continuous improvement in the quality of work
performed, it would equip them with necessary knowledge, skill, abilities and attitude to
perform their jobs.
Every organization needs to have well trained and experienced people to perform the activities
that have to be done. Thus, it is necessary to raise the skill levels and increase the versatility
and adoptability of the employees. Moreover, employees are the internal assets of an
organization. Training presents a prime opportunity to expand the knowledge base of all
employees so that they can relate those training with their workplace and give their best
performance achieving company goals. Employees also miss out on work time while attending
training sessions, which may delay the completion of projects. Despite the potential drawbacks,
training and development provides both the company as a whole and the individual employees
with benefits that make the cost and time a worthwhile investment.

1.2 OBJECTIVES OF THE PROJECT:

 To study & understand the training and development process at Magna Steyr.
 To evaluate the effectiveness of “Behavioural & Technical training” held at Magna
Steyr.

1.3 RESEARCH METHODOLOGY:

The study follows primary as well as secondary research method. Descriptive research is
concentrated with describing the characteristics of a particular individual. Here the researcher
attempts to present the existing facts by collecting data through Primary and Secondary data
collection methods. Primary data is collected from questionnaire and secondary data are
collected from websites and company report, etc.

1.4 FINDINGS AND OBSERVATIONS:

Training program and policies are well defined, fair which are helpful to achieve performance
level in job. Continuously progress is tracked and performance evaluation is done. This
evaluation or feedback serves as an input for future training programs and performance
appraisal.

2
1.5 SUGGESTIONS:
 To keep building positive image of the organization in front of its employees, quarterly
HRD must take initiative for conducting employee survey (Training and Development)
and taking an action on their results in concern areas as well.
 Feedback form should be precise, simple and narrow format so employee can
understand it easily.
 Training Effectiveness Evaluation form should be precise, simple and narrow form.
 Training program should be well designed and training policies should be widely shared
in the organisation.
 Merit awards and prizes will encourage the trainee and make employee participate with
satisfaction.
 For proper utilization of the time, company can use Virtual training.

1.6 CONCLUSION:
It becomes quite clear that there is no other alternative or short cut to the development of
human resources. Training when used in a planned and purposeful manner can be an extremely
effective management tool as they increase the knowledge and skills of workers and thereby
increasing the productivity and wealth of the organization.

1.7 LIMITATIONS:
In every project work there is some kind of limitation which affect the accuracy of work. Same
in this project work some of the limitations are faced which are following:
 Time span- Training & Development is a very vast process in any organization. A span
of 90 days to understand a process is difficult.
 Employees were busy with their work which did not allow me to talk with them and
collect the information.

3
 Chapter 2
INTRODUCTION

4
2.1 INTRODUCTION:
The game of economic competition has new rules. Firms should be fast and responsive. This
requires responding to customers' needs for quality, variety, customization, convenience and
timeliness. Meeting these new standards requires a workforce that is technically trained in all
respects. It requires people who are capable of analysing and solving job related problems,
working cooperatively in teams and 'changing hats' and shifting from job to job as well.
Training has increased in importance in today's environment where jobs are complex and
change. Rapidly. Companies that pay lip-service to the need for training, by lazily setting aside
a few hours a year, will soon find themselves at the receiving end when talented employees
leave in frustration and other employees find it difficult to beat rivals with new products,
sophisticated designs and improved ways of selling. To survive and flourish in the present day
corporate-jungle, companies should invest time and money in upgrading the knowledge and
skills of their employees constantly. For, any company that stops injecting itself with
intelligence is going to die.
The need for improved productivity in organization has become universally accepted and that it
depends on efficient and effective training. However, the need for organizations to embark on
staff development programme has become obvious. Absence of these programme often
manifest tripartite problems of incompetence, inefficiency and ineffectiveness. So training and
development aim at developing competences such as technical, human, conceptual and
managerial for the furtherance of individual and organization growth which makes it
continuous process.

2.2 DEFINITIONS:
 Dale S. Beach defines training as ‘the organized procedure by which people learn
knowledge and/or skill for a definite purpose’.

 Taylor M. H., in his article Training of Trainers’ defined training as means to bring
about a continuous improvement in the quality of work performed, it would equip
them with necessary knowledge, skill, abilities and attitude to perform their jobs.

5
2.3 TRAINING AND DEVELOPMENT:
The term “Training and Development” are closely related and are often used synonymous
concepts, there are some important distinctions in their meanings in the context as following-

TRAINING DEVELOPMENT

Training is meant for operatives Development is meant for executives

It is reactive process It is pro- active process

AIM: To develop additional skills AIM: To develop the total personality

It is short term process It is continuous process

OBJECTIVE: To meet the present need of an OBJECTIVE: To meet the future need of an
employee employee

Initiative is taken by the management Initiative is taken by an individual.

2.4 NEED OF TRAINING:

Every organization should provide training to all the employees irrespective of their
qualifications and skills. Specifically the need for training arises because of following
reasons:

 Environmental changes:
Mechanization, computerization, and automation have resulted in many changes that
require trained staff possessing enough skills. The organization should train the
employees to enrich them with the latest technology and knowledge.
 Organizational complexity:
With modern inventions, technological upgradation, and diversification most of the
organizations have become very complex. This has aggravated the problems of
coordination. So, in order to cope up with the complexities, training has become
mandatory.
6
  Human relations:
Every management has to maintain very good human relations, and this has made
training as one of the basic conditions to deal with human problems.
 To match employee specifications with the job requirements and organizational
needs:
An employee’s specification may not exactly suit to the requirements of the job and the
organization, irrespective of past experience and skills. There is always a gap between
an employee’s present specifications and the organization’s requirements. For filling
this gap training is required.
 Change in the job assignment:
Training is also necessary when the existing employee is promoted to the higher level or
transferred to another department. Training is also required to equip the old employees
with new techniques and technologies.

2.5 IMPORTANCE OF TRAINING:

Training offers innumerable benefits to both employees and employers. It makes the employee
more productive and more useful to an organization. The importance of training can be studied
under the following heads:

 Benefits to the business:

 Trained workers can work more efficiently. They use machines, tools, and materials
in a proper way. Wastage is thus eliminated to a large extent.

 There will be fewer accidents. Training improves the knowledge of employees

regarding the use of machines and equipment. Hence, trained workers need not be
put under close supervision, as they know how to handle operations properly.
 Trained workers can show superior performance. They can turn out better
performance. They can turn out better quality goods by putting the materials, tools
and equipment to good use.
 Training makes employees more loyal to an organization. They will be less inclined
to leave the unit where there are growth opportunities.

7
  Benefits to the employees:

 Training makes an employee more useful to a firm. Hence, he will find

employment more easily.
 Training makes employees more efficient and effective. By combining materials,
tools and equipment in a right way, they can produce more with minimum effort.
 Training enables employees to secure promotions easily. They can realise their
career goals comfortably.
 Training helps an employee to move from one organization to another easily. He
can be more mobile and pursue career goals actively.
 Employees can avoid mistakes, accidents on the job. They can handle jobs with
confidence. They will be more satisfied on their jobs. Their morale would be high.

Thus, training can contribute to higher production, fewer mistakes, greater job satisfaction and
lower labour turnover. Also, it can enable employees to cope with organizational, social and
technological change. Effective training is an invaluable investment in the human resources of
an organization.

2.6 TYPES OF TRAINING:

There are many approaches to training. We focus here on the types of training that are used at
Magna Steyr.
 Induction Training:
Also known as orientation training given for the new recruits in order to make them
familiarize with the internal environment of an organization. It helps the employees to
understand the procedures, code of conduct, policies existing in that organization.

 Technical Training:

Technical Training teaches the skills needed to design, develop, implement, maintain,
support or operate a particular technology or related application, product or service.
This type of training can include technology applications, products, sales and service
tactics, and more. Technical skills are job-specific as opposed to soft skills, which are
transferable.

8
  Behavioural Training:
Behavioural training teaches you to apply skill and acquired knowledge in all sorts of
situations. Let us continue with the example of driving; driving styles can vary between
drivers. Even though the skill and knowledge is theoretically the same, there can be a
significant difference in driving behaviour, i.e. performance. One would have to train
the driver’s behaviour in order to make everybody’s driving style effective and
compatible. Knowledge and skill have little effect on driving style.

2.7 METHODS OF TRAINING:

Training methods are usually classified by the location of instruction. On the job training is
provided when the workers are taught relevant knowledge, skills and abilities at the actual
workplace; off-the-job training, on the other hand, requires that trainees learn at a location other
than the real work spot. Some of the widely used training methods are listed below:

Methods of Training

On-the-job training methods Off-the-job training methods

1. Case Study method
1. Job Location 2. Incident method
2. Coaching 3. Role play
3. Job Instructions 4. In basket method
4. Committee assignments 5. Business games
5. Internship training
6. Grid training
7. Lectures
8. Simulation
9. Management education
10. Conferences

2.8 TRAINING PROCESS:

Training is a systematic process through which an organization’s human resources gain

knowledge and develop skills by instruction and practical activities that result in improved
corporate performance. Training Process followed at Magna Steyr is as following:
 Identification of Training Needs
 Preparing training plan as per budget
 Implementing the training program
9
  Evaluation of training by pre-training and post-training tests.
 Evaluation of the training by trainee immediately after training(Feedback)
 Evaluation of Trainee by immediate supervisor after 3 months of training

In detail Process is given in following flowchart:

10
 Input Process Output

1.Appraisal/form Training need identification Training topics

al feedback
sessions
2.Organization
Needs Classify identified training needs Training Matrix
3.Customer under Behavioral & Technical heads
Requirement
4.Training
Policy
5.Sanctioned
Training Budget YES
Is identified training
part of training plan?

NO

Is it approved ?
NO

YES

Inform HoD

YES
Training cost
within Budget ?

NO

Take Approval

NO
Budget
Approved ?
YES
S Inform HoD

C
11
 C

Prepare Annual Training Calendar

Designing of Behavioral & Technical

Training Module with generic contents

Identify & Contact training faculty

(internal/external) Get proposal in case
of external faculties

Prepare monthly planner & circulate to

all departments

Get nominations from HOD for training

participation

Send invitations to nominated

participants

12
Input Process Output

Pre-training assessment of soft

Training
skills by trainer through inputs
effectiveness
from HoD & individuals
evaluation
form

Executive Training Training

Attendance

Obtain feedback on the training Training

from the participant at the end of Feedback
training

Training
Do training feedback analysis Feedback

Update training matrix

If overall feedback is less than 2.5

out of 5, incorporate
improvements in training

Post training assessment within 6 Training

months of training effectiveness
evaluation
form

Analyze training effectiveness Training

data Effectiveness
report

END

13
2.9 TRAINING NEEDS IDENTIFICATION:
Departments would identify the training needs of individuals including onsite employees in
their respective areas. These identified needs would be recorded in a prescribed format along
with the appraisal process. The needs would be reviewed and updated from time to time. The
sources of Training Needs Identification can be:-
 Appraisal Needs
 Change in business strategy
 Strategic Need
 Customer Requirement
 New Process / Technology
 Customer Complaints
 Legislative Compliance
 Corporate Directives
 Innovation Scheme

The needs could be either Department Needs, Individual Needs, Project Specific needs or
Organization Needs. The Head of Department would identify names of individuals and / or
team members when the need is identified as either Individual or project specific need. All the
training needs are then assessed and validated by the HR department and a final Training Need
Matrix is prepared which has complete record of validated TNIs of all employees & functions.

2.10 TRAINING PLAN/ TRAINING CALENDAR:

Based on the above identification of individual training needs a consolidated training calendar
would be formulated by HR to include:
 Twelve-month timetable

 Training Type

 Duration of each program

 Program objective

 Names of identified people

 Budget estimates

 Location, namely, in-house or external training

14
The training plan would be reviewed once in six months with each HOD and necessary changes
are done, if any. Based on the published training calendar, HR department would decide
whether the training would be conducted internally or externally & identify the trainer. For
External Faculty, HR would recommend trainer to the Purchase department and follow the
purchasing process. On finalization of trainers, monthly training plan would be released and
nominations would be confirmed for the training programs.

2.12 TRAINING MATRIX/ CATALOGUE:

As per training need identified & collated in training matrix, training modules are identified &
generalized training contents are developed. The summary of the same is provided and shared
through the Training Catalogue. The content of the catalogue programs may be customized
based on participant group requirements. Also, there may be some programs that would be
conducted based on specific requirements of departments/ individuals/ groups. These programs
would be included in the subsequent training catalogue, only if the program is likely to be
repeated or offered on a continued basis. After each training HR updates the Training Matrix
with number of hours completed by each individual. HR sends the updated training status to all
the HODs in terms of training man days & budget, which is further utilized by them in the
monthly department review meetings.

2.13 FEEDBACK
The participants would provide feedback on the following areas:
 Faculty evaluation would be on the basis of subject knowledge, ability to put points
with clarity, enthusiasm, quality of presentations, answering doubts with satisfaction
and ability to conduct individual and group exercises.
 Quality of training subject would reflect the quality of the content and delivery, duration
and topics covered.

The participants would provide feedback at the end of the training session in the Training
Feedback Form. On the basis of feedback received from the participants, HR would compile
data in a feedback summary sheet. If the collated feedback score on any of the parameters
mentioned in the form is less than 2.5 out of a total score of 5, this would be a parameter for
improvement in future programs.

15
2.14 EVALUATION:
Self-estimation as well as superior’s pre and post grading would be ascertained to provide
feedback on the effectiveness of the training for participants in their respective departments.
Pre-training assessment will be conducted only for soft skills training.

2.15 TRAINING EFFECTIVENESS:

 Training effectiveness forms are used as a key tool to check training effectiveness. They
have been instrumental in finding out actual training effectiveness since they cover all
the aspects of training. Before planning any soft skill training by the external trainer a
pre- assessment of the nominated employees & their superiors is carried out by the
trainer for all training. It helps giving inputs to customize the contents of the training
module as per business / department / individual needs. The evaluation parameters are
also finalized in the effectiveness form.

 Evaluation of Training Effectiveness form is done within 6 months to find out the
results of the training. Based on the evaluation parameters, as defined in the form, the
superior evaluates the participants to find out whether the desired change has taken
place or not. The change can reflect in terms of process improvement, time & money
saving etc.

 Overall training effectiveness is based on the ratings given by the superiors in the
effectiveness form. All the scores are mapped in the excel file and graph is plotted to
show the individual and overall training effectiveness result.

 The training effectiveness report is shared with the HODs for their further actions
especially in the cases where improvement has not been witnessed at all.

2.16 ADVANTAGES OF TRAINING AND DEVELOPMENT:

Training and development has a cost attached to it. However, since it is beneficial for
companies in the long run, they ensure employees are trained regularly. Some advantages are:

 Helps employees develop new skills and increases their knowledge.

16
  Improves efficiency and productivity of the individuals as well as the teams.

 Proper training and development can remove bottle-necks in operations.

 New & improved job positions can be created to make the organization leaner.

 Keeps employees motivated and refreshes their goals, ambitions and contribution levels.

2.17 DISADVANTAGES OF TRAINING AND DEVELOPMENT:

Even though there are several advantages, some drawbacks of training and development are
mentioned below:

 It is an expensive process which includes arranging the correct trainers and engaging
employees for non-revenue activities.

 There is a risk that after the training and development session, the employee can quit the
job.

17
 Chapter 3
LITERATURE REVIEW

18
Title: Importance and Effectiveness of Training and Development
Authors:
 Ganesh M. HR Coordinator, Human Resources, VIT University, Vellore, Taminadu,
India
 Dr. R. Indradevi Associate Professor, VIT Business School, VIT University, Vellore,
Tamilnadu, India

Training is said to be the acquisition of knowledge of skills, and the competencies. It has
specific goals of improving one’s knowledge, skills and their capacity, capability, performance
and their productivity. Training & development increase in efficiency, increase of morale of
employees, better human relatives, reduction in supervision, increased in organizational
liability & flexibility. Training is very essential in facilitating the level of productivity, it also
increase the development of personal in any organizations with that training is a systematic
development of the knowledge, skills which is being required by employees to perform
adequately on a given task or a job.
Training programs will be providing multiple benefits for employees and the company, but
only if they are carefully planned and properly implemented. Clear understanding of policies,
job functions, goals and company philosophy lead to increased motivation, morale and
productivity for employees, and higher profits.
Training will have the greatest impact when it is bundled with the organization objectives, Core
Values, etc. Many studies have gathered support the benefits of training for the organisation as
a whole. While supporting the staffs and taking different cases into consideration it is said that
training and development creates a win situation for the employees and for employer too.

19
Title: THE IMPACT OF EMPLOYEE TRAINING AND DEVELOPMENT ON EMPLOYEE
PRODUCTIVITY
Authors:
 Maimuna Muhammad Nda, Centre of Postgraduate Studies, Malaysia
 Dr. Rashad Yazdani Fard, Centre of Postgraduate Studies, Malaysia

Training has become the buzz word in the dynamic competitive market environment.Human
capital differentiates a great organization from a good one. Organizations investing in effective
training and development for human resource tend to achieve both short and long term benefits.
Employees tends to become absolute, and therefore making the need to adapt to the continuous
learning and updating of the skill and knowledge invaluable, due to the organizational,
technological and social dynamics. Thus, in order for organizations to achieve optimum returns
from their investment, there is imperative need to effectively manage training and development
programmes. However, the most vital asset of every organization under stiff and dynamic
competition is its human capital.
Employee Training: Training serves as an acts of intervention to improve organization’s
goods and services quality in stiff the competition by improvements in technical skills of
employees. Training is viewed as a systematic approach of learning and development that
improve individual, group and organization.
Employee Development: Employee development is gaining an increasingly critical and
strategic imperative in organizations in the current business environment. Thus organizations
need to invest in continuous employee development in order to maintain employees as well as
the organization success.
Employee Productivity: Productivity as defined in Oxford dictionary (2007) is the efficiency
with which things are being produced. Employee productivity however is the measure of output
per unit of input economically. It is the log of net sales over total employees.
Training and development ultimately upgrade not only the productivity of employees but also
of the organization. It has rightly been said, employee development is the key to organizational
sustainable development. training and development impacting on employee productivity has
not only improve the wellbeing of organizations, but also aid the prosperity of most countries
that has put into consideration the design and delivery of training and development of
workforce at national level. As the national policies aim to improve nation’s human capital, this
optimally in turn results to the economic growth of the nation. However, it is recommended for
management of organizations to give training and development of employees a priority in order
to get the best out workforce as well as improving the organization’s productivity.
20
Title: THE IMPORTANCE OF TRAINING AND DEVELOPMENT PROGRAMMES
Authors:
 P. Nischithaa Student of BBA, K L University, Vaddeswaram, Guntur Dist., Andhra
Pradesh.
 M V A L. Narasimha Rao Assistant Professor, K L University, Vaddeswaram, Guntur
Dist., Andhra Pradesh

Training is the activities that are designed to provide learners with the knowledge and skills
needed for their present jobs whereas development is the learning that goes beyond today’s job
and has a more long-term focus. Although training and development usually go hand in hand,
they differ in that training can be done by all staff, whereas development is usually undertaken
by the trainee’s supervisors or managers. Training also tends to be more specific while
development looks more at the long-term professional goals. The trainer will teach specific
skills and knowledge to the trainee in order to obtain specific goals for their present position.
During the development process, staff will meet with their supervisor and or manager to
discuss their strengths and weaknesses, and how to improve work performances to help expand
and broaden their current career path.
Need for Training:
 Globalization
 Need of leadership.
 Increased value placed on intangible assets & human capital.
 Focus on link to business strategy
 Customer’s services & quality emphasis.
 New technology.
 High performances model at work system.
 Economic changes.
 Attracting & retaining talent.

Importance or benefits of Training:

 Maintains qualified products/services.
 Achieves high service standards
 Achieves learning about new things: Technology: products/ service delivery
 Reduces Mistakes- minimizing the cost
 Improves communication & relationships-better teamwork
21
Through training, employee morale and satisfaction, company productivity and service quality
improved. Human resources departments should emphasize the importance of training
programs to its company’s success. Although training programs may be reduced or eliminated,
essential must remain intact to avoid future problems. Training programs can become more
innovative in times of economic instability through the use of technology and self-catering
programs that employees monitor themselves. Programs should be evaluated regularly to
monitor the Success of the programs.

22
Title: - Evaluating the Effectiveness of Training: A Learning Leader Challenge
Authors:
 Stephani Mager-Lightfoot

The key to evaluating the effectiveness of training is to not put the measurement of training into
one specific box. Just like how training comes in all shapes and sizes, so, too, should
evaluation. Regardless of how challenging proving the business impact of training may be, it is
critical for the future of learning and work. The role of training as a means to impact business
metrics can be accomplished through rigorous use of data and analytics.
Evaluation cannot be an afterthought. When it comes to deciding the most effective way to
evaluate learning, you must first determine what it is you need to evaluate. What is driving your
training program? For instance, if you’re looking for behavioural outcomes in an IT
training initiative where your employees are familiarizing themselves with a new software
program, you’re likely paying attention to if they’re transferring the newfound knowledge and
skills on the job. The knowledge transfer is the purpose of the training program. Implement the
evaluation of this desired outcome into your training plan from the start of the design process.
Additionally, make sure the purpose is clear across the organization. If everyone knows what
you’re evaluating from the start of the training program, you’ll have a better idea of how you
should be evaluating it and how you can prove its impact.
The 8 challenges of the Learning Leader:
 Limited Resources
 Learner experience across modalities
 Prioritization of Training
 Training Consistency
 Content Relevancy
 Securing an Internal champion
 Sustaining Training’s Impact
 Evaluating the effectiveness of Training

To assume that the same methods of evaluation are going to be equally effective across all
training programs is being willfully blind to all of the types of training that someone can take at
an organization, and the mix of evaluations that best fit the particular goals of each training
initiative. In other words, there is more than one answer when it comes to evaluation and
presenting your “story of impact.”

23
Title: - Training Effectiveness: Accounting for Individual Characteristics and the Work
Environment
Authors:
 J. Bruce Tracey, Cornell University School of Hotel Administration
 Michael J. Tews, Cornell University

To ensure the effectiveness of training programs, HR managers should look beyond the usual
factors (needs analysis, program design, and implementation). In addition, managers must
examine such external matters as the work environment and the characteristics of the trainees
themselves.
Donald Kirkpatrick, a pioneer in the field of training evaluation, established four primary
criteria for evaluating the effectiveness of any formal or informal training program. These
criteria are:
 Reactions to training (trainees’ affective responses to the training experience and their
perceptions of its value);
 Knowledge acquisition (the extent to which trainees know more after training than
before);
 Changes in job - related behaviour and performance that result from training; and
 Improvements in organizational level results, such as increased customer satisfaction
and greater profitability.

Training effectiveness is dependent on events that occur before, during, and after the actual
training, and is influenced greatly by individual characteristics and factors related to the work
environment. For example, employees may not use the information they learn in training if they
are overworked or unmotivated, if managerial support for training is lacking, or if the
organization fails to reward employees for transferring new knowledge to their jobs.
Individuals enter training with different expectations and desires. As such, it is vital for
managers to determine which extrinsic and intrinsic factors motivate each employee by
continuously observing and interacting with them.
Factors influencing training effectiveness:
 Individual Factors
 Abilities
 Attitudes
 Motivation

24
  Work Environment
 Job Characteristics
 Social networks
 Organizational systems

It should be evident that there is more to training than the assessment of needs, the design and
implementation of programs, and proper evaluation. For training efforts to be fully realized we
must look beyond content, design, and implementation issues, and examine the individual and
work-related factors which also have a significant impact on training preparation, performance,
and transfer. If properly designed, executed, and supported, training can be an invaluable
investment for organizations that desire to develop and maintain skilled employees. An
understanding of these variables can be used to guide managers toward techniques for
facilitating the application of newly acquired behaviour and skills, and thus enhance the
likelihood that money, time, and effort devoted to training efforts is indeed well spent.
Practitioners and researchers alike must embrace a more comprehensive view of this very
costly, yet critically important human resources function, so that they understand how and why
training can be made to succeed.

25
 Chapter 4
Organization Profile

26
Magna Steyr AG & Co KG is an automobile manufacturer based in Graz, Austria, where its
primary manufacturing plant is also located. It is a subsidiary of Canadian-based Magna
International and was previously part of the Steyr-Daimler-Puch conglomerate.

Magna Steyr engineers, develops and assembles automobiles for other companies on a
contractual basis; therefore, Magna Steyr is not an automobile marque. In 2002, the company
absorbed Daimler AG's Eurostar vehicle assembly facility. With an annual production capacity
of approximately 200,000 vehicles as of 2018, it is the largest contract manufacturer for
automobiles worldwide. The company has several manufacturing sites, with its main car
production in Grazin Austria.

Magna Steyr developed Mercedes-Benz's "4Matic" four-wheel drive (4wd) system, and
assembles all E-Class 4Matic models. The company also undertook substantial development on
the BMW X3 and manufactured all original X3s (model code E83), and the Aston Martin
Rapide. The company developed several cars on behalf of manufacturers such as the Audi
TT, Fiat Bravo and Peugeot RCZ.

Name of the Organization : Magna Steyr India Pvt. Ltd.

Establishment : 2001

Logo :
Address : 1st Floor, Kapil Zenith,
Survey No.55, Hissa No: 01,
Bavdhan Khurd, Pune - 411021.

Industry : Automotive Contract Manufacturing

Services : Engineering, Vehicle manufacturing, Fuel System

Type : Limited Public Partnership (AG & KG)

Website : www.magnasteyr.com

No. of Employees : 12000(worldwide), 330(Pune,India)

Managing Director : Mr. Nandkumar Rangnekar
Parent Company : Magna International

27
4.1 VISION
The Vision is to be the worldwide leading brand independent engineering and manufacturing
partner and provider of innovative solutions for the mobility of the future.

4.2 MISSION
The mission is to meet customer and shareholder expectation by providing quality products and
services in order to ensure sustainable profitability and to have inspired people.

4.3 OBJECTIVES
 Competence & Cost effectiveness-
 Product design & production engineering based on cooperation
 Forward-looking innovation and competence management
 Factory cost oriented production structure

 Market driven Production-

 Market-oriented production network
 Demand-oriented and synchronous processes

 Quality and image leadership-

 Quality is our defining factor
 Best production image worldwide

4.4 CORE VALUES:

 World Class Manufacturing
 World class Engineering
 Innovation
 Credibility
 Enthusiasm

4.5 HISTORY OF ORGANIZATION:

Over 100 years of experience in vehicle production and a broad range of services make Magna
Steyr the worldwide leading brand-independent engineering and manufacturing partner for
OEMs.

28
Magna Steyr’s extensive range of services covers product groups Engineering Services - from
systems and modules to complete vehicle engineering - and Complete Vehicle Manufacturing,
where we offer World Class flexible solutions from niche to volume production. So far, Magna
Steyr has produced more than 3.3 million vehicles - of 24 different models.
Magna Steyr is the ideal automotive contract manufacturer worldwide to produce vehicles with
conventional, hybrid and electric powertrains – in some cases, all on the same production line.
This further demonstrates the automotive supplier's experience in electrification and
electromobility.
Magna Steyr AG & Co KG was founded in 2001 after Magna International Inc. acquired a
majority shareholding in Steyr-Daimler-Puch AG three years earlier.
During the second quarter of 2015, the Magna Steyr battery pack business was sold to Samsung
SDI for approximately $120 million.

Figure- History of Magna

4.6 PRODUCTS:
Magna Steyr offer modular solutions for every system and part, as well as full-vehicle
assembly. Some of the systems and parts offered are as following-
 Body Structures
 Chasis Structures
 Exterior Systems & Modules
 Trim & Automotive Jewelry
29
  Active Aerodynamics
 Fuel Systems
 Car Components:
 Mercedes-Benz SLK vario-roof assembly – over 500,000 produced
 Opel Astra TwinTop convertible roof assembly (2005–2010)

Current Production:

 In March 2017 Magna Steyr started to produce the new BMW 5 Series sedan;
production is shared with BMW Group's manufacturing plant in Dingolfing, Germany.

 In early December 2016 Magna International announced it will build the new Jaguar I-
Pace, the company’s first battery electric vehicle. Jaguar later said Magna Steyr will
also assemble its E-Pace crossover, starting later in 2017. Magna Steyr confirmed the
deal following Jaguar's announcement. Production for the I-Pace started in early 2018.

 Mercedes-Benz G-Class from 1979

 BMW 5 Series from 2017
 Jaguar E-Pace from 2017

 Jaguar I-Pace from 2018

Former Production:

 Volkswagen Transporter T3 4x4 (1984–1992)

 Volkswagen Golf Country (1990–1991)
 Audi V8L (1990–1994)
 Jeep Grand Cherokee ZG, WG, WJ (1994–2004)
 Mercedes-Benz E-Class W210 (1996–2002) (all-wheel-drive)
 Mercedes-Benz M-Class W163 (1999–2002)
 Mercedes-Benz E-Class W211 (2003–2006) (all-wheel-drive)
 Saab 9-3 Convertible (2003–2009)
 BMW X3 (2003–2010)
 Chrysler 300C (2005–2010)
 Jeep Grand Cherokee WH (2005–2010)
 Jeep Commander (2006–2010)

30
  Chrysler Voyager (July 2007 – December 2007)
 Mercedes-Benz SLS AMG (painted aluminium body) (2009–2014)
 Peugeot RCZ (2009–2015)
 Aston Martin Rapide (2010–2012)
 Mini Paceman (2012–2016)

 Mini Countryman (2010–2016)

4.7 INNOVATIONS:

 MILA Concept: The showcar was presented at the IAA in Frankfurt in 2005 as a one-
seater sportscar. The first prototype of the CNG-powered vehicle was built in 2006.
Mila 2, the two-seater version, followed.

 MILA Future: Presented at the Geneva Motor Show 2007, the Mila Future is a
sculpture with four roof options: coupé, landaulet, coupster (a crossover between a
coupé and a roadster) and roadster.

 MILA Alpin: The Alpin was a small, lightweight off-road vehicle for four passengers
in a 3+1 seat arrangement announced at the 2008 Geneva Motor Show. It had an
unusual mid-engine layout and was based on a low-cost production concept.,It was
3540mm long, 1703mm wide and 1750mm high, with a 3-cylinder 1.0 L (999cc) engine
in two versions; CNG natural gas or petrol. The petrol version was much lighter, with a
weight of 906 kg.

 MILA EV: The Mila EV was a plug-in electric vehicle concept based on a modular
lightweight platform, displayed at the 2009 Geneva Motor Show.

 MILA Aerolight: At the Geneva Motor Show 2011, the fifth Mila concept car was
presented: Mila Aerolight, a compact four-seater, powered by CNG.

 MILA Coupic: The sixth concept car in the Mila family, the Mila Coupic, combines
three vehicle concepts in one: a SUV coupé which can be transformed into a pick-up or
a convertible. It was presented at the Geneva Motor Show 2012.

31
  MILA Blue: MIla Blue is a natural-gas powered lightweight concept vehicle with

emissions of CO2 of less than 49 g/km. The car achieves a weight saving of 300 kg compared
to typical current A-segment vehicles powered by CNG.
Magna Steyr MILA Blue

 MILA Plus: MILA Plus combines a sophisticated, lightweight construction with an

intelligent, alternative-drive solution to produce maximum performance as well as eco-
friendliness. With an all-electric range of 75 km and a vehicle weight of 1,520 kg,
MILA Plus achieves reduced CO2 emissions of 32g/km. The vehicle features advanced
technologies and flexible manufacturing processes, with a focus on eco-friendliness.

4.8 MAJOR GEOGRAPHIES:

 Europe:
 Austria
 France
 Germany
 Italy
 Asia:
 China
 India
 Japan
 Korea


32
4.9 CERTIFICATIONS:
• ISO 9001:2015

• ISO 27001:2013

4.10 ORGANIZATION STRUCTURE:

An organizational structure is defined as “a system used to define a hierarchy within
an organization. It identifies each job, its function and where it reports to within
the organization.” Following tables show structure of Magna Steyr India Pvt. Ltd.:

Nandu Rangnekar
GM

Rakesh Vishal Anagha Bhaskar Roy Manish Sunilkumar Ravindra

Nagrani Dhore Wankar Kulkarni Patil Chougule
SBD
Head- EV_ES HOD- Head- HR & BU Head- Business Head PM &
Finance Admin EC Head-EI Domestic
business,
Rahul Babel Purchase
Head- EE &
FD

Abhay
Dandekar
Head-EB

Prasad Patki
MR

33
Benefits of Structure:
1. Uniformity across organisation
2. Flat structure within grade

Challenges of Structure:
1. Role Description
2. No specific growth path for technical people and/or General Management
3. Fitment of individual contributors in managerial roles

4.11 TRAINING PROGRAMME AT MAGNA STEYR INDIA PVT. LTD.:

Technical Training Programme-
 CAE Department Training:
 Basic GD&T
 DFMEA
 ISO27001:2013 Internal auditor training
 MS-Excel
 Basic UGNx
 DFA-DFM

34
 EI Department Training:
 DVP &R
 Testing on Bumper
 Testing on Liftgate
 Exterior Trim Domain (BUMPER)
 Mold flow
 Painting process on plastic
 Latest trends in Injection molding (tooling)
 EC Department Training:
 Mechanical testing
 Jig and Fixture Design
 Product Knowledge - DCT and HDT
 Housing design
 Advance GD & T
 Gear design
 KissSoft & Masta Overview
 Functional & Operational Layout study of transmissions
 Product training - DCT&HDT
 Gears, shafts and housing design
 T-cases layouts & design
 Independent Suspension, CDU & Wheel end
 Introduction to Suspension Systems, Steering and Brakes
 EE Department Training:
 Transfer Case Basics
 ISO26262
 Cyber Security
 ISTQB- Basic
 Dspace
 Common Technical Training:
 Basic GD&T
 DFMEA
 ISO27001:2013 Internal auditor training
 MS-Excel
 Basic UGNx
35
Behavioural Training Programme:
 Situational Leadership
 Design Thinking
 Fish Philosophy
 DIVA_DOR: Business Communication & Etiquettes
 Train the Trainer
 Creative Thinking and Problem Solving
 Art of Multi-tasking
 Managing Conflicts at Workplace

36
 Chapter 5
RESEARCH
METHODOLOGY

37
5.1 RESEARCH METHODOLOGY:-

Research is in common parlance refers to search of knowledge. The main aim of research is
find out the truth, which are hidden.

Research methodology is way to systematically solve the research problem. Research

Methodology has many dimension and research methods constitute a part of the research
methodology. Thus research methodology does not only talk of research methods but also
considered the logic behind the methods used in the context of research study and explain why
we are using particular technique or method and why we are not using other so that research
results are capable of being evaluated either by the researcher himself or by other. Research
Methodology can be expressed and explained to research process.

Research Process is a sequential description of the entire research work including research
methodology.

This section includes the overall research design, the data collection method and analysis
procedure.

5.2 OBJECTIVE OF THE PROJECT:

 To study & understand the training and development process at Magna Steyr.
 To evaluate the effectiveness of Behavioural & Technical training held at Magna
Steyr.

5.3 METHODOLOGY OF THE STUDY:-

Research Methodology-
Research type : Descriptive Research
Data source : Primary and secondary
Research instrument : Questionnaire
Type of questionnaire : Close-ended questions
Sampling unit : Employees of Magna Steyr
Sampling method : Stratified sampling
Location of survey : Magna Steyr India Pvt. Ltd.

38
5.4 PROBLEM IDENTIFICATION:-
In this step the objectives of the management behind the project are ascertained.

1. Descriptive Research:
After identification of the problem data is collected from both primary and secondary
data sources.
2. Research Designing:
In this step the framework for the methods and procedures for collecting and analyzing
the needed information is specified and types of questions need to be answered; scales
for data measurement, sample type, methods for collecting and analyzing the data etc.
are specified accurately.
3. Questionnaire preparation:
Questionnaire is prepared by taking the help of close ended questions.
4. Sampling Planning:
In this step, target population for data collection, sample size etc. is determined.
5. Scaling:
For the purpose of getting accurate information, I have used five point lickert scale.
6. Data Analysis:
In this step, after the data has been collected, the data are analysed using Microsoft
Office.
7. Report Preparation:
This is the final step of the research. In this step, the description of the whole research
work is written and several observations, recommendations and conclusions are
represented in a specific manner.
8. Software used for data analysis:
Microsoft Word and Excel is used to process and analyse data of research work.

39
5.5 LIMITATION OF THE STUDY:-

In every project work there is some kind of limitation which affect the accuracy of work. Same
in this project work some of the limitations are faced which are following:
 Time span- Training & Development is a very vast process in any organization. A span
of 90 days to understand a process is difficult.
 Employees were busy with their work which did not allow me to talk with them and
collect the information.

5.6 SAMPLING SIZE:-

In Magna Steyr, I have taken employees as my sample size. Among 330 employees, 40
employee from different departments and teams were contacted for survey.

5.7 SAMPLING TYPE:-

I used stratified sampling to conduct my research. Types of data collection which I used in my
project are:
 Primary Data- Primary data are information collected by researcher for the purpose of
the project immediately at hand. Data which is gathered originally for a certain purpose
are known as primary data. It is first-hand information. Primary data can be collected
through-
 Questionnaires.
 Direct Personal Interview.
 Observation.
 Indirect Investigation.

 Secondary Data- It is the second hand information, which is already collected by others,
that information is available in printed form. Secondary data collected through-
 Magazine
 Journals
 Books
 Company Record
 On job training files, Training Scheduled

40
5.8 DESCRIPTION OF STATISTICAL TOOL USED:

Percentage Method:
In this project Percentage method test was used. The percentage method is used to know the
accurate percentages of the data we took, it is easy to graph out through the percentages.
Following is the formula:
Percentage of Respondents = (No. of Respondents / Total no. of Respondents)*100
From the above formula, we can get percentages of the data given by respondents.

5.9 DATA COLLECTION METHOD:-

I have used the method of questionnaire as a Primary data. In questionnaire I collected the
feedback of the employees where questions are in close ended form. And secondary data is
collected from websites, company report, etc.

41
 Chapter 6
DATA ANALYSIS

42
Data Analysis is the process of systematically applying statistical and/or logical techniques to
describe and illustrate, condense and recap, and evaluate data. Various analytic procedures
“provide a way of drawing inductive inferences from data and distinguishing the signal (the
phenomenon of interest) from the noise (statistical fluctuations) present in the data”. Here, I
have done data analysis depending on responses of Survey Questionnaire as following:-

1. Which types of training are provided by organization?

Parameters Technical Behavioural Induction All of the

Training Training Training above

No. of 2 1 1 36
response
Percentage 5% 2.5% 2.5% 90%

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Techical Training Behavioural Training Induction Training All of above

Purpose: The main aim to ask this question was to check, that employees are aware of
different training provided by their organization or not.
Conclusion: From the above bar diagram we come to know that 36 people out of 40 which are
90% know all the training provided by their organization. On the other hand only 10% person
know some types of training. As some fresher are included in sample, so it is assumed most of
employees know all training provided.

43
 2. Are you satisfied with existing training programs?

Parameters Partially Fully Dissatisfied No opinion

Satisfied Satisfied

No. of 22 17 1 0
response
Percentage 55% 42.5% 2.5% 0%

60%

50%

40%

30%

20%

10%

0%
Partially Satisfied Fully Satisfied Dissatisfied No opinion

Purpose: The main aim to ask this question was to know that employees are satisfied with
existing training programme or not.

Conclusion: From the above bar diagram we come to know that 39 people out of 40 which are
97.5% are satisfied. On the other hand only 1 person is not satisfied. As the percentage is low,
so it is assumed most of employees are satisfied with existing Training programme.

44
 3. Do you think training program help in achieving your individual as well as
organizational goals?

Parameters Yes To some Neutral No

extend

No. of 28 11 1 0
response
Percentage 70% 27.5% 2.5% 0%

80%

70%

60%

50%

40%

30%

20%

10%

0%
Yes To some extend Neutral No

Purpose: The main aim to ask this question was to know that their organization represents
values that they themselves share. Individual achievement is great, but we are likely to stay
committed longer if we feel we are part of something bigger than ourselves.

Conclusion: From the above bar diagram we come to know that 39 people out of 40 which are
97.5% agreed with the fact that training program help them to achieve their individual as well
as organization’s goal. On the other hand only 1 person opposed the opinion. As the percentage
is low, so it is assumed most of employees are benefited due to training.

45
 4. Does any feedback or evaluation done on your performance after attending training
program?

Parameters Sometime Always Never No

opinion

No. of 20 17 3 0
response
Percentage 50% 42.5% 7.5% 0%

60%

50%

40%

30%

20%

10%

0%
Sometime Always Never No opinion

Purpose: The main aim to ask this question was to find out if employees interact with their
supervisors and their peers that helps them to know about their job progress. It is realized that
all need feedback to know how far they have come. Everyone needs sign to track the progress.

Conclusion: : From the above bar diagram we come to know that 37 people out of 40 which
are 92.5% agreed with the fact that they get their performance review. On the other hand 3
people opposed the opinion. As the percentage is low, so it is assumed most of the employees’
performance is evaluated.

46
5. Do you think your performance level increased after attending the training program?

Parameters Agree Neutral Strongly Disagree

Agree
No. of 28 7 4 1
response
Percentage 70% 17.5% 10% 2.5%

80%

70%

60%

50%

40%

30%

20%

10%

0%
Agree Neutral Strongly Agree Disagree

Purpose: The main aim to ask this question was to find out if the training in the organization
are well defined, fair which are helpful to achieve performance level in job.

Conclusion: From the above bar diagram we come to know that 39 people out of 40 which are
97.5% agreed with the fact that training in the organization are well defined, fair which are
helpful to achieve performance level in job. On the other hand only 1 person opposed the
opinion. As the percentage is low, so it is assumed most of the employees are well benefited
from training programme.

47
6. Do you think that evaluation or feedback serves as an input for future training programs,
performance appraisal?

Parameters Yes Neutral No No opinion

No. of 33 6 1 0
response
Percentage 82.5% 15% 2.5% 0%

90.00%

80.00%

70.00%

60.00%

50.00%

40.00%

30.00%

20.00%

10.00%

0.00%
Yes Neutral No No opinion

Purpose: The main aim to ask this question was to find out if the performance
appraisal/evaluation are made on fair criteria.

Conclusion: From the above bar diagram we come to know that 33 people out of 40 which are
82.5% agreed with the fact that the performance appraisal/evaluation are made on fair criteria.
On the other hand only 1 person opposed the opinion. As the percentage is low, so it is assumed
that the performance appraisal/evaluation are made on fair criteria.

48
7. Is provided training related to your work?

Parameters Yes Always Sometime Never No

Opinion

No. of 17 22 1 0
response
Percentage 42.5% 55% 2.5% 0%

60.00%

50.00%

40.00%

30.00%

20.00%

10.00%

0.00%
Yes Always Sometime Never No opinion

Purpose: The main aim to ask this question was to find out if their manager takes interest in
training need identification. If training is not related to work, then we can say that training need
identification is not done properly.

Conclusion: From the above bar diagram we come to know that 39 people out of 40 which are
97.5% agreed with the fact that provided training are related to their work. On the other hand
only 1 person opposed the opinion. As the percentage of opposition is low, so it is assumed that
training needs are identified correctly.

49
8. Do you want any change in training programs or process?

Parameters Yes No

No. of 11 29
response
Percentage 27.5% 72.5%

80.00%

70.00%

60.00%

50.00%

40.00%

30.00%

20.00%

10.00%

0.00%
Yes No

Purpose: The main aim to ask this question was to know that, is training policy in the
organisation well designed and widely shared.

Conclusion: From the above bar diagram we come to know that 29 people out of 40 which are
72.5% agreed with the fact that their training program are well designed and training policies
are widely shared in the organisation, thus no change is needed. On the other hand only 11
people opposed the opinion.

50
9. What is importance given to the training program in organization?

Parameters Very Important Neutral Not much

Important important

No. of 12 22 4 2
response
Percentage 30% 55% 10% 5%

60%

50%

40%

30%

20%

10%

0%
Very Important Important Neutral Not much Important

Purpose: The main aim to ask this question was to know that how much importance is given to
the training program in organization than all other programs or activities.

Conclusion: From the above bar diagram we come to know that 34 people out of 40 which are
85% agreed with the fact that training programs in the organisation are given proper importance
than all other programs or activities. On the other hand only 2 people opposed the opinion. As
the percentage is low, so it is assumed that proper importance is given to the training.

51
10. What are barriers for training & development in organization?

Parameters Time Money Non- Lack of

availability interest
of skilled by
trainer employees

No. of 24 8 1 7
response
Percentage 60% 20% 2.5% 17.5%

70%

60%

50%

40%

30%

20%

10%

0%
Time Money Non-availability of Lack of Interest by
skilled trainer employee

Purpose: The main aim to ask this question was to know what barriers for training &
development in organization.

Conclusion: From the above bar diagram we come to know that 24 people out of 40 which are
60% agreed with the fact that time is the barrier for training and development in organization.
On the other hand only 1 person says that there is non-availability of skilled trainer. As the
percentage is low, so it is assumed that training are conducted by skilled trainer only.

52
11. According to you, is the acquired knowledge & skill from training programs useful in
practical application during daily work?

Parameters Strongly Agree Neutral Disagree

Agree
No. of 10 26 3 1
response
Percentage 25% 65% 7.5% 2.5%

70%

60%

50%

40%

30%

20%

10%

0%
Strongly Agree Agree Neutral Disagree

Purpose: The main aim to ask this question was to know the applicability of training in daily
work.
Conclusion: From the above bar diagram we come to know that 36 people out of 40 which are
90% agreed with the fact that the acquired knowledge & skill from training programs are useful
in practical application during daily work. On the other hand only 1 person opposed the
opinion. As the percentage is low, so it is assumed most of trainings are applicable in daily
work.

53
12. To whom the training is more given in organization?

Parameters New staff Junior staff Senior To all as per

staff requirement

No. of 3 2 0 35
response
Percentage 7.5% 5% 0% 87.5%

100.00%
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
New Staff Junior Staff Senior Staff To all as per
requirement

Purpose: The main aim to ask this question was to know that their organization provide equal
opportunity to all employees.

Conclusion: From the above bar diagram we come to know that 35 people out of 40 which are
87.5% agreed with the fact that their organization provide equal opportunity to all employees.
On the other hand only 5 people opposed the opinion. As the percentage is low, so it is clear
that organization provides training to all as per the requirement irrespective of position

54
13. After how much duration the evaluation takes place?

Parameters Immediately after After 3 months After 6 months All of the

training of training of training above

No. of 8 17 3 12
response
Percentage 20% 42.5% 7.5% 30%

45%

40%

35%

30%

25%

20%

15%

10%

5%

0%
Immediately after After 3 months of After 6 months of All of the above
training training training

Purpose: The main aim to ask this question was to know that organization really do the
evaluation or just create policies. As action speaks louder than words, actual implementation is
done properly or not is analysed.

Conclusion: From the above bar diagram we come to know that 8 people out of 40 which are
20% said that evaluation is done only immediately after training, 17 people out of 40 which are
42.5% said that evaluation is done only after 3 months of training, 3 people out of 40 which are
7.5% said that evaluation is done only after 6 months of training, 12 people out of 40 which are
30% said that all of 3 evaluations take place. Thus, we can assume that, evaluation is done at
different intervals as per the training topic which is proper implementation of policy.

55
14. What other areas of trainings should be added to the training curriculum?
Any survey provides indirect communication channel for employee to keep their words in front
of the management. Such finding were from some departments that, they asked for advanced
MS PowerPoint training but due to certain issues, they were provided Basic MS PowerPoint
training. Thus, they need Advanced MS PowerPoint training in training curriculum. In same
way following training were suggested by employee:
 Gear Shaft and Housing Design
 Vector Cast Webinars
 Whale done
 Email Etiquettes

56
 15. Overall rating to training and development in organization

Parameters Excellent Very good Good Average Poor

No. of 5 13 18 3 1
response
Percentage 12.5% 32.5% 45% 7.5% 2.5%

50.00%

45.00%

40.00%

35.00%

30.00%

25.00%

20.00%

15.00%

10.00%

5.00%

0.00%
Excellent Very Good Good Average Poor

Purpose: The main aim to ask this question was to find out how satisfied employee are with
respect to training and development of organisation.
Conclusion: From the above bar diagram we come to know that 39 people out of 40 which are
97.5% are satisfied with training and development in organisation. On the other hand only 1
person opposed the opinion. As the percentage is low, so it is assumed most of employees are
satisfied with training and development in organisation

57
 Chapter 7
FINDINGS AND
OBSERVATIONS

58
FINDINGS AND OBSERVATIONS:-

1. 90% of Employees know all training provided.

2. 97.5% of Employees agreed with the fact that training program help them to achieve
their individual as well as organization’s goal. Thus, most of employees are benefited
due to training.
3. 92.5% of Employees agreed with the fact that they get their performance review. Thus,
continuously progress is tracked and performance evaluation is done.
4. 97.5% of Employees agreed with the fact that training in the organization are well
defined, fair which are helpful to achieve performance level in job.
5. 82.5% of Employees agreed with the fact that the performance appraisal/evaluation are
made on fair criteria. Thus, evaluation or feedback serves as an input for future training
programs and performance appraisal.
6. 97.5% of Employees agreed with the fact that provided training are related to their
work. Thus, we can say that training need identification is done properly.
7. 72.5% of Employees agreed with the fact that their training program are well designed
and training policies are widely shared in the organisation, thus no change is needed in
training program or process.
8. Only one person says that there is non-availability of skilled trainer. Thus, we can say
that training are conducted by skilled trainer only.
9. 90% of Employees agreed with the fact that the acquired knowledge & skill from
training programs are useful in practical application during daily work.
10. 87.5% of Employees agreed with the fact that organization provides training to all as
per the requirement irrespective of position.
11. Most of the employees are not able to attend the training due to their different shift.
12. From this research it conclude that 97.5% employees are satisfied with training and
development at Magna Steyr.

59
 Chapter 8
LEARNING OUTCOMES
OF THE PROJECT

60
8.1 LEARNING OUTCOMES OF THE PROJECT:

 This study is a learning experience for me and I came to know the T&D process i.e.
 Identification of Training Needs
 Preparing training plan as per budget
 Implementing the training program
 Evaluation of training by pre-training and post-training tests.
 Evaluation of the training by trainee immediately after training(Feedback)
 Evaluation of Trainee by immediate supervisor after 3 months of training.
 Training helps the employees to gain and improve their skills, knowledge and attitude.
 Training helps to motivate employees and helps in avoiding mistakes.
 There are different methods for ‘Evaluation of Effectiveness of Training’.

61
 Chapter 9
CONTRIBUTION
TO HOST ORGANIZATION

62
I worked as a HR Trainee at Magna Steyr during 14th May to 14th August 2018. I worked under
the supervision of HR Manager, Nidhi Rajan. This proved to be a very good learning
experience for me, where I got an exposure to all the aspects of real time Core HR activities in
Training Process. In detail description of work done is as following:
9.1 ARRANGEMENT OF TRAINING:
 Reviewing Training calendar
 Approval of Training
 Preparing Monthly planner and circulate to all departments
 Get Nominations for training participation
 Send invitations to nominated participants via outlook
 Pre-training assessment by trainer/HR
 On actual training day, collecting Training Attendance and training feedback

Sample Training Calendar is shown below:

Annual Training Calendar

Total
(HOURS)
Duration
Module

NOV
DEC
FEB
JAN

Department Programs Progra Total Days

ms

TECHNICAL
Basic GD&T
DFMEA
Common ISO27001:2013
Technical Internal auditor
Training training
MS-Excel
DFA-DFM
PAM-CRASH Basic
and restrain system
CAE training
ANSA/META
scripting

63
9.2 FEEDBACK ANALYSIS:
The participants would provide feedback at the end of the training session in the Training
Feedback Form. On the basis of feedback received from the participants, HR would compile
data in a feedback summary sheet. If the collated feedback score on any of the parameters
mentioned in the form is less than 2.5 out of a total score of 5, this would be a parameter for
improvement in future programs. Format of feedback Analysis is shown below-

Training Feedback
Summary form

Topic of the Training Program: ABC

2nd July to 4th July
Date of the Training Program: 2018
Timing of the Program: 10.00 am to 5.00 pm
Faculty incharge for the Training: XYZ
Total No. of
Participants 3
Rating Parameters P1 P2 P3

Training Subject

Rating: 1- Poor 2 -Good 3-Very Good 4-excellent 5- Outstanding

Sr. no. Particular P1 P2 P3
1 1- Program met its stated
objectives. 4 4 4
2 2- The content of the program
addressed my requirements. 4 3 3
3 3- The methodology used during
the program was appropriate 4 4 5
4 4- Duration of the program was
adequate for a good grasp of the
subject 4 4 4
5 5- The program flow was
logically designed 4 5 4
6 6- The training enhanced 4 4 5

64
 7 7- The program was useful for
my work. 4 4 5
8 8- The training was well
organized 4 5 5
Averages of individuals 4.00 4.33 4.38

Total Average 4.24

Overall faculty Rating

Rating: 1- Poor 2 -Good 3-Very Good 4-excellent 5-

Outstanding
1.Facilitation skill 5 4 3
2. Clarity of subject 4 4 4
3.Handling of queries 4 4 3
4.Interaction with participants 4 4 3
5.Usage of relevent examples. 5 3 4
6.Keeping the session alive 4 3 4
Averages of individuals 4.33 3.67 3.50
Total Average 3.83
Overall Training Rating
Training Subject 4.24
Faculty Rating 3.83
Overall Rating 4.03

4.3 4.24
4.2
4.1 4.03
4
3.9 3.83
3.8
3.7
3.6
Training Subject Faculty Rating Overall Rating

65
9.3 Evaluation of Training Effectiveness:

Training effectiveness forms are used as a key tool to check training effectiveness. They have
been instrumental in finding out actual training effectiveness since they cover all the aspects of
training. Evaluation of Training Effectiveness form is done within 6 months to find out the
results of the training. Based on the evaluation parameters, as defined in the form, the superior
evaluates the participants to find out whether the desired change has taken place or not. The
change can reflect in terms of process improvement, time & money saving etc.
Sample Evaluation of Training effectiveness is shown below:-
 For Behavioural Training, Effectiveness parameters are decided by trainer based on pre-
training assessment. After period of 3 to 6 months of training, immediate supervisor of
trainee will rate the post effectiveness score. In following format same is shown-

XYZ Training Effectiveness

Does good networking Engages with

Interacts confidently in in events keeping into clients & colleagues
Name
business environment consideration the in polished &
company brand professional manner
PRE POST PRE POST PRE POST
P1 2 2 2 2 2 2
P2 2 2 1 2 1 2
P3 1 2 1 1 1 1
P4 2 3 2 3 2 3
P5 2 3 2 3 2 3

PRE POST
P1 2.00 2.00
P2 1.33 2.00 Overall Training Effectiveness

P3 1.00 1.33 Pre Training 1.67

P4 2.00 3.00 Post Training 2.27

P5 2.00 3.00

66
 Individual Training Overall Training
Effectiveness Effectiveness
3.50 2.50

3.00
2.00
2.50

2.00
1.50
1.50

1.00 1.00

0.50
0.50
0.00
P1 P2 P3 P4 P5
0.00
PRE POST Pre Training Post Training

 For Technical Training, Simulation Exercises/MCQ Tests/Case studies are given based
on training topic. Those exercises are checked by internal subject matter expert/
External Trainer as per the privacy terms of data. Simulation Exercise rating is
considered as effectiveness of that training.
 For Practical sessions, application of those parameters in day to day work is observed.
For e.g. During Fish Philosophy training, activities to make playful working
environment were discussed so following activities were started at Magna Steyr and it
was considered as effective training.
1. Mann ki Baat Wall: Prescribes corner was named as ‘Mann ki Baat Wall’ where
people started writing poems, riddles, jokes,etc.
2. Fishpond/ Anonymous Confession: In Confession box, fishpond was putted and that
box was opened at alternate friday evening
3. Chai pe charcha: Evening tea breaks with innovative ideas, daily news for 15 min.
4. Monthly Awards: Monthly awards like ‘Degubber of month, Developer of month,
Employee of month, Jugadoo, etc.’

9.4 TRAINING REPORTS:

Training report to summarize how well a program met objectives. It is summary of all training
details like- Training date, Venue, Trainer, No. of Participants, Objectives, Contents of
Training, Feedback Analysis, and Training Effectiveness Analysis. Sample training report for
Business Etiquettes training is given below-

67
 Training Report

Programme Title: Business Etiquettes

Date 14th June, 2018

Venue Magna Steyr India Private Ltd., Pune

Training Need
Identification Process This program was identified as a developmental need for
Associate Engineers and GET’s in order to make them aware
about corporate world etiquettes.

Objective The objective of this session was to prepare the fresh recruits for
the corporate world. To bridge the gap between campus and
corporate world.

Overview Employees are ambassadors of their companies. Every contact,

employees have with other people is a reflection of the company.
As companies are more focused on competing in a global market,
appropriate business etiquette becomes increasingly important.
Thus knowledge of business etiquette is vital.

Duration 4 hours session per batch

Group size The size of the group was around 30 participants thus session
held in 2 batches with 12 and 18 participants respectively.

Target population The group consisted maximum Associate Engineers and GET’s
from various departments/ functions within the company.

68
Training Methodology Training was undertaken using highly interactive session
with activities including classroom based lectures, role plays,
Group discussions, presentations to increase confidence,
Remove mistakes and inhibitions.

Programme Contents During 4 hours session following was covered:

 Etiquettes and manners-what are they?
 First impressions-grooming
 The Etiquette of Introductions-self and others
 The Etiquette of Communication-Polite Language
 Personal Branding
 Dressing for Success
 Board-room Etiquettes
 Dining Etiquettes
 Email Etiquettes

Learning Outcomes By the end of this session participants were able to:
 Define etiquette and understand how valuable it is
 Understand how to make effective introduction.
 Conduct themselves with confidence in the business and
social occasions with people of different cultural and
social backgrounds in a manner that enhances the
Company’s Brand.
 Implement the techniques to engage with clients &
colleagues in a polished and professional manner,
ensuring positive first & last impression.
 Efficiently use Microsoft Outlook.
 Use To:, Cc:, Bcc: addresses and signature properly in
Email.
 Understand place settings, napkin etiquette, and basic
table manners
Training Agency Blink Strategic Solutions

69
Faculty Profile Ms. Shaheen

• Over 10 years of Training Experience.

• An English Language trainer for the Inlingua International
School of Languages.
• A certified Voice and Accent Trainer from British
Connections, Pune.
• A Certified International Trainer of the JCI Junior
Chamber International University, Seattle USA. (JCI) –
An International Organization that promotes & develops
leadership skills, and is known for the quality of trainers it
cultivates & certifies globally

Areas of Expertise:

• Business Communications
• Interpersonal Skills
• Time Management
• Decision Making & Problem Solving
• English language - Verbal and Written
• Professional Grooming
• Email Etiquette
• Business Etiquette
• Goal Setting and Prioritization

Shaheen comes with subject knowledge and a right mix to impart

the programs in the most effective manner. She is an excellent
facilitator who has developed, designed and delivered several
programs from Induction to managerial level and also training for
IELTS. She has conducted training at following companies:

• Sany India
• Forbes Marshall

70
 • Whirlpool India
• Haliburton Technologies
• Eagle Burgurmann
• Citi Financial
• Cognizant
• Max New York
• Paysquare Consultancy
• Extentia Technologies
• Polybond India Pvt Ltd and more

Evaluation Feedback about the trainer, training material, and training session
held was collected through the participants feedback form.
Training Subject Rating and Faculty Rating were 4.24 and 4.41
respectively. From this we can conclude that overall Rating is
4.32 which proves that session was found informative &
interesting by the participants. Thus, session objectives have been
well achieved.

Training material At the end of the session, the trainer distributed hard copy of the
training material as reference for more details about the subject.

71
 Chapter 10
CONCLUSION,
SUGGESTION AND
LIMITATION

72
10.1 CONCLUSION:

Analysis of all facts and figures, the observations and the experience during the training period
gives a very positive conclusion / impression regarding the training imparted by the Magna
Steyr India Pvt. Ltd. They are performing their role up to the mark and the trainees enjoy the
training imparted.

The training evaluation is done at 3 levels as:

 Pre-assessment and post-assessment to check the knowledge transfer.
 Training feedback analysis to check whether trainees are satisfied with particular
training or not.
 Training Effectiveness Evaluation to check applicability of training in day to day work.

It becomes quite clear that there is no other alternative or short cut to the development f human
resources. Training when used in a planned and purposeful manner can be an extremely
effective management tool as they increase the knowledge and skills of workers and thereby
increasing the productivity and wealth of the organization.

10.2 SUGGESTIONS:

In order to make the present study useful for the future use of HRD in continuing with the
practice of evaluating on the job effectiveness, following suggestions regarding the findings
and conduction of the study are given:
 To keep building positive image of the organization in front of its employees, quarterly
HRD must take initiative for conducting employee survey (Training and Development)
and taking an action on their results in concern areas as well.
 Feedback form should be precise, simple and narrow format so employee can
understand it easily.
 Training Effectiveness Evaluation form should be precise, simple and narrow form.
 Training program should be well designed and training policies should be widely shared
in the organisation.
 Merit awards and prizes will encourage the trainee and make employee participate with
satisfaction.
 For proper utilization of the time, company can use Virtual training.

73
10.3 LIMITATIONS:

In every project work there is some kind of limitation which affect the accuracy of work. Same
in this project work some of the limitations are faced which are following:
 Time span- Training & Development is a very vast process in any organization. A span of
90 days to understand a process is difficult.·
 Employees were busy with their work which did not allow me to talk with them and
collect the information.
 Sampling size was only 40 out of 330, thus it is limiting factor in proper conclusion of the
project.
 One of the major limitations was gathering information. As there are some confidential
matters that a company might not want to disclose, so we had to work with the limited
information gathered.

74
 Chapter 11
BIBLIOGRAPHY

75
Websites:
1. Company Profile [Internet]:

Available from: www.magnasteyr.com

https://en.wikipedia.org/wiki/Magna
2. Theoretical concepts related to study [Internet]:

Available from: https://www.managementstudyguide.com/training-and-

development.htm
3. Literature Review [Internet]:
i. The Importance of Training and Development, International Journal of Business
and Administration Research Review, P. Nischithaa & M V A L. Narasimha
Rao, (ISSN 2348 – 0653, Vol.1, Issue.5, April-June 2014, Page No.: 50-56)
ii. Importance and Effectiveness of Training and Development, Mediterranean
Journal of Social Sciences MCSER Publishing, Ganesh M. & Dr. R. Indradevi,
(ISSN 2039-2117, Volume 6 No 1, January 2015, Page No.: 334-338)
iii. The Impact of Employee Training and Development on Employee Productivity,
Global Journal of Commerce & Management Perspective, Maimuna
Muhammad Nda & Dr. Rashad Yazdani Fard, (ISSN: 2319 – 7285, Volume 2,
November-December 2013, Page No. 91-93)
iv. Training Effectiveness: Accounting for Individual Characteristics and the Work
Environment, The Cornell Hotel and Restaurant Administration Quarterly, J
Bruce Tracey & Michael J Tews, (Volume 6, Issue 6, December 1995, Page No:
36-42)
v. Evaluating the Effectiveness of Training: A Learning Leader Challenge,
Training Industry Article, Stephani Mager-Lightfoot, (April, 2018)

Books:
 Training and Development Methods by S. Chand Publication
 Enriching Human Capital through Training and Development by P L Rao
 Essentials of Training and Development by Anjali Ghanekar
 Research Methodology Concepts And Cases by Dr. Neena Sondhi
 Research Methodology by S. Chand publication

76
ANNEXURE

77
Survey Questionnaire
Name: _________________________________________________________________

1. Which types of training are provided by organization?

a. Technical Training
b. Behavioural Training
c. Induction training
d. Safety Training
e. All of the above

2. Are you satisfied with existing training programs?

a. Partially Satisfied
b. Fully Satisfied
c. Dissatisfied
d. No opinion

3. Do you think training program help in achieving your individual as well as

organizational goals?
a. Yes
b. To some extend
c. Neutral
d. No

4. Does any feedback or evaluation done on your performance after attending training
program?
a. Sometime
b. Always
c. Never

5. Do you think your performance level increased after attending the training program?
a. Agree
b. Neutral
c. Strongly Agree
d. Disagree

78
6. Do you think that evaluation or feedback serves as an input for future training
programs?
a. Yes
b. Neutral
c. No

7. Is knowledge provided during training useful for your work?

a. Yes Always
b. Sometime
c. Never

8. Do you want any change in training programs or process?

a. Yes
b. No

9. What is importance given to the training program in organization?

a. Very Important
b. Important
c. Neutral
d. Not much Important

10. What are barriers for training & development in organization?

a. Time
b. Money
c. Non-availability of skilled trainers
d. Lack of Interest by Employee

11. According to you, is the acquired knowledge & skill from training programs useful in
practical application in daily work?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree

79
12. To whom the training is more given in organization?
a. New staff
b. Junior Staff
c. Senior staff
d. To all as per the requirement

13. After how much Duration the evaluation takes place?

a. Immediately after training
b. After 3 months of training
c. After 6 months of training
d. All of the above

14. What other areas of trainings should be added to the training curriculum?
______________________________________________________________________
______________________________________________________________________
__________

15. Overall rating to training and development in organization

a. Excellent
b. Very Good
c. Good
d. Average
e. Poor

80