PROJECT REPORT ON TRAINING AND DEVELOPMENT AT BLUE STAR LIMITED

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

UNDER THE GUIDANCE OF MR. SANJEEV DABKE DEPUTY MANAGER PERSONNEL & ADMINISTRATION BLUE STAR LIMITED

SYMBIOSIS INSTITUTE OF INTERNATIONAL BUSINESS SYMBIOSIS INFOTECH CAMPUS HINJEWADI PUNE - 411 057

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ACKNOWLEDGEMENT
I owe a great many thanks to a great many people who helped and supported me during the course of the project

My deepest thanks to Mr. Sanjeev Dabke, Deputy Manager, Personnel & Administration, Blue Star Ltd. for guiding and correcting various documents of mine with attention and care. Mr. Dabke has taken pain to go through the project and make necessary correction as and when needed. Thanks and appreciation to the helpful people at Blue Star Ltd. for their support.

My deep sense of gratitude to, Miss Soumi Rai, Assistant Professor, Symbiosis Institute of International Business, the Guide of the project, for her support and guidance.

I express my thanks to Dr. (Mrs.) Rajani Gupte, The Principal, Symbiosis Institute of International Business, Pune for extending her support.

I would also thank my Institution and my faculty members without whom this project would have been a distant reality. I also extend my heartfelt thanks to my family and well wishers.

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Table of Contents
1. INTRODUCTION ................................................................................................ 4 1.1 COMPANY OVERVIEW .............................................................................. 5 1.2 VISION, MISSION, OBJECTIVES................................................................ 5 1.3 HISTORY AND GROWTH OF COMPANY .............................................. 6 1.4 MILESTONES................................................................................................. 7 1.5 MANUFACTURING PROCESS .................................................................. 9 1.6 PRODUCTS................................................................................................... 12 1.7 RESEARCH & DEVELOPMENT............................................................... 15 1.8 TECHNOLOGY ASSOCIATES.................................................................. 16 1.9 BUSINESS ASSOCIATES............................................................................ 16 1.10 BLUE STAR ESTABLISHMENTS............................................................ 18 2. MARKETING ACTIVITIES AND MANAGEMENT IN BLUE STAR ... 19 2.1. EXPORTS...................................................................................................... 20 2.2. SUPPLY CHAIN MANAGEMENT ......................................................... 20 2.3. CHANNEL DEVELOPMENT................................................................... 21 3. HUMAN RESOURCE MANAGEMENT IN BLUE STAR ........................... 24 3.1. CORPORATE SOCIAL RESPONSIBILITY ............................................. 26 3.2. RISKS AND CONCERNS .......................................................................... 27 3.3. EMPLOYEE DEVELOPMENT.................................................................. 28 3.4. CAREER AT BLUE STAR .......................................................................... 29 3.5. ORGANIZATIONAL STRUCTURE ........................................................ 31 4. TRAINING & DEVELOPMENT AT BLUE STAR ....................................... 33 4.1. TRAINING DELIVERY CYCLE................................................................ 34 5. 6. 7. 8. FINDING AND ANALYSIS .............................................................................. 50 TRAINING PRACTICES AT BLUE STAR’S COMPETITORs.................. 66 ANNEXURE........................................................................................................ 76 REFERENCES.................................................................................................... 81

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INTRODUCTION 4 .1.

Williams. Dadra. Be a company that is a pleasure to do business with. Blue Star's other businesses include marketing and maintenance of hi-tech professional electronic and industrial products. Italy and many others. Blue Star has business alliances with world renowned technology leaders such as Rheem Mfg Co. Jeol. Focus on profitable company growth. a network of 24 offices. Himachal and Wada which use state-of-the-art manufacturing equipment to ensure that the products have consistent quality and reliability. hospitals. banks. Blue Star fulfills the airconditioning needs of a large number of corporate and commercial customers and has also established leadership in the field of commercial refrigeration equipment ranging from water coolers to cold storages. theatres. Japan. • • • Win our people’s hearts and minds. Blue Star primarily focuses on the corporate and commercial markets. 1. Work in a boundary – less manner between divisions to provide best solutions to customers. industrial and government organizations as well as commercial establishments such as showrooms. Encourage innovation. 650 dealers and around 2500 employees. Place the company’s interest above one’s own. to offer superior products and solutions to customers.1.2 VISION. Hitachi. Bharuch. shopping malls and boutiques.1 COMPANY OVERVIEW Blue Star is India's largest central air-conditioning company with an annual turnover of Rs 2574 crores. 5 modern manufacturing facilities. These include institutional. restaurants. MISSION. UK. Thales e-Security Ltd. USA.. The Company has manufacturing facilities at Thane. Eaton . Japan. 5 . OBJECTIVES • • • • To deliver a world class customer experience. creativity and experimentation in what we do. ISA. UK.

Employee strength crossed the 1000 mark and the company went public in 1969 to become Blue Star Limited. Blue Star crossed the Rs. Ever since. the Company nearly doubled its turnover. the proprietorship company set its sights on bigger expansion. an entrepreneur of exemplary vision and drive. 600 crore milestones in 2002-03. In 1949. Then came the manufacture of water coolers. as it continues to be called today. clocking Rs 1178 crores in 2005-06. Even more than size. took on shareholders and became Blue Star Engineering Company Private Limited. Maintain personal integrity. there has been a constant and profitable growth. The export arena beckoned and the Company began exporting water coolers to Dubai. Ensure high standards of corporate governance. Blue Star enjoys an enviable 6 . Honor all personal and corporate commitments.3 HISTORY AND GROWTH OF COMPANY Blue Star was founded in 1943. In the following three years. 500 crore milestones in 2000 and the Rs. 'Blue Star' soon became the generic name for water coolers. where in fact. the Company leveraged its leadership position to grow aggressively. Be a good corporate citizen.• • • • • Build an extended organization of committed business partners. An expanding Blue Star then ventured into the manufacture of ice candy machines and bottle coolers and also began the design and execution of central air-conditioning projects. Blue Star diversified and took up agencies for Material Testing Machines and Business Machines. The Company began as a modest 3-member team engaged in reconditioning of air conditioners and refrigerators. 1. With the boom in construction activity and increased infrastructure investments. A team of dedicated professionals aided Mohan T Advani in ever furthering his vision of a profitable company dedicated to its ideals of professionalism and success. by Mohan T Advani. The sixties and the early seventies witnessed Blue Star continuing to expand and thrive.

reputation as an ethical corporation, ever mindful of its obligations towards customers, shareholders, dealers, business partners, employees and the environment in which it operates.

1.4 MILESTONES Year 1943 1946 1947 Event Mohan T Advani establishes Blue Star Engineering Company as a proprietary firm Blue Star secures Melchior Armstrong Dessau agency Worthington selects Blue Star as Indian Partner. Manufacturing of ice candy machines and bottle coolers begins. Central airconditioning system design and execution begins Manufacture of water coolers commences Proprietorship converted to Private Limited Companies Blue Star selected as distributor for Honeywell GDR Testing machines distributorship begins Perkin-Elmer tie-up marks the start of the electronics business. GDR business machines agency commences Total Income crosses the Rs 1 crore mark Total employment crosses 1,000 Techniglas Pvt Ltd set up to manufacture insulation material Factory moves from Colaba in Mumbai to Thane Hewlett- Packard distributorship commences First skyscrapers of Mumbai – Air India Building, Express Towers and Oberoi Hotel set-up – all air-conditioned by Blue Star Total Income crosses Rs 10 crores. Employment crosses 2,000 Water Cooler manufacturing license granted to Yusuf Alghanim, Kuwait Middle East thrust begins. Joint Venture (JV) with Al Shirawi in Dubai Hitachi Medical Equipment distributorship begins Industrial Division commences activity Bharuch Factory set up Major AC and R projects executed in the Middle East International Software Division inaugurated in Seepz York technology collaboration begins Manufacture of centrifugal packaged chillers commences at

1948 1949 1954 1955 1957 1960 1964 1965 1969 1970 1972 1972 1974 1977 1977 1978 1980 1980-86 1983 1984 1985

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1986 1987 1987 1988 1988 1988 1989 1990 1992 1992 1993 1995 1997 1998 1999 2000 2001 2003 2005 2006 2006 2007 2008 2009

Thane Plant Total Income crosses Rs 100 crores Yokogawa Blue Star JV formed Gandhinagar factory set up for EPABX systems Blue Star becomes India’s largest central air-conditioning company Manufacturing collaboration with Mitsubishi Assembly of personal computers under the brand name ‘Quantum’ begins JV with Hewlett-Packard and Motorola Gandhinagar factory closes Total Income crosses Rs 200 crores Blue Star exits from Motorola JV Formation of Arab Malaysian Blue Star JV in Malaysia Blue Star exits from HP India JV Dadra Plant inaugurated Major thrust on dealerisation and brand building begins Blue Star exits from Industrial Projects business International Software business spun off to form Blue Star InfoTech, listed on stock exchanges Total Income crosses 500 crores. Export of air-conditioning products begins Blue Star exits Yokogawa JV Blue Star sets up new factory at Kala Amb in Himachal Pradesh Total Income crosses the Rs 1000 crores mark Blue Star opts for a 5 for 1 stock split Blue Star sets up its fifth factory at Wada, Thane District Blue Star powers into Building Electrification. Acquires Naseer Electricals, a leading Electrical Contractor Total income crosses Rs. 2500 Crores.

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1.5 MANUFACTURING PROCESS
Blue Star understands that skilled manpower and other staff members are an indispensable part of the manufacturing set-up and the management should work shoulder to shoulder with them. Management grade staff too is put

through training programs on various aspects of manufacturing and business. Also, performance awards are announced every year. Apart from enhancing the skills of the staff, such initiatives create a positive, firm and lasting emotional bond between staff and company. This in turn contributes to greater productivity.

Manufacturing Systems
The factories make extensive use of IT to enhance productivity and product development capabilities. All our factories are ISO 9001: 2000 certified BAAN ERP implemented in 3 factories and Himachal under implementation.

Raw Material & Material Management
Sheet metal fabrication A high degree of repetitive accuracy in sheet metal fabrication is achieved by using specialized equipment, CNC metal forming machines. The raw material used is prime quality, corrosion-resistant, galvanized steel for enhanced life of the product. The equipment used for processing the steel includes CNC machines such as an Amada turret punch press, a LVD / Amada hydraulic press-break. All these allow for high quality cabinet fabrication within tight tolerances

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Power coating plant The state-of-the-art powder coating plant covers a wide range of very specialized process equipment, and is fully automated. A water-softening unit treats the raw water before it is utilized in the automatic hot spray pre-treatment system. It provides an even distribution of chemicals, controlled by an auto dosing mechanism that maintains the chemical bath composition with the help of electronic sensors. After a final mineral water rinse, the components pass through a dry-off oven under dust-free conditions to remove all traces of moisture. The components are then transferred into the powder painting booth for coating, where temperature, humidity and dust levels are controlled. The powder painting equipment, supplied by Nordson, USA, is equipped with automatic electromechanical oscillators, for even powder deposition. Desiccant dry air-with a dew point of minus 400 C - helps avoid any moisture contamination of the powder. A 'smart spray' mechanism senses the conveyor movement and component geometry to adjust powder flow. Polyester powder - ideally suited for out door applications - provides the maximum protection against UV deterioration and corrosion. The components finally pass through a temperature-regulated curing oven to achieve desired gloss and surface hardness.

Heat exchangers Experienced engineers create heat exchanger designs using high precision design software, which are then validated in our test labs. Blue Star also makes sure that the designs are energy efficient for optimum heat transfer. Fin and Tube: The sophisticated coil shops have some of the most advanced machines from USA, Japan and Korea. The Burr Oak coil line produces energy efficient DX heat exchangers. These have plain or enhanced split fins with grooved copper tubes for maximum heat transfer efficiency. Then the source

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This enables to achieve a uniform and constant density of insulation for air handling units. flaring and forming for good joint formation. Shell and Tube: Blue Star has shell and tube exchangers using specially enhanced surface copper tubes and shell design as per Blue Star or TEMA standards. An automated coil brazing line from Korea ensures consistent quality brazing and leak proof joints. Plate Type: Blue Star products also incorporate stainless steel plate heat exchangers for specialized process applications. The coils are then tested for fine leaks with ultra-sensitive electronic leak detectors. telecom shelters and cold storage panels. Blue Star uses Heat Transfer Research Inc. System tubing 3-axis CNC copper tube-bending machines from Japan fabricate wrinkle-free system tubing to exact dimensions for a perfect stress-free fit. Blue 11 . Prime quality copper tubes sourced globally help in optimum product performance. PUF installation Blue Star fabricates CFC-free PUF insulated panels by using the latest equipment from Cannon. The joints are pressure-tested to check weld strength and leakage. (HTRI design software for these heat exchangers). Brazing The brazing process is carried out in an inert atmosphere to avoid oxidation and the resultant impurities from contaminating the refrigerant system. Special purpose machines carry out operations like end closing.plain and inner grooved copper tubes with coated aluminum fin stock of international quality from leading manufacturers to fit our specifications. Specially selected brazing equipment and fixtures are used to produce high quality brazing.

1. All products have been designed on the energy-efficiency platform. This expertise. The company offers most comprehensive range of air-conditioning products in the country. with in-built quality checks during assembly operations. water coolers.6 PRODUCTS Central Air-condition The building blocks of Blue Star’s solutions are its products. Room air conditioners By being an expert in the area of central air-conditioning. Pneumatic tools permit torque-controlled rigidity. Commercial Refrigeration 12 . and offer a host of advanced features. Each machine is then electronically tested for leaks and run-tested for performance and electrical safety parameters before packaging. A wide range of models are available in each product category to ensure that the airconditioning system design is implemented without any compromise.Star supply panels of up to 6 meters in length and 25 mm to 125 mm in PUF thickness. and specially coated corrosion-resistant hardware provides firm locking. Assembly and testing The final product is assembled sequentially on conveyors. knowledge and the skills have helped us to have some of the most technologically advanced and energy efficient air-conditioning solutions for small spaces. deep freezers. PUF insulation expertise finds use in a wide range of applications such as Air Handling Units. reach-in coolers and mortuary chambers. it also helps us understand the cooling requirements of a diverse range of applications.

It has diverse experience and have a deep understanding of the demands on air-conditioning and refrigeration in each industry. taste or chemical composition. 13 .Having been the leaders in commercial refrigeration. touch. telecom and the dairy industry. IT/ITES. restaurants. including hotels. we have a wide range of products catering to various small and large scale industries Cold storages Blue Star’s Cold Storage Division offers us a wide range of cooling and preservation solutions. pharmaceutical industries. feel. seafood and other similar industries. This knowledge and domain expertise has helped in designing and manufacturing a range of specialized products which ensure that critical applications work seamlessly. Solutions tailored made to suit any industry that requires storage of perishable produce over extended periods of time without suffering any loss of quality – be it in look. and eateries. food processing units. as well as the dairy and hospitality sectors. Specialty Cooling Products Blue Star has developed specialized products for process applications. Industries that find Blue Star’s cold storage solutions enormously useful include the agriculture sector including horticulture and floriculture units. manufacturers of fresh produce of any kind.

Some of Blue Star’s products 14 .

Blue Star products are most preferred in the domestic market because of energy efficiency features. Patran. Rhino. Flow Mechanica and Moldflow. CATIA. Alias. Solid Edge. R&D at Blue Star also handles customer specific requirements. In the offer. Fluent. Pro Mechanics. Blue Star also believes in associating itself with leading global organizations that have done path breaking work in the field of innovations. our products are designed to suit the specific local conditions. where individual projects are executed. The company also has tie-ups with reputed companies for knowledge sharing and technical institutions like IIT. All our factories are equipped with robust R&D facilities and a lot of importance is given towards continuous up gradation. Ansys. Considering the shortfall of Electricity supply. R&R. Currently R&D team constitutes nearly 20% of the manufacturing division work force. Femap. Software that R&D team has deployed and which is used on a regular basis .7 RESEARCH & DEVELOPMENT Blue Star offers complete engineered products and solutions with differentiated features. Solid Works. HTRI. 15 . Hypermesh. Mechanical Desktop. R&D team is encouraged to update with the latest techniques and processes in the field and thus are sent to various exhibitions / site visits across the globe. This is possible due to extensive research and development that goes behind the products. With the extent of climatic conditions varying across the nation. Mumbai. all the products are designed for energy efficiency. air handling unit selection and heat exchanger optimization. IDEAS. AutoCAD. which require tremendous amount of expertise in that particular domain. they are widest range of products for varying applications. Nastran.1.Pro-Engineer. Consultants from various industries are also hired for specific industrial design projects. This is a testimony to the significance that R&D has in the product development process at Blue Star. Software packages including those for system design.

Rheem. General Electric Corp of USA provides Motors. Through this partnership. The foray in precision equipment business was achieved with support from Eaton Williams. For instance. Blue Star sources its Switchgears from Siemens. Blue Star has built a strong network of suppliers around it.1. Not only that. but also shared technical expertise.9 BUSINESS ASSOCIATES In keeping with its win-win approach. Blue Star now manufactures Precision Control Packaged Units for domestic and global markets. Over the years. but as business partners and tries to build long term associations that are profitable both to the suppliers and to Blue Star. while Hanbell of Taiwan supplies Screw Compressors. USA not only provided technical support for building the world class Dadra manufacturing unit. It has been able to leverage this expertise and learning to manufacture its own Chillers. the company also helps in the development of its smaller suppliers by providing various business related and technical inputs to them. 1. Blue Star treats its vendors as not just suppliers. USA and Heat Craft for Freezing Units. Compressors from Danfoss of Netherlands and Refrigerant from DuPont. Blue Star had tied-up with Kolpak. Blue Star has been able to command a leadership position in the domestic market. For Cold Rooms. Copeland of USA assists in System Design. since the vendors are also manufacturers. In line with this thought. Blue Star initially tied-up with York in the mid 1980s.8 TECHNOLOGY ASSOCIATES Blue Star has associated itself with global knowledge partners who have been leaders in specific product manufacturing. many of whom are world leaders. We now manufacture our own range of Screw. For instance. Blue Star has entered into long term arrangements with its key suppliers. Scroll and Process Chillers. they will benefit from some of the 16 .

Also. Blue Star has educated a number of small vendors on the importance of ISO certification and encouraged them to get certified within a certain time period. it ensures that the suppliers walk side-by-side with Blue Star on the path to growth.good manufacturing practices that Blue Star adopts. 17 . This approach has greatly boosted the morale of vendors and firmly bonded them with Blue Star.

10 BLUE STAR ESTABLISHMENTS 18 .1.

MARKETING ACTIVITIES AND MANAGEMENT IN BLUE STAR 19 .2.

All the manufacturing facilities are ISO 9001: 2000 certified. and are powered through integrated Enterprise Resource Planning (ERP) software. Blue Star also offers unitary products such as window and split air conditioners. Oman and Kuwait. deep freezers. Qatar. On offer it has a comprehensive range of products such as chillers with screw and hermetic scroll compressors. cold rooms. EXPORTS Blue Star has been exporting its products to the Middle East for over two decades.1. Variable Refrigerant Flow (VRF) Systems with digital scroll technology and process chillers with frequency modulation. most of the products go through stringent tests on reliability and performance in our test labs. SUPPLY CHAIN MANAGEMENT Rapid growth coupled with volatility of input costs necessitated an agile and adaptable supply chain. Moreover. 20 . duct able packaged and duct able split air conditioners including the heat pump versions. These world-class products are manufactured at our state-of-the-art manufacturing facilities in India.2. water coolers and specialized air conditioners for precision control applications. The Blue Star focused on both the efficiency and responsiveness of all aspects of the supply chain by improving all round execution capability. a wide range of air handling and fan coil units. Blue Star products have stood the test of time in some of the most difficult climatic conditions in the world such as UAE. Bahrain. 2. A combination of short term and long term view along with the support of business associates helped the Company tide over the uncertainty and turbulence of increasing input costs.2. The supply chain adequately met the increased demands of the market place supporting greater channel and project business success.

The Company has established a Channel Management Centre to oversee the policy framework. multi-product dealers.2.3. 21 . Systems dealers were also put through a Sales Management training program in order to enhance their sales competence. which are simple to install. On the other hand. During the year. A few are multi-brand. These dealers are provided technical expertise. certification and development of dealers and also put in place a Training Department for training channel partners. are sold through a larger network of approximately 600 dealers. A Management Development Program (MDP) for systems dealers was held to impart the essentials of managing a business professionally. Most of them deal exclusively with Blue Star products in the HVAC domain. CHANNEL DEVELOPMENT Blue Star has around 180 systems dealers who exclusively deal in the Company's systems businesses consisting of packaged air conditioning and cold rooms. installation and service competence of a high order. room air conditioners and refrigeration products. the Company implemented a number of initiatives in order to strengthen the competence of the dealer channels and make them more robust.

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3. HUMAN RESOURCE MANAGEMENT IN BLUE STAR 24 .

and the Company subsidizing the medical insurance premium for dependent parents. the Company increased its total head count to 2565 (including the absorbing of 124 employees from Nasser Electricals) as on March 31. Organizational productivity continued to grow in terms of sales per person and value added per person.Blue Star takes pride in the fact that the invaluable technical and business knowledge it has acquired in 65 years as an organization in the field of air conditioning and refrigeration is perhaps the richest in the country. The focus on people development continued at the same pace with special attention to developing the technical skills of dealers and business associates. the Company decided to provide a corporate focus by creating a new department called 'Environment. Health & Safety (EHS) has gained relevance as a new management discipline in recent times. annual medical check-ups for employees above the age of 40 years. Environment. A 360-degree feedback system continued to be used to measure behavior of Senior Managers pertaining to the Corporate Values and Beliefs. The EHS Department will be responsible for creating standards and conducting workshops to sensitize all employees and business partners on the EHS norms to be followed in the course of business. During the review period. an increase of 18% over the previous year. The Welfare initiatives include providing life insurance cover to all employees through HDFC Standard Life Insurance. This program is intended to create an awareness of. and strengthen the Blue Star Way of working. In order to improve its performance in the EHS domain. In order to sustain the positive culture of the Company. 2008. Health & Safety'. a new corporate program was introduced called 'The Blue Star Way'. Training in soft skills for Blue Star employees was enhanced with the introduction of some new training programs. The Mohan T Advani Education Trust disbursed scholarships to employees' children pursuing higher 25 . while Net Sales grew by 39%. with the substantial increase in business volume.

Social initiative Blue Star firmly believes that organizations must look beyond making profits and should contribute to the development and welfare of the society. In fact. All Blue Star reciprocating chillers already use HCFC-22 refrigerant which is friendlier to the environment than the older R-12. The Company actively promotes wider use of large refrigeration systems using ammonia as the refrigerant. This attitude is most evident in the outreach initiatives organized by Blue Star's factories. As a matter of fact.professional education while Blue Star Sahayata Foundation extended financial assistance to a number of deserving cases for mitigating emergency medical expenses. 3. Harmonious and constructive relations between the Management and workmen helped to maintain a cordial work atmosphere and achieve business growth. Blue Star is one of the few companies selected in India for funding by "The Multilateral Fund for the implementation of the MONTREAL PROTOCOL". sponsoring health check- 26 . CORPORATE SOCIAL RESPONSIBILITY Eco friendly initiative Blue Star has made significant progress towards minimizing and even eliminating the environmental hazards resulting from CFCs in certain refrigerants used for cooling. the safe refrigerant replacing CFC-11. Blue Star factories take active participation in providing temporary shelters and essentials for the victims of an earthquake. Blue Star also markets absorption chillers which use water as refrigerant. USA.1. Blue Star has already introduced 'ozone friendly' centrifugal chillers using HCFC-123. Blue Star is a member of the International Institute of Ammonia Refrigeration.

RISKS AND CONCERNS Risks The Company has in place an effective Risk Management framework under which all internal and external risks across the various businesses and functions are periodically identified. As a responsible organization. increasing size and complexity of contracts and competitive pressures. the overall 27 . The Company continues to satisfactorily address the various financial risks relating to interest rates. exchange rates and credit risks as well as operating risks arising out of high input costs. special ETP plants are installed to dispose off the wastes generated. These processes are also periodically reviewed to ensure their effectiveness. assessed and acted upon by the risk owners to minimize and mitigate their impact. 3. The families of operators are an integral part of social development.2. financial and investment matters. all our factories are designed for rain water harvesting. Trees have also been planted on a proactive basis even outside the Blue Star factories. customer preferences. Additionally. The family members are also imparted training on diverse subjects. They are taught English as well. Blue Star gives them appropriate advice on personal matters. Concerns While the strong fundamentals of the Company and it's sound financial base have placed it in a strong position to face the vagaries of the market. changes in technology.ups and health education programs in local schools. Environmental initiative Blue Star's factories have been exquisitely landscaped with lawns and flowering plants dotting the campus.

time tested HR practices such as setting the performance objectives at the beginning of the year. Blue Star offers the following advantages: • There are well designed induction and technical orientation programs.3.uncertain economic scenario coupled with local and global inflation and the high price of oil are causes for concern and consequently a slow down in the economy could impact the growth of the Company to some extent in the coming year. The Company will continue to remain vigilant and will proactively take steps to mitigate the adverse impact. reviewing employee performance every year through an annual appraisal system and an annual compensation review based on market surveys. The Corporate HR runs a menu of non-technical soft skills training programs such as Business Communication Skills and Business Etiquette. Blue Star also has a fairly attractive incentive scheme wherein. arising out of these concerns. the employee gets an incentive based on his department’s performance coupled with his own performance rating. From a prospective employee point of view. EMPLOYEE DEVELOPMENT The benefit of a mature business organization with 65 years of operational excellence is that there are several good systems in place. There is a Corporate Technical Training Organization which delivers a variety of technical training programs for the AC&R business. In addition to a market aligned salary structure. if any. Engineers who join the Electronics Division get a chance to go abroad for training with the Principals. 3. 28 . • The Blue Star Company has many well designed.

these certificates also become a yardstick for measuring employee performance. • Last. which is founded on a set of values and beliefs which have evolved over time. graduate engineers can look forward to entering real managerial grades within 4 to 5 years. In the long term. thanks to its positive work culture. In addition to that. The Company has an excellent track record of employees working for many decades with the Company. Ahmedabad.• Typically. Blue Star rightly boasts of the Blue Star Way. play sports and participate in community development initiatives. • The company lays stress on continuously upgrading the skills of operators. This helps in the overall development of the individual and improves performance. so that they keep increasing their productivity in the face of changing manufacturing practices. secular organization. 3. he is exposed to a variety of management education programs including some programs at IIM. engineers (graduate as well as diploma) can find technically satisfying and well paying jobs in the following areas of Blue Star 29 . CAREER AT BLUE STAR Since engineering and technical expertise are at the heart of the Blue Star value proposition. Learning through cross functional activities is encouraged. engineers constitute the bulk of Blue Star’s recruitment. Once an employee enters the managerial grade. but not the least. Operators are put through training programs. staff members and operators are encouraged to exercise yoga. These beliefs have made Blue Star a highly respected.4. on passing which they are given certificates. Kaizen and 5S are an integral part of all factory operations. In today’s high attrition market. the Company continues to enjoy the privilege of retaining many of its employees for many decades. Consequently.

refrigeration products and cold storages are mostly executed through licensed channel partners. Careers can be made broadly in 3 disciplines viz. Quality and Reliability and Procurement. Blue Star also entered the commercial building electrical business since 2008. 30 . electrical engineers (graduate and diploma) can also find careers in the Electrical Projects Manufacturing: Blue Star manufactures a wide range of air conditioning and refrigeration equipment at its five factories. Air-conditioning & Refrigeration Service Division: Here again. Service Delivery and Service Specialists’ Group. engineers constitute the bulk of recruitment. Channel Businesses Packaged air conditioners.Air conditioning Projects Division: Mechanical engineers are deployed in 3 different disciplines i. Sales. Consequently.e. careers can be made in R & D. Production. room air conditioners. Manufacturing Engineering. Consequently. Service Marketing. Design & Engineering and Construction. electrical and electronics engineering can find rewarding careers in Blue Star’s manufacturing group. Graduates as well as post graduates in mechanical. Production Planning. engineers as well as MBAs with an aptitude for marketing can develop satisfying careers in any of the channel businesses. Here.

the Company has well structured management service departments such as Procurement & Logistics.5. ORGANIZATIONAL STRUCTURE 31 . 3.Management Services: Like in all large corporate. Blue Star looks for talented professionals with appropriate qualifications for these departments. Finance and Accounts and Human Resources.

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

Training & Development at Blue Star 33 .4.

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

Competencies and skills that are need to perform the job. Individual analysis. These processes form a continuous cycle which always begins with a needs assessment. Training need The needs assessment is the first step in the establishment of a training and development Program.To be effective and efficient. The first step in designing a training and development program is to conduct a needs assessment. the training manager must analyze as much information as possible about the following: Organization and its goals and objectives. Need Assessment Organizational Analysis Task Analysis Individual Analysis 35 . where. Jobs and related tasks that need to be learned. Individuals who are to be trained There are three levels of needs assessment: 1. Organizational analysis 2. the selection and design of instructional programs. 4. It is used as the foundation for determining instructional objectives.1. what. all training programs must start with a needs assessment. why and how of training.1. Long before any actual training occurs. To do this. the training manager must determine the who. when. the implementation of the programs and the evaluation of the training provided. Task analysis 3.

costs of materials. grievances. Plans for reorganization or job restructuring. quality of products. absenteeism. mission statements. short term sickness. down time. Organizational goals (how effective is the organization in meetings its goals). late deliveries. resources available (money.1. Political trends such as sexual harassment and workplace violence. Analysis of efficiency indices: costs of labour. Annual report. turnover rates. Changes in equipment. The organizational analysis identifies: Environmental impacts (new laws and regulations) State of the economy and the impact on operating costs. Increasing global/world market places. accidents. organizational climate indices: labor/management relationships. waste. and responsibility for outcomes). available expertise within the organization). production rates. technology or automation. facilities. The information needed to conduct an organizational analysis can be obtained from a variety of sources including: Organizational goals and objectives. Skills inventory: both currently available and short and long term needs. Changing technology and automation. strategic plans. suggestions. repairs. equipment utilization. Staffing inventory. Climate and support for training (top management support. succession planning. Changing work force demographics and the need to address cultural or language barriers. observations of employee behaviour. 36 . productivity. materials on hand and current. costs of distribution. long and short term staffing needs. attitude surveys. employee willingness to participate. Organizational analysis Organizational analysis looks at the effectiveness of the organization and determines where training is needed and under what conditions it will be conducted. customer complaints.

of upper management. Analysis of operating problems-.Audit exceptions.A more detailed list of specified tasks for each job including Knowledge. There are a variety of sources for collecting data for a task analysis: Job description-. skills. quality control. Performance standards-. Planning systems. Employee attitudes and satisfaction. Perform the job. 2. Review literature about the job-. Observe the job/sample the work. waste. reward systems. of the supervisor. KSA analysis-. attitudes and abilities needed to achieve optimum performance. If an accurate job description is not available or is out of date. late deliveries.Research the "best practices" from other companies.Objectives of the tasks of the job and the standards by which they will be judged. 37 . Attitudes and Abilities required of incumbents. This is needed to identify performance discrepancies. Task analysis Task analysis provides data about a job or a group of jobs and the knowledge.A narrative statement of the major activities involved in performing the job and the conditions under which these activities are performed. one should be prepared using job analysis techniques. Job inventory questionnaire-. Delegation and control systems. Skills.Of the incumbents. repairs.Evaluate tasks in terms of importance and time spent performing. Ask questions about the job-.Down time. review professional journals.

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

Questionnaires -. The need assessment can also be used to assist with: • Competencies and performance of work teams. Individual analysis Individual analysis analyzes how well the individual employee is doing the job and determines which employees need training and what kind. product quality. • Problem solving or productivity issues.Up-to-date listing of current skills. • The need to prepare for and respond to future changes in the organization or job duties. Sources of information available for individual analysis include: Performance evaluation -. needs 39 . Work samples -.Written form of the interview. This need is generally described as a gap between what is currently in place and what is needed. Current and desired job performance. motivation. Performance problems -. now and in the future. equipment utilization. supervisor and employee. Ask employee about what he/she believes he/she needs to learn. tests. down time. satisfaction. Existing and desired competencies and skills. accidents.Productivity.Observe products generated. Observation -.Measures morale. Attitude surveys -. Thus "need” that is identified in several ways as discussed above. repairs. The results of the needs assessment allows the training manager to set the training objectives by answering two very basic questions: who. grievances. if anyone.Identifies weaknesses and areas of improvement. waste. Interviews -.3. Gaps can include discrepancies/differences between: What the organization expects to happen and what actually happens.Talk to manager. absenteeism or tardiness. customer complaints.Observe both behavior and the results of the behavior. must measure job-related qualities such as job knowledge and skills. Checklists or training progress charts -.

As discussed earlier. Hence BSIL organized an IT workshop to provide training to the employees on the new software system. The training programs can be classified in the below categories for the sake of content development: • • • Existing training programs New training programs Outsourced training programs Existing Training Programs Blue Star The method of evaluation is discussed later in the report. On the basis of the feedbacks of the employees. removing obstacles and checking job fit. Sales training is designed in consultation with the president of the sales department. arranging consequences. These needs form the basis for the content development of the training programs. senior managers play a very important role in development of training needs.training and what training is needed. New training Programs The new training programs are developed at BSIL in consultation with respective departmental heads. The training programs are also evaluated and modified to meet the changing technological needs. Some performance gaps can be reduced or eliminated through other management solutions such as communicating expectations. 4.2. providing a supportive work environment. these training programs are modified accordingly. Content Development The next step in training cycle of BSIL is the content development.1. The Personnel and Administration department also plays an important role in determining the content of the training programs. in recent times BSIL management decided to switch from certified Microsoft Office software applications in their systems to Open office system. 40 . For instance. Sometimes training is not the solution.

work culture and environment. They are recruited as Graduate Engineer Trainees ( GET). Trainees sent of experimental basis 5. Cost b. Coordination and Delivery The Personnel and training department has 3 basic questions in mind to plan and deliver the training. Short listing of institutes on the following parameters: a. Methodology of training c. 4. BSIL recruits fresh engineers directly from college. Evaluation on basis of feedback from these trainees 6. the induction training is divided into 2 categories: • Induction for experienced employees • Induction to freshers The induction given to experienced employees is more related with Blue Star’s policies. These questions are as below: Who to train? When should the training be given? Where should the training programs be conducted? Who to train? Certain training such as induction training are provided to all new employees. The training program is generally fixed for all the GETs and lasts for around one month so that the GETs get a complete experience before they begin with their work.1. 2. Finalizing of Training institute. However.Outsourced Training Programs For the training programs that are outsourced. Duration 4. Evaluation of the institutes by the manager 3. The induction training given to GETs includes both technical training as well corporate training. Pioneer institutes giving training on the subject are selected. Since the technical expertise is already available. the induction training is supposed to lay a greater emphasis on getting the employee acquainted with BSIL as a corporate entity. technical training is generally outsourced to specialized technical institutes. Since training on technical aspects is a must of the employees. 41 . BSIL follows a pattern for evaluation of the content of the training. The following process is adopted for selecting a particular institute: 1.3.

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

the servicing has to be done by the service engineers of BSIL. Classroom training is preferable for behavioral training such as Impression management. the employees can transfer the knowledge among their colleagues. the engineers need to be trained on these equipments. Presentation skills. Training Institutes The training in this case is given in the institutes itself. Me2We etc. outcome. Hotels/ Foreign Trips Certain trainings are also provided in Hotels. They act as a good stress reliever. • These two constitute monitoring 43 . and impact.2. since on returning. • Formative evaluation provides ongoing feedback to the curriculum designers and developers to ensure that what is being created really meets the needs of the intended audience. This also reduces the cost for BSIL. Generally there are 4 kinds of standard training evaluation: formative. The training is carried out in a period of two to three days. Such type of training includes both classroom training as well as practical training. One such instance is the training provided on specialized chillers which are imported and then installed in India. Meals are provided to the employees in the hotels. process.4. Evaluation of Training Evaluating the Training (includes monitoring) addresses how one determines whether the goals or objectives were met and what impact the training had on actual performance on the job or in the community. 4. 3. Sometimes. Process evaluation provides information about what occurs during training. the employees are also sent abroad for training. where a training room is booked. Since.1. This includes giving and receiving verbal feedback. This increases the cost of training. Training in Hotels and foreign countries also serve as a means of relaxation or a break from the daily activities of the employees.

educational strategies development. design. The most influential framework has come from Kirkpatrick. etc. Impact determines how the results of the training affect the strategic goal e. These four levels are widely known as reaction. • These two constitute what is usually referred to as evaluation or final evaluation Various frameworks for evaluation of training programs have been proposed under the influence of these two approaches. Kirkpatrick (1959) CIPP Model (1987) IPO Model (1990) 1. availability of materials..g. Input. On the other hand. Output. Process: embraces 2. Process. and Input.• Outcome evaluation determines whether or not the desired results (e. Outcome (IPO) Model. appropriateness of training. and results. Kirkpatrick’s model (1959) follows the goal-based evaluation approach and is based on four simple questions that translate into four levels of evaluation. and most likely to achieve delivery of training the desired result programs 44 . Situation: collecting pre-training data to ascertain current levels of performance within the organization and defining a desirable level of future performance 2. TVS Model (1994) 1.g. Context: obtaining information about the situation to decide on educational needs and to establish program objectives 2. Input: evaluation of system performance indicators such as trainee qualifications. the most influential models include: Context. Learning: to assess whether the learning objectives for the program are met 2. learning. Kirkpatrick’s work generated a great deal of subsequent work. health promotion goal of reducing the incidence and prevalence of HIV/AIDS. Process. Training Validation System (TVS) Approach. Product (CIPP) Model. what participants are doing) of applying new skills were achieved in the short-term. Input: identifying planning. Intervention: identifying the reason for the existence of the gap between the present and desirable performance to find out if training is the solution to the problem 1. behavior. under the systems approach. Reaction: to gather data on participants reactions at the end of a training program 1.

Reaction of the trainee. Outcomes: longer-term results associated with improvement in the corporation’s bottom line. it was decided to use Kirkpatrick’s model for evaluation of the training programs at Blue Star. Process: assessing Gathering data the implementation resulting from the of the educational training program interventions 4. Behaviour: to assess whether job performance changes as a result of training 4. 45 . 3. The four levels of the model formed the basic information needs. improved quality of work. Value: measuring differences in quality. The four levels of Kirkpatrick's evaluation model essentially measure: 1.3. Results . The questionnaire is attached in Annexure 1. Learning . service. etc.the resulting increase in knowledge or capability 3. Product: gathering information regarding the results of the educational intervention to interpret its worth and merit 4. Results: to assess costs vs. Impact: evaluating the difference between the pre. all of which can be expressed in terms of dollars After considering the advantages and drawbacks of all the four techniques. or sales. productivity.and post-training data 4.e. increased quantity of work. a questionnaire was prepared.the effects on the business or environment resulting from the trainee's performance The advantages to a Level Four evaluation are as follows: Determine bottom line impact of training Tie business objectives and goals to training On the basis of the model.extent of behavior and capability improvement and Implementation/application 4. 3. competitiveness. Other information needs were developed from these.its profitability..what they thought and felt about the training 2. Behavior . etc. organizational impact in terms of reduced costs. benefits of training programs. Output: 3. i.

On-job Training 3. the job and the business. Induction Training Induction Training at Blue Star is given to all the newly recruited employees. such as training. the surroundings.The training at Blue Star was divided into three categories as below for the purpose of the survey: 1. promotion and health and safety Business rules and procedures Arrangements for employee involvement and communication Welfare and employee benefits or facilities and its • • • • • • The induction program should be drawn up in consultation with all of the following: • • Senior management (including directors) Supervisors or line managers 46 . Induction Training 2. Usually induction involves the new employee meeting and listening to different people talk about aspects of the business. Training Module & Courses 1. The purpose of the induction period (which may be a few hours or a few days) is to help a new employee settle down quickly into the job by becoming familiar with the people. The following items are covered in induction programme at Blue Star: • Introduction to the business/department personnel/management structure Layout of the buildings (factory / offices) Terms and conditions of employment (explaining the contract of employment) Relevant personnel policies.

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

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

The next chapter speaks in details the finding and analysis of the survey. so that each aspect of training was covered.• Behavioural ― BSW.I ― General Management Program • Others ― CIP The questionnaire for evaluation of the training at Blue Star was divided into the above three categories. 49 .I ― BSW-II ― Me2We ― Presentation Skills ― Interpersonal & Written Communication ― Conflict Management ― Impression Management ― PEAK • Managerial ― MDP.

5. Finding And Analysis 50 .

Table 1: Duration of Induction Training Duration Adequate strongly agree somewhat agree Grand Total Designation manager Service Engineer 28.00% ` Service Engineer manager 40.5.00% Designation 50.00% 90.00% 57.43% of all the respondents interviewed in the survey strongly felt that the duration of the induction training. 51 .14% 42.00% 0.57% 42.57% 0. is adequate.00% 60.57% 100.00% Chart 1: Duration of Induction Count of Duration Adequate 100.00% strongly agree Duration Adequate somewhat agree Thus. it can be concluded that the duration of the induction program organized at BSIL is considered to be of sufficient duration by the employees. which lasts for two weeks.1. All the service engineers responded that the training duration was adequate.00% 20.43% 28.00% 30.00% 70.00% 10.00% 80.86% Grand Total 71. INDUCTION TRAINING Duration The following table shows that 71.86% 28.

00% 90.Periodic Evaluation of Induction Training The following graph indicates that 57 % of all the respondents only somewhat agreed that continuous evaluation of training was conducted.00% 30.00% 60.00% 0. Both the responses showed an equal proportion of managers and service engineers.00% Designation 50.00% 70.00% strongly agree somewhat agree Evaluated &Improved Neither Agree Nor disagree The responses indicate that there is a scope for improvement in this aspect. To achieve this.57% of the respondents did not have any opinion. 28. 52 .00% 80.00% 20. Induction training should be able to meet the ever changing needs of the organization and the industry.00% 10. Chart 2: Periodic Evaluation of Induction Training Count of Evaluated &Improved 100.00% Service Engineer manager 40. it is necessary to carry out frequent evaluation of the induction training and fine tune the training program accordingly.

00% 70. Clear objective statement and linking training to actual work can help in removing these obstacles.Understanding of skills and knowledge expected to acquire The graph below indicates that more number of service engineers had a clear understanding of the skills and knowledge they were expected to acquire from the induction training.00% 10.00% 0.00% Strongly agree understanding of skills Somewhat agree Thus. it can be concluded that managers have a less clear understanding of the skills they are expected to acquire from the induction training as compared to the service engineers.00% Service Engineer manager 40.00% 20. A greater percentage of managers (42%) only somewhat agreed about the clear understanding of the skills and knowledge they were expected to acquire.00% 60.00% Designation 50.00% 80. Chart 3: Understanding of skills and knowledge expected to acquire Count of understanding of skills 100.00% 30. 53 .00% 90.

00% Chart 4: Understanding of skills and knowledge expected to acquire Count of understanding of skills 100.57% 42.29% 42.14% Service Engineer 14.00% 60.57% 71. It also enables the trainees to link the training to the actual work.00% 20.29% 28.00% 80. the HR department can also provide information regarding transportation and food arrangements for the trainees.00% 70.Briefing by HR department before the training The following table indicates that more than 70% of the respondents only somewhat agreed to the briefing conducted by the HR department before induction training.00% Designation 50.86% 57. This helps in developing a positive attitude towards the training and the organization.86% Grand Total 28.00% Service Engineer manager 40.00% 0.00% 10. This is also supported by the graph below. Table 2: Briefing by HR department before the training Designation Briefing by HR dept Strongly agree somewhat agree Grand Total manager 14. The proportion of managers and service engineers was almost equal. 54 .00% Strongly agree understanding of skills Somewhat agree A briefing by the HR department helps in understanding the objectives of the training program.00% 30.43% 100. Besides.00% 90.

29% 28. About 43% strongly agreed to the statement that the quality of training was excellent.00% 90.29% 57.00% 20.14% 100. Table 3: Quality of Induction Training quality of training Strongly agree somewhat agree Grand Total Designation Service manager Engineer 14.86% 57. This is also supported by the graph.00% Strongly agree quality of trg somewhat agree It can be concluded that a higher percentage managers only somewhat agreed to the excellent quality of training offered.57% 42.00% Chart 5: Quality of Induction Training Count of quality of trg 100. More percentage of service engineers (28%) strongly believed about the excellent quality of induction training as compared to managers.00% 0.00% 80.00% 30.00% Service Engineer manager 40.00% 10. 55 . A better identification of training needs at the manager level can provide a means to provide better response from the managers.86% Grand Total 42.Quality of Induction Training.14% 42.00% 60.00% 70.00% Designation 50. The following table indicates that a higher percentage of the respondents (57%) only somewhat agreed to the statement that the quality of training provided at BSIL was excellent.86% 14.

00% 0.5. This identification of strengths and weaknesses is a very important aspect of on-job-training.43% of the respondents were only somewhat satisfied with their superiors’ efforts to identify their strengths and weaknesses as a part of the on-job-training.00% Service Engineer manager 40.29% 57.86% Grand Total 71. The remaining 28.86% 14.00% 20.57% 100.57% were very satisfied by their supervisors’ efforts.43% 28.00% 30.00% Somewhat Satisfied supervisors identify s&w Very Satisfied A substantial portion of the respondents were only somewhat satisfied with their superiors’ efforts to identify their strengths and weaknesses. but also shapes his or her attitude towards the supervisor and towards the organization.00% 80. 56 .00% Designation 50.29% 42.57% 14. ON JOB TRAINING Supervisor’s efforts to identify strengths and weaknesses The following table shows that 71.00% 60.14% Service Engineer 28. Table 4: Supervisor’s efforts to identify strengths and weaknesses Designation supervisors identify strengths & weaknesses Somewhat Satisfied Very Satisfied Grand Total manager 42.00% 10.2.00% Chart 6: Supervisor’s efforts to identify strengths and weaknesses Count of supervisors identify s&w 100.00% 70.00% 90. It not only shapes the way a trainee develops practical experience.

00% somewhat satisfied mentoring from seniors very satisfied The high percentage of very satisfied respondents shows that the mentoring received at Blue Star is of high quality and the seniors are knowledgeable and experienced employees. As indicated in the graph below.29% 28.00% Designation 50.14% 100.00% 30.86% Grand Total 42. Table 5: Mentoring Received from seniors mentoring from seniors somewhat satisfied very satisfied Grand Total Designation manager Service Engineer 14.00% 80.14% 42.00% 70. 57 .86% 57.86% 14.00% 10.00% Service Engineer manager 40. a higher percentage of managers (42%) were very satisfied with the mentoring as compared to the service engineers. The remaining 42% were also somewhat satisfied with the mentoring received.00% 20.00% 0.57% 42.00% Chart 7: Mentoring Received from seniors Count of mentoring from seniors 100.00% 90.00% 60.29% 57.Mentoring Received from seniors The table below shows that more than half of the respondents (57%) were very satisfied with the mentoring they had received from their seniors.

An interesting fact is that all of the 14% were service engineers. However.86% Grand Total 14.29% 100.00% 0. Table 6: Management support for employee’s efforts to improve weaknesses Designation manager Service Engineer 0. 14 % of them were somewhat dissatisfied to the management’s support.29% 71.00% 70.00% Service Engineer manager 40.00% 60.Management support for employee’s efforts to improve weaknesses The table below indicates that 71% of the respondents were somewhat satisfied with the managements support to the employee’s efforts in improving his or her weakness. Mangers were generally satisfied with the management’s support.00% 90.43% 14.29% 0.29% 42.14% 42.00% 57.00% Somewhat dissatisfied Somewhat satisfied mgts effort to improve Very satisfied Though a substantial number of respondents were satisfied with the management’s support.00% 80.00% 14.00% 20. 58 .00% 30.57% 14.00% Somewhat dissatisfied Somewhat satisfied Very satisfied Grand Total Chart 8: Management support for employee’s efforts to improve weaknesses Count of mgts effort to improve 100.00% Designation 50.00% 10.86% 28. the fact that some were dissatisfied and all of those dissatisfied were service engineers is a matter that needs to further inspection.

00% 10.00% 70.00% Designation 50. behavioral and Managerial training provided is in line with the industry practices and also related to the roles and responsibilities of the employees.00% 20.00% Neutral Somewhat relevant relevance Very relevant It can be concluded that the course trainings provided at BSL is very relevant to the practical job. Chart 9: Relevance of the topic to job Count of relevance 100.00% 30.00% 90.3.00% 0. 84 % of the respondents found the course training to be relevant to their jobs on some or at a strong level.00% 80. Only 14% of the respondents remained neutral.00% Service Engineer manager 40. TRAINING MODULE OR COURSE EVALUATION Relevance of the topic to job The graph below shows that about combined together. 59 .5. The functional. All of the 14 % were managers.00% 60.

00% 20.00% 70.00% 10.86% Grand Total 14.86% 57. The high level of responses favouring the advance level of the programs is a good sign of the success of these specialised courses. Even the trainees are specially handpicked by managers.29% 0.86% 42.00% 80. a certain level of advancement is expected from these programs.00% 30. The respondents who felt that the training was advanced consisted of equal percentage of managers and service engineers. managerial and other specific training programs.29% 85. behavioural.00% 60. Only a 14 % felt that the instructions were neither too basic nor too advanced.00% Service Manager 40.71% 100.00% Chart 10: Level of instruction Count of level of instruction 100.00% 90.14% 42.00% 42.00% Neutral level of instruction advanced The course training includes functional. These courses are specially designed to meet the customer and industry requirements. Hence. 85% of the respondents felt that the level of instruction at the course training was advanced.00% 0.00% Designation 50. 60 . Table 7: Level of instruction level of instruction Neutral Advanced Grand Total Designation Manager Service Engineer 14.Level of Instruction As indicated in the table below.

43% 100. All the service engineers felt that the topics covered were very comprehensive.00% Designation 50.00% 20.00% 28.00% 80.57% 71.00% 10.14% 42.57% 0.00% 30. 61 .86% 57.Lecture Coverage The following table indicates that 71.00% 90.00% Comprehensice lecture coverage Very comprehensive The high percentage of respondents voting for the lecture coverage being very comprehensive shows that the training courses at BSL cover all aspects of the topic being covered.86% Grand Total 28. This provides the trainees with an in-depth knowledge of the subject and makes them perform better in the application of the concepts.00% 0.57% 42.43 % of the respondents felt that the topics covered in the lectures of training courses were very comprehensive.00% 60.00% Chart 11: Lecture Coverage Count of lecture coverage 100.00% 70. Table 8: Lecture Coverage lecture coverage Comprehensive Very comprehensive Grand Total Designation Manager Service Engineer 28.00% Service Engineer Manager 40.

00% 80.Time allotment The following figure indicates that 43% of the respondents felt that the time allotted to the topics covered in the training courses were neither too short nor too long. 28% of the respondents believed that the time allotted was long. felt that the time allotted was too long. 14% of the respondents.00% 0. The trainees are employees and each hour spent is a cost to the company in terms of the productivity. all of who were service engineers. introspection in this matter would certainly help the company in reducing the unproductive time of the employees.00% Service Engineer Manager 40. Chart 12: Time Allotment Count of time allotment 100.00% Short Neither Long Neither Short time allotment Long Too long Around 42% of the respondents (28% managers and 14% service engineers) felt that the time allotted was more than required.00% 60. 62 . All the respondents in this group were managers.00% 70.00% 20.00% 10.00% Designation 50.00% 30. Thus.00% 90.

86% 42.00% Chart 13: Emphasis on Detail Count of emphasis on details 100.29% 14.00% 30.29% 100.14% Service Engineer 14.00% 10.00% 57.00% 0. Table 9: Emphasis on Detail Designation emphasis on details Adequate Detailed Too detailed Grand Total manager 28. 14% of the respondents.00% Service manager manager 40.Emphasis of detail The following table shows that 42% of the respondents felt that the emphasis on detail in the training courses was adequate. believed that the training courses provided too detailed emphasis on the topic.57% 28.86% 14.00% 90.00% 70.29% 42.00% Adequate Detailed emphasis on details Too detailed A high percentage of respondents (more than 80%) felt that the training programs were either adequate or detailed. An equal percentage felt that the training courses provided a detailed emphasis on the topic being covered.00% 60. who were all service engineers. 63 .00% Designation 50.00% 20. This is a good indicator of quality of the training courses.29% 14.57% 0.00% 80.86% Grand Total 42.

00% 0.00% Service Engineer Manager 40. From more than half of the respondents voting for the training being very practical. Chart 14: Practicality of Training Courses Count of Treatment of topic 100. it can be concluded that courses directly affect the performance of the employees in their daily activities. This group had equal representation from managers as well as service engineers in terms of percentage.00% 30.Practicality of Training More than half of the respondents felt that the training programs were very practical and directly related to the work that they were doing. The trainee should be able to relate the topic to the daily work activities and apply the concepts to increase the productivity and customer satisfaction.00% 80.00% 10.00% 20. 64 .00% 60.00% 90.00% Practical Treatment of topic Very practical One of the most important requirements of any training undertaken at an organization is applicability of it in practical situations.00% Designation 50.00% 70.

were as below: Team Work Business Communication Time Management Factory visits and practical problem 65 .4. The most important concepts learned from the training programs.5. as identified by the employees. The training has given a new tool in employee’s hands to deal with the day to day work activities and face challenging problems effectively and efficiently. CONCLUSION The survey results show that most of the employees are satisfied with all the three types of training available at Blue Star. The training has also provided a new path to their careers by providing them practical knowledge.

6. Training Practices at Blue Star’s Competitors 66 .

it relatively reduced their dependence on the corporate sector which is still the major demand driver. the demand growth in 2000 was particularly noticeable. the sharp growth in demand the summer past was very welcome for air-conditioner companies in many respects. After several years of relatively modest growth. In this backdrop. there has been a noticeable jump in the demand for air-conditioners from the household segment. and was also the most significant change in the industry during this period. 67 .1.6. which was totally at variance with the latent potential of the product. Barring the investments made by software and healthcare companies. Nevertheless. industrial investments continue to remain on hold. the demand growth comes at a time when the industrial investment climate is still sluggish. the demand for airconditioners from the household sector has been growing rapidly. the response of the household segment must have been most welcome for the air-conditioner industry. Still. According to some industry estimates. Indeed. Corporate traditionally accounted for about 60 per cent of the total demand for air-conditioners. But official statistics underestimate this and even report a decline in production. in the last few the years. Moreover. including a study by the Confederation of Indian Industry. by all accounts. INDUSTRY AND COMPETITOR ANALYSIS An inordinately hot summer in 2010 appears to have convinced the people the comfort of an air-conditioner and a large number appears to have decided to take one home this year. But the burgeoning demand from the household segment could level the ratio in the near future. growth in volume terms has been 45-50 per cent this fiscal. One.

deep freezers. the market for central air-conditioning.250 crores. 8000 crores. milk coolers. the estimated total market size for air-conditioning in India was around Rs. Based on the recommendations of ‘Cold Chain Summit 2007’ organized at New Delhi by the Confederation of Indian Industry jointly with the Department of Agriculture and Co-operation (Government of India). 2000 crores. In the present scenario. a task force was constituted for creating a road map for cold chain development in this country. However. Project expansion plans in the IT/ITES segment were also delayed mainly due to the uncertain impact of the US recession on this segment. while the market for room air conditioners comprised the balance Rs. bottled water dispensers. packaged/ducted systems and VRF systems was about Rs. including central plants. the air-conditioning market witnessed significant growth in segments such as hospitality.2. The task force proposed creation of a ‘National Green Grid’ to develop a seamless cold chain network to balance 68 . healthcare and education. The commercial air-conditioning segment catering to corporate and commercial customers amounted to around Rs. water coolers. INDUSTRY OVERVIEW AIRCONDITIONING In 2008-09. Of this.6. the cold chain infrastructure is characterized by long and fragmented supply lines leading to high wastage. COMMERCIAL REFRIGERATION The market for commercial refrigeration equipment and systems was estimated at around Rs. power plants and metro rail were unaffected by the economic downturn and project plans were on track. 10. The commercial refrigeration segment includes a wide range of products such as cold storages. 4500 crores. The major constraints on the development of the cold chain industry are high capital cost and electricity bills coupled with low rental revenues and inadequate availability of concessional finance. bottle coolers and ice cubers. supermarket refrigeration equipment. the economic slowdown coupled with the liquidity squeeze affected certain segments such as retail and builders. infrastructure segments such as airports. 5750 crores. During the year. In addition.

The demand for mini-splits has grown at a higher rate compared to window ACs because of the lower base.window air-conditioners and mini-splits -comes from both households and corporate.demand and supply issues with remunerative price to farmers and to deliver quality produce in the hands of consumers. more cash gets invested 69 . in the initial years of increased intensity of competition. to mini-splits is also one of the reasons for the larger growth rates in the latter segment. Non-ducted ACs. the size of the cold chain industry will increase substantially in the next few years. The industry can be sub-divided into non-ducted and ducted products. The marketing and advertisement spend by companies has also been on the rise.is only from the corporate. while fresh capacities were created by companies such as Matsushita (National brand). Most established players upgraded their manufacturing facilities. The demand for non-ducted products -. The demand for ducted products -central plants. such as packaged ACs or ducted splits. Prices of air-conditioners dropped sharply in the past few years because of competition. packaged air-conditioners and ducted splits -. the growth driver The demand for non-ducted products grew steadily in the latter half of the 1990s. With such investments flowing into building both the product and the brand. As seen with other consumer durables. the expansion of the market was inevitable. Another major reason for the growth in demand was the increased attention this product category has attracted in the recent past. The demand switch from mid-sized ducted products. The task force initiatives are at an advanced stage and with the introduction of structured fiscal incentives and fast track clearance for economically viable proposals.

fuelling demand and the result is a much larger market. Major players in this product category are Blue Star. the Korean brands such as Samsung and LG have been able to make an immediate impact.549.00 0. Fuji General and Daikin.00 Sales Turnover in Rs.500. And the non-ducted segment has attracted a lot of players in the last few years.00 500.000. Hitachi Home.by both existing and new players.54 IFB Industries 545. Fedders Lloyd and Godrej.00 Blue Star Lloyd Electric Hitachi Home IFB Industries Fedders Lloyd Sales Turnover 70 .00 1. Table: Sales turnover figures for Blue Star and competitors Sales Turnover (In Rs. Videocon. Among the recent entrants. Other brands that have positioned themselves for a share in this fast-growing market are National. Cr 2.81 Hitachi Home 642.000. Lloyd Electric. The latent long-term demand potential from Indian households has led to a number of multinational companies making a beeline to set up base in the country.95 Chart: Sales turnover figures for Blue Star and competitors Sales Turnover For Year 2009-10 3. Whirlpool and Electrolux have entered the market to cater to household demand.000. IFB Industries.500. Hitachi. Cr) Company Year 2009-10 Blue Star 2. On a much smaller scale.00 2.43 Lloyd Electric 680.00 1.34 Fedders Lloyd 465. This leads to a drop in prices.

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

and are into trading of VRF Systems. and Refrigerators. A Three day Personal Development program was conducted for the Trainees who have been confirmed and are placed at various locations. As a further step. employees are surveyed annually to review the evaluation process. we work hard to improve employees’ abilities and their careers. (HHLI). a subsidiary of Hitachi Appliances Inc. Training on Packaged Type Air conditioners was the major focus for field teams of Sales and Service. A series of functional Training Programs were organized for enhancement in various skill sets. Chillers.4. This helped in a unique bonding among the young graduates who are getting challenging assignments at HHLI. and methods of evaluation are fully disclosed as employees meet their evaluators to arrive at a shared assessment.6. HHLI manufactures various kinds of products including Room Air-conditioners and Commercial Air-conditioners. Because we believe that maximizing employee potential is vital for continuing to provide new value. An evaluation manual is used to minimize disparity. HITACHI HOME & LIFE SOLUTIONS (INDIA) LTD. Since its inception HHLI has focused on developing and supplying high-quality products and technology that contribute to the overall prosperity of the society. Hitachi Home & Life Solutions (India) Ltd. on an average around 15% of Staff was part of Trainees’ pool. At Hitachi. is a listed company at BSE & NSE exchanges. The number of Staff and Operators at HHLI as on March 31. 2009 was 492. employees receive feedback on their strengths and weaknesses as well as guidance on achievement of business goals and capacity building. The analysis was shared with all Department Heads and corrective actions are being taken to improve on low scores. For Employee Health and Safety. 72 ..Plant training at Kadi Works before deployment to various departments for “On the Job” Training. Japan. In the course of these discussions. Elements. and follow-up work is done to ensure proper management. OHSAS implementation was initiated at Kadi Works. The Trainees were given In. This year’s “Annual Employee Satisfaction Survey” was conducted in October-2008. This year. personnel system is designed to assess the strengths and achievements of employees fairly and transparently and to reflect these findings in salaries and bonuses. Ltd. standards. Improvement in scores was observed in most of the areas of Employee satisfaction from last year. Rooftops.

we operate a four-day course. it is absolutely critical that the domestic and overseas managers working on the frontlines of global business understand our history. In addition. To instil this understanding. living and their work values. This training consists of six educational programs: • Management Development • Education for Engineers • Production Worker Training • Education for Internationalization • Sales Education • Training by Job Function These programs are offered across the Hitachi Group in conjunction with educational institutions such as: The Hitachi Institute of Technology. as well as how to set their personal career goals. and basic management skills. This development support program is designed to foster independent human resources. including their reasons for working. corporate philosophy. English. Global Fundamental Course— Ready to Inspire. common values.Employee Capacity Building For capacity building. and Chinese) for Group companies. The Hitachi Institute of MONOZUKURI Skills and Engineering The Hitachi Institute of Management Development. Global Manager Training: Global Fundamental Course With the operations taking on an increasingly global perspective. Hitachi has also developed a unique e-learning system (in Japanese. founding spirit. we supplement in-house education based on on-the-job training with an elaborate training system. company operations. which offers the same training to all Hitachi managers around the world. 73 . It helps participants achieve self-realization. in order to expand educational opportunities for employees. Career Development Workshop: Supporting Career Development The objective is to create an environment where employees can discuss their careers with their supervisors to deepen mutual understanding between both parties and enable both to tackle their jobs with a clear vision. enabling them to develop a deeper selfunderstanding.

To promote diversity and good interpersonal relations based on trust—as well as to achieve organizational goals—we stress respect for individuality and differences of opinion and culture. while seeking a full consensus. 74 . we started a training program in 2008 for managers to strengthen their communication skills. which allows people—after opinions and ideas are expressed—to reach a conclusion that all parties can accept. The hands-on training during the two-day program focuses on communication skills that are the basis for all interactive skills: active listening. and assertion.Training for Strengthening Communication Skills To revitalize workplace communications. essential for mutual understanding.

The Group consists of many companies with diversified portfolios with active involvement in many business ventures consisting of manufacturing in Air Conditioning Industry. The group is recognized as the pioneer and well established name in the field of Air Conditioning in India. Structural Steel Fabrication. Petrol Tankers and Light Recovery Equipment etc. It believes in healthy work environment and maintains cordial relations with the employees. FEDDERS LLOYD CORPORATION LIMITED The Lloyd Group (Brij Raj Punj Group) is a US$ 500 million group in India. • Skills Training. Pre-engineered Buildings (PEB). Chillers. • Behavior Training and • Overall organizational development Training. Scaffolding &Formwork.5. it also has active stakes in the fields of Information Technology (IT) and Development of Housing and Commercial projects. The management highly values the productive and high-performing employees and considers the company's valuable assets in building up the organization. Sheet Metal Fabrication. Water Bourses. The atmosphere in the organization is performance driven where HR puts its efforts to identify potential performers. 75 . Manufacturing of Heat Exchange and Radiators. The Company appreciates the dedicated and committed performance of its employees. Cable and Storage Management. The Company continued its focus on acquiring and developing its human capital. The Company believes in the culture of trust and continuous learning for its growing human capital so as to ensure a continuous enhancement in business value and thereby enhancement in shareholder value. Various training programs are offered to the employees as listed below: • Knowledge Training. The Company maintains sound and cordial relations with employees at all levels.6. re-training and development of its work force. Besides. Vehicle Variants like Load Bodies. The Company place emphasis on enhancing the skills and capabilities of the employees and persists on training. The Company's focus is not only to impart adequate training but also to provide the right environment to maximize productivity and growth potential. The functions of HR department in the training and development fields are as below: • • • Coordination with concerned departments and employees as per training needs Keeping record of the participants in the training Collection of training feedback from the participants on the conduct of the training and its usefulness.

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

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

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

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

Treatment of the topic 2 3 4 Please state the three most important ideas or concepts that you have learned from the training sessions in the organization.______________________________________________________________________ __________________________________________________________________ 2.______________________________________________________________________ __________________________________________________________________ 3.______________________________________________________________________ __________________________________________________________________ 80 .1 7. 1. Organization and direction Disorganized 1 Abstract 1 2 3 4 5 Well organized 5 Practical 5 2 3 4 8.

com • http://www. Miller. References • http://www.com 81 .businessballs.8.bluestarindia. SPHR February 1996 Reviewed July 2002.htm • http://www.indiatimes. • “Human Resource Management” By Ashwathapa • http://economictimes. Osinski.moneycontrol. SPHR and Diana M.com/ • www.scribd.com/traindev.com/ • “TRAINING NEEDS ASSESSMENT” By Janice A.

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