Training Development Hero MotoCorp

TITLE OF THE PROJECT
“TRAINING & DEVELOPMENT OF HERO

MOTO CORP IN PATNA”
Submitted By:- Priyanshu Singh 1

CHAPTER - 1
INTRODUCTION OF THE TOPIC

Employee training tries to improve skills, or add to the existing level
of knowledge so that employee is better equipped to do his present
job, or to prepare him for a higher position with increased
responsibilities. However individual growth is not and ends in itself.
Organizational growth need to be measured along with individual
growth.
Training refers to the teaching/learning activities done for the
primary purpose of helping members of an organization to acquire
and apply the knowledge skills, abilities, and attitude needed by that
organization to acquire and apply the same. Broadly speaking
training is the act of increasing the knowledge and skill of an
employee for doing a particular job.
TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT
Traditional Approach – Most of the organizations before never used
to believe in training. They were holding the traditional view that
managers are born and not made. There were also some views that
training is a very costly affair and not worth. Organizations used to
believe more in executive pinching. But now the scenario seems to Be
changing.

The modern approach of training and development is that Indian
Organizations have realized the importance of corporate training.
Training is now considered as more of retention tool than a cost. The
training system in Indian Industry has been changed to create a
smarter workforce and yield the best results.

OBJECTIVE OF THE STUDY
The specific objectives of the study are:
1. To ensure that each employee is equipped with capabilities to
perform various tasks associated with his role.
2. To help the employee develop as an individual so that the
organization can recognize and use the maximum possible
potential of its employees.
3. To examine the impact of training on the workers.
4. To study the changes in behavioral pattern due to training.
5. To measure the differential change in output due to training
6. To impart to new entrants the basic knowledge and skill they
need for and intelligent performance of definite tasks.
7. To assist employees to function more effectively in their
present positions by exposing them to the latest concepts ,
information and techniques and developing the skills they will
need in their particular fields.

SCOPE OF THE STUDY
The scope of the study covers in depth, the various training
practices, modules, formats being followed and is limited to the
company Hero Moto Corp and its employees. The different training
programmes incorporated/facilitated in Hero Moto Corp through its
faculties, outside agencies or professional groups. It also judges the
enhancement of the knowledge & skills of employees and feedback
on its effectiveness.

RESEARCH METHODOLOGY
 Interview
 Preparation of the summary expressed
 Recommendation of fall back site
 Questionnaire design
Sample Size: - 100
To understand the training and development scenario at Hero Moto
Corp and what the trainee really feels about the training they have
undergone and further what kind of training they look for. Do they
really look for any kind of training or not? To study the above aspect
we covered almost about 100 people from almost all the department
at of the company Hero Moto Corp.
TOOLS USED FOR DATA COLLECTION
 Primary data collected through questionnaires and informal
interviews.
 Secondary data collected through magazines, journals,
websites, and other corporate publications
PROCEDURE FOR DATA COLLECTION.
 Communication, asking questions and receiving a response in
person.

 Visiting the various organizations, libraries, internet and also
preparation of the questionnaire with the help of the project
guide.
LIMITATIONS
Every scientific study has certain limitations and the present study is
no more exception. These are:
1. The terminology used in the subject is highly technical in
nature and creates a lot of ambiguity.
2. All the secondary data are required were not available.
3. Respondents were found hesitant in revealing opinion about
supervisors and management.
4. Shortage of time factor was one of the biggest constraints.
5. More stress was faced during collection of primary data
through questionnaires and also to collect secondary data from
the organization in terms of organizational profile, product and
price profile.
6. All the observation and recommendation will be made on the
feedback obtained from survey.

CHAPTER - 2
COMPANY PROFILE
“Hero” is the brand name used by the Munjal brothers for their
flagship company Hero Cycles Ltd. A joint venture between the Hero
Group and Honda Motor Company was established in 1984 as the
Hero Honda Motors Limited at Dharuhera India. Munjal family and
Honda group both own 26% stake in the Company. In 2010, it was
reported that Honda planned to sell its stake in the venture to the
Munjal family.
During the 1980s, the company introduced motorcycles that were
popular in India for their fuel economy and low cost. A popular
advertising campaign based on the slogan 'Fill it - Shut it - Forget it'
that emphasized the motorcycle's fuel efficiency helped the company
grow at a double-digit pace since inception. The technology in the
bikes of Hero Honda for almost 26 years (1984–2010) has come from
the Japanese counterpart Honda
Hero MotoCorp has three manufacturing facilities based at
Dharuhera, Gurgaon in Haryana and at Haridwar in Uttarakhand.
These plants together are capable of churning out 3 million bikes per
year. Hero MotoCorp has a large sales and service network with over
3,000 dealerships and service points across India. Hero Honda has a
customer loyalty program since 2000, called the Hero Honda Passport
Program.

The company has a stated aim of achieving revenues of $10 billion
and volumes of 10 million two-wheelers by 2016-17. This in
conjunction with new countries where they can now market their two-
wheelers following the disengagement from Honda, Hero MotoCorp
hopes to achieve 10 per cent of their revenues from international
markets, and they expected to launch sales in Nigeria by end-2011 or
early-2012. In addition, to cope with the new demand over the coming
half decade, the company was going to build their fourth factory in
South India and their fifth factory in Western India. There is no
confirmation where the factories would be built.
HERO Motor Co., Ltd. operates under the basic principles of "Respect
for the Individual" and "The Three Joys" - commonly expressed as The
Joy of Buying, The Joy of Selling and The Joy of Creating. "Respect for
the Individual" reflects our desire to respect the unique character and
ability of each individual person, trusting each other as equal partners
in order to do our best in every situation. Based on this, "The Three
Joys" expresses our belief and desire that each person working in, or
coming into contact with our company, directly or through or
products, should share a sense of joy through that experience. In line
with these basic principles, since its establishment in 1948, Honda
has remained on the leading edge by creating new value and providing
products of the highest quality at a reasonable price, for worldwide
customer satisfaction. In addition, the Company has conducted its
activities with a commitment to protecting the environment and
enhancing safety in a mobile society.

The Company has grown to become the world's largest motorcycle
manufacturer and one of the leading automakers. With a global
network of 474* subsidiaries and affiliates accounted for under the
equity method, Honda develops, manufactures and markets a wide
variety of products, ranging from small general-purpose engines and
scooters to specialty sports cars, to earn the Company an outstanding
reputation from customers worldwide
Hero Motor Company, Ltd.
Public
Type
(TYO: 7267) & (NYSE: HMC)
1. Automotive
Industry 2. Aviation
Founded 24 September 1948

1. Soichiro Honda
Founder(s) 2. Takeo Fujisawa
Headquarters Minato, Tokyo, Japan

Area served Worldwide
1. Satoshi Aoki (Chairman)
Key people 2. Takanobu Ito (CEO)
Products 1. Automobiles
2. Motorcycles
3. Scooters
4. ATVs
5. Electrical Generators
6. Water pumps
7. Lawn and Garden Equipments
8. Tillers

9. Outboard motors
10. Robotics
11. Jets
12. Jet Engines
Revenue ▲ US$ 120.27 Billion (FY 2009)[1]

Operating income ▲ US$ 2.34 Billion (FY 2009)[1]
Net income ▲ US$ 1.39 Billion (FY 2009)[1]
Total assets ▼ US$ 124.98 Billion (FY 2009)[1]
Total equity ▼ US$ 40.6 Billion (FY 2009)[1]
Employees 181,876[2]
1. Acura
Subsidiaries 2. Honda Aircraft Company
Website Honda Worldwide

Vision
The story of Hero Honda began with a simple vision - the vision of a
mobile and an empowered India, powered by its bikes. Hero MotoCorp
Ltd., company's new identity, reflects its commitment towards
providing world class mobility solutions with renewed focus on
expanding company's footprint in the global arena.
Mission
Hero MotoCorp's mission is to become a global enterprise fulfilling its
customers' needs and aspirations for mobility, setting benchmarks in
technology, styling and quality so that it converts its customers into
its brand advocates. The company will provide an engaging
environment for its people to perform to their true potential. It will
continue its focus on value creation and enduring relationships with
its partners.
Strategy
Hero Moto Corp's key strategies are to build a robust product portfolio
across categories, explore growth opportunities globally, continuously
improve its operational efficiency, aggressively expand its reach to
customers, continue to invest in brand building activities and ensure
customer and shareholder delight.

PRODUCTS OF HERO MOTORS
Hero Splendor pro:-
Splendor Model
3. 1994 - Splendor
4. 2004 - Splendor+
5. 2005 - Super Splendor
6. 2008 - Splendor NXG
7. 2011 - Splendor Pro 2012
Eight different color shade designs are now available for Hero
MotoCorp Splendor PRO Bike. These color shades are named
as Black Monotone, Black with Purple Stripe, Candy Blazing
Red, Cloud Silver, Excellent Blue, Heavy Grey, and Hi Granite
Blue & Palace Maroon. Along with extreme graphics Hero
MotoCorp Splendor PRO has some more features to design
itself from outside as newly designed multi-reflector halogen
head lamp, body colored visor & highlighted Splendor PRO logo
sticker on its body

Hero Karizma ZMR:-
The Hero Karizma ZMR is a motorcycle manufactured by Hero

Motocorp. It was launched in May 2003 and was given a
cosmetic upgrade Karizma R in 2007. In September 2009, it
was supplemented by another variant Karimza ZMR. Karizma
has been designed specifically for the Indian market.
Hero MotoCorp Karizma ZMR Price in India - The Hero
MotoCorp Karizma ZMR Bike is now available with an
attractive price tag of Rs 95500
Hero MotoCorp Karizma ZMR Technical Specifications
8. Two-Wheeler Bike Design

9. 4 Stroke Engine
10. 223 cc Engine Displacement
11. Single Cylinder
12. OHC Valve Mechanism
13. Air Cooling Technology
14. Carburetor Fuel Injection
15. Max. Power of 17.6 BHP @ 7000 RPM
16. Max. Torque of 18.35 Nm @ 6000 RPM
17. 13.6 liters Fuel Tank
18. Electric / Self Start
19. DC – FTIS Ignition

20. 5 Speed Gearbox
21. Constant Mesh Transmission
22. Diamond Frame Chassis
23. Spoke/ Cast Wheels
24. 5 Spokes
25. 18 X 1.85 Front Wheel
26. 80/100 47P – 18 inch Front Tire
27. 18 X 2.15 Rear Wheel
28. 100/90 56P – 18 inch Rear Tire
29. Tubeless Tire
30. 276 mm Dia Disc Brake @ Front
31. 240 mm Dia Disc Brake @ Rear
32. 1350 mm Wheelbase
33. 2110 mm/ 805 mm/ 1175 mm Size (L/W/H)
34. 159 mm Ground Clearance
35. 159 kg Weight (Kerb)
36. 12 volt -6 Ah Battery Capacity
37. Maintenance Free Wet Battery
38. Multi-reflector Head Lamp
39. 35 watt (D.C) Halogen Bulb
40. LED Tail Lamp
41. Clear Lens Amber Bulb Turn Lamp
42. Speedometer
43. Tech o meter
44. Low Fuel Indicator
45. Single-row Seat

Hero Passion Pro:-
Price of passion pro is Rs. 46,300
Hero Passion Pro Mileage, Average and Fuel Economy
The stylish Hero Passion Pro is very powerful and fuel efficient
bike in its segment. Both the variants of the Hero Passion Pro
are equipped with 97.2 cc engine capacity and generates
amazing power and torque.
The new Hero Passion Pro offers a mileage of 69 kmpl and Hero
Passion Pro plus offers a mileage of 70 kmpl.
Hero Passion Pro Pick up
The new and classy Hero Passion Pro comes in two models- Pro
and Plus. Both the variants come in 97.2 cc engine
displacement and sports air cooled, single cylinder, 4 stroke,
OHC power train. The new Hero Passion Pro Pro generates a
top power of 7.8 PS at 7500 rpm and develops a peak torque
value of 8.04 NM at 4,500 rpm. The other variant Hero Passion
Pro Plus produces a maximum power of 7.5 PS at 8000 rpm
and a max torque of 7.95 Nm at 5000 rpm. Both the variants

with this amazing power and torque offer zipper acceleration
and pick up.
Colors of Hero Passion Pro
The new and elegant Hero Passion Pro is available in many
exciting colors. The colors available in Hero Passion Pro Plus
are Black & Sport Red, Vibrant Blue, Force Silver, Sports Red,
Black & Frost Blue and Palace Maroon. The colors available in
Hero Passion Pro are Vibrant Blue, Black with sports Red, Leaf
Green Metallic, Black with Heavy Grey, Black with Frost Blue
and Force Silver. Body Color of the Hero Passion Pro attracts
everybody and seems like mixture of two colors.
The body color of the bike is painted at front mud-guard,
hood's side panels, fuel tank and its shrouds, side panels and
rear side panels

Hero CBZ X treme:-
CBZ X treme is a 150 cc motorcycle from Hero Motors which is

the successor of the Hero CBZ. The bike was introduced in the
year 2008. Except for a mild resemblance to the older CBZ's
headlamp, the new model has little else in common.
It has good ground clearance 145mm, and Halogen bulb
Trapeze, 5 spoke cast Rim wheel, The Rectangular swing arm
with 5 step adjustable gas reservoir suspension in the rear and
Telescopic hydraulic type in the front makes you comfortable
ride on the Indian roads without any hitch. X treme body
comes with secured key shutter for safe ignition. Eye-catching
Diamond luster Headlamp and prism shed tail lamp gives
stunning new look.
Hero CBZ-X treme Features:

46. New digital – Analog combo meter console
47. All secure ignition switch with key shutter
48. Diamond lustre headlight
49. Anti drag fuel tank
50. 5 spoke wheels & front and rear disc brakes.
51. Prism shell LED tail lamp

Hero Hunk:-
Hero Hunk is a 150 cc motorcycle launched by Hero Honda

Motors India Ltd in October 2007. It is offered in two variants,
kick-start and self- start. The new 2011 model is offered with
either rear disc brake, or rear drum brake.
Comfort and handling
The Hunk has a stepped seat and rear-set foot pegs that give
the rider a sporty stance without sacrificing rider comfort. The
vibrations are well controlled. The bike also features gas-
charged adjustable rear shock absorbers and rear tire with a
tuff-up tube.
Awards
The Hunk has won the NDTV Profit Car India & Bike India
Awards Viewers’ Choice Award in the bike category.

Hero Maestro:-
The Maestro is an automatic scooter unveiled by Hero

MotoCorp at the 2012 Delhi Auto Expo. The Maestro is
powered by a 4-stroke engine which produces 8.2bhp at
7500rpm. The Maestro will be sold from January 2012
onwards. The Maestro will be sold along the Hero Pleasure.

Hero Pleasure:-
This is the first time I am doing a review and road test of a

Scooter, and I hope to do more soon. Hero Pleasure is the first
scooter launched by Hero in competition to the Scooty Pep and
Honda Activa. The price of this two wheeler is around Rs.36.5k
(ex-showroom) in Delhi. The high pricing is because of the
100cc engine and the bike positions itself in the premium
scooter segment.
Hero Honda Pleasure Specifications:

Engine: 102cc, 4 Stroke, Air Cooled OHC
Maximum Power: 7.10ps@7000rpm
Maximum Torque: 7.85nm@5000rpm
Weight: 104.00 kg
Ground Clearance: 125.00 mm
Fuel Tank: 10.00 liters
Wheelbase: 1240.00 mm
Brakes: 130mm Drum brakes for both

Hero Impulse:-
Impulse
Publisher DC Comics
First Legion of Super-Heroes
appearance vol. 4 #12 (October 1990)
Kent Shakespeare
Characters Bart Allen
Iris West
Flash Hero
See also
Kid Flash
Impulse Glamour:-
Series publication information
Schedule Monthly
Format Ongoing series
Genre Superhero
Publication April 1995 –
date October 2002 Hero Honda
Number of
90, 2 annual Glamour Review
issues
Main
Bart Allen Hero Honda
character(s)
Glamour is a
perfect blend between the higher end so called sporty bikes and lower
end 100cc bikes. Now Hero Honda has come up with new variants of
Glamour & Glamour Fi with some cosmetic changes and technical
changes. Now the 125cc engine comes with ASFS (advanced swirl flow
induction system) to deliver increased mileage and performance. ASFS
system creates swirl inside the combustion mixture for better burning
of fuel.

CHAPTER - 3
TRAINING AND DEVELOPMENT
Training refers to the teaching/learning activities done for the
primary purpose of helping members of an organization to acquire
and apply the knowledge skills, abilities, and attitude needed by
that organization to acquire and apply the same. Broadly speaking
training is the act of increasing the knowledge and skill of an
employee for doing a particular job.
In today’s scenario change is the order of the day and the only way
to deal with it is to learn and grow. Employees have become central
to success or failure of an organization they are the cornucopia of
ideas. So it high time the organization realize that “train and retain
is the mantra of new millennium.”

It is a subsystem of an organization. It ensures that randomness is
reduced and learning or behavioral change takes place in structured
format.
TRADITIONAL AND MODERN APPROACH OF TRAINING AND
DEVLOPMENT
Traditional Approach – Most of the organizations before never
used to believe in training. They were holding the traditional view
that managers are born and not made. There were also some views
that training is a very costly affair and not worth. Organizations
used to believe more in executive pinching. But now the scenario
seems to Be changing.
The modern approach of training and development is that Indian
Organizations have realized the importance of corporate training.
Training is now considered as more of retention tool than a cost.
The training system in Indian Industry has been changed to create
a smarter workforce and yield the best results.
TRAINING DEFINED
It is a learning process that involves the acquisition of knowledge,
sharpening of skills, concepts, rules, or changing of attitudes and
behaviors to enhance the performance of employees.
Training is activity leading to skilled behavior
• It’s not what you want in life, but it’s knowing how to reach it

• It’s not where you want to go, but it’s knowing how to get there
• It’s not how high you want to rise, but it’s knowing how to take off
• It may not be quite the outcome you were aiming for, but it will
be an outcome
• It’s not what you dream of doing, but it’s having the knowledge to
do it
Importance of Training and Development
• Optimum Utilization of Human Resources – Training and
Development helps in optimizing the utilization of human resource
that further helps the employee to achieve the organizational goals
as well as their individual goals.
• Development of Human Resources – Training and Development
helps to provide an opportunity and broad structure for the
development of human resources’ technical and behavioral skills in
an organization. It also helps the employees in attaining personal
growth.
• Development of skills of employees – Training and Development
helps in increasing the job knowledge and skills of employees at
each level. It helps to expand the horizons of human intellect and
an overall personality of the employees Productivity – Training and

Development helps in increasing the productivity of the employees
that helps the organization further to achieve its long-term goal
• Team spirit – Training and Development helps in inculcating the
sense of team work, team spirit, and inter-team collaborations. It
helps in inculcating the zeal to learn within the employees
• Organization Culture – Training and Development helps to develop
and improve the organizational health culture and effectiveness. It
helps in creating the learning culture within the organization.
• Organization Climate – Training and Development helps building
the positive perception and feeling about the organization. The
employees get these feelings from leaders, subordinates, and peers.
• Quality – Training and Development helps in improving upon the
quality of work and work-life.
• Healthy work-environment – Training and Development helps in
creating the healthy working environment. It helps to build good
employee, relationship so that individual goals aligns with
organizational goal.
• Health and Safety – Training and Development helps in improving
the health and safety of the organization thus preventing
obsolescence.
• Morale – Training and Development helps in improving the morale
of the work force.

• Image – Training and Development helps in creating a better
corporate image.
• Profitability – Training and Development leads to improved
profitability and more positive attitudes towards profit orientation.
Training and Development Objectives
The principal objective of training and development division is to
make sure the availability of a skilled and willing workforce to an
organization. In addition to that, there are four other objectives:
Individual, Organizational, Functional, and Societal.
Individual Objectives – help employees in achieving their
personal goals, which in turn, enhances the individual contribution
to an organization.
Organizational Objectives – assist the organization with its
primary objective by bringing individual effectiveness.
Functional Objectives – maintain the department’s contribution at
a level suitable to the organization’s needs.
Societal Objectives – ensure that an organization is ethically and
socially responsible to the needs and challenges of the society.
Importance Of Training Objectives

Training objective is one of the most important parts of training
program. While some people think of training objective as a waste
of valuable time. The counterargument here is that resources are
always limited and the training objectives actually lead the design of
training. It provides the clear guidelines and develops the training
program in less time because objectives focus specifically on needs.
It helps in adhering to a plan. Training objectives tell the trainee
that what is expected out of him at the end of the training program.
Training objectives are of great significance from a number of
stakeholder perspectives.
1. Trainer
2. Trainee
3. Designer
4. Evaluator
Trainer – The training objective is also beneficial to trainer because
it helps the trainer to measure the progress of trainees and make
the required adjustments. Also, trainer comes in a position to
establish a relationship between objectives and particular segments
of training.

Trainee – The training objective is beneficial to the trainee because
it helps in reducing the anxiety of the trainee up to some extent.
Not knowing anything or going to a place which is unknown creates
anxiety that can negatively affect learning. Therefore, it is
important to keep the participants aware of the happenings, rather
than keeping it surprise. Secondly, it helps in increase in
concentration, which is the crucial factor to make the training
successful. The objectives create an image of the training program
in trainee’s mind that actually helps in gaining attention. Thirdly, if
the goal is set to be challenging and motivating, then the likelihood
of achieving those goals is much higher than the situation in which
no goal is Set. Therefore, training objectives helps in increasing the
probability that the participants will be successful in training.
Designer – The training objective is beneficial to the training
designer because if the designer is aware what is to be achieved in
the end then he’ll buy the training package according to that only.

The training designer would then look for the training methods,
training equipments, and training content accordingly to achieve
those objectives. Furthermore, planning always helps in dealing
effectively in an unexpected situation. Consider an example; the
objective of one training program is to deal effectively with
customers to increase the sales. Since the objective is known, the
designer will design a training program that will include ways to
improve the interpersonal skills, such as verbal and non verbal
language, dealing in unexpected situation i.e. when there is a defect
in a product or when a customer is angry.
Therefore, without any guidance, the training may not be designed
appropriately.
Evaluator – It becomes easy for the training evaluator to measure
the progress of the trainees because the objectives define the
expected performance of trainees. Training objective is an
important to tool to judge the performance of participants.
Role of HRD Professionals in Training
This is the era of cut-throat competition and with this changing
scenario of business; the role of HR professionals in training has
been widened. HR role now is:
1. Active involvement in employee education

2. Rewards for improvement in performance
The Training System
A System is a combination of things or parts that must work
together to perform a particular function. An organization is a
system and training is a sub system of the organization. The
System Approach views training as a sub system of an organization.
System Approach can be used to examine broad issues like
objectives, functions, and aim. It establishes a logical relationship
between the sequential stages in the process of training need
analysis (TNA), formulating, delivering, and evaluating. There are 4
necessary inputs i.e. technology, man, material, time required in
every system to produce products or services. And every system
must have some output from these inputs in order to survive. The
output can be tangible or intangible depending upon the
organization’s requirement. A system approach to training is
planned creation of training program. This approach uses step-by-
step procedures to solve the problems. Under systematic approach,
training is undertaken on planned basis. Out of this planned effort,
one such basic model of five steps is system model that is explained
below.

Organization are working in open environment i.e. there are some
internal and external forces, that poses threats and opportunities,
therefore, trainers need to be aware of these forces which may
impact on the content, form, and conduct of the training efforts.The
internal forces are the various demands of the organization for a
better learning environment; need to be up to date with the latest
technologies.
The three model of training are:
1. System Model
2. Instructional System Development Model
3. Transitional model
System Model Training
The system model consists of five phases and should be repeated
on a regular basis to make further improvements. The training
should achieve the purpose of helping employee to perform their
work to required standards. The steps involved in System Model of
training are as follows:
1. Analyze and identify the training needs i.e. to analyze the
department, job,
2. employees requirement, who needs training, what do they
need to learn, estimating training cost, etc The next step is
to develop a performance measure on the basis of which
actual performance would be evaluated.

3. Design and provide training to meet identified needs. This
step requires developing objectives of training, identifying the
learning steps, sequencing and structuring the contents.
4. Develop- This phase requires listing the activities in the
training program that will assist the participants to learn,
selecting delivery method, examining the training material,
validating information to be imparted to make sure it
accomplishes all the goals & objectives.

Instructional System Development Model
(ISD) Model
Instructional System Development model was made to answer the
training problems. This model is widely used now-a-days in the
organization because it is concerned with the training need on the
job performance. Training objectives are defined on the basis of job
responsibilities and job description and on the basis of the defined
objectives individual progress is measured. This model also helps in
determining and developing the favorable strategies, sequencing
the content, and delivering media for the types of training
objectives to be achieved.

The Instructional System Development model comprises of five
stages:
1. ANALYSIS – This phase consist of training need assessment, job
analysis, and target audience analysis.
2. PLANNING – This phase consist of setting goal of the learning
outcome, instructional objectives that measures behavior of a
participant after the training, types of training material, media
selection, methods of evaluating the trainee, trainer and the
training program, strategies to impart knowledge i.e. selection of
content, sequencing of content, etc.
3. DEVELOPMENT – This phase translates design decisions into
training material.
It consists of developing course material for the trainer including
handouts, workbooks, visual aids, demonstration props, etc, course
material for the trainee including handouts of summary.
4. EXECUTION – This phase focuses on logistical arrangements,
such as arranging speakers, equipments, benches, podium, food
facilities, cooling, lighting, parking, and other training accessories.
5. EVALUATION – The purpose of this phase is to make sure
that the training program has achieved its aim in terms of
subsequent work performance. This phase consists of
identifying strengths and weaknesses and making necessary

amendments to any of the previous stage in order to remedy
or improve failure practices.
BEST TIME TO IMPART TRAINING TO EMPLOYEE
1. NEW RECRUITS TO THE COMPANY
These have a requirement for induction into the company as a
whole in terms of its business activities and personnel policies and
provisions, the terms, conditions and benefits appropriate to the
particular employee, and the career and advancement opportunities
available.
2. TRANSFEREES WITHIN THE COMPANY
These are people who are moved from one job to another, either
within the same work area, i.e. the same department or function, or
to dissimilar work under a different management. Under this

heading we are excluding promotions, which take people into
entirely new levels of responsibility.
3. PROMOTIONS
Although similar to the transferee in that there is a new job to be
learned in new surroundings, he is dissimilar in that the promotion
has brought him to a new level of supervisory or management
responsibility. The change is usually too important and difficult to
make successfully to permit one to assume that the promotes will
pick it up as he goes along and attention has to be paid to training
in the tasks and the responsibilities and personal skills necessary
for effective performance.
4. NEW PLANT OR EQUIPMENT
Even the most experienced operator has everything to learn when a
computer and electronic controls replace the previous manual and
electro-mechanical system on the process plant on which he works.
There is no less a training requirement for the supervisors and
process management, as well as for technical service production
control and others.

5. NEW PROCEDURES
Mainly for those who work in offices in commercial and
administrative functions but also for those who we workplace is on
the shop floor or on process plant on any occasion on which there is
a modification to existing paperwork or procedure for, say the
withdrawal of materials from stores, the control of customer credit
the approval of expense claims, there needs to be instruction on the
change in the way of working in many instances, a note bringing
the attention of all concerned the change is assume to be
sufficient, but there are cases, such as when total new systems in
corporating IT up dates are installed, when more thorough training
is needed.
6. NEW STANDARDS, RULES AND PRACTICES
Changes in any one these are likely to be conveyed by printed note
or by word of mouth by the manager to his subordinates, and this
can be the most satisfaction way of dealing with the change from
the point of view of getting those affected to understand their new
responsibility. However not all changes under this heading can be
left to this sort of handling. Even the simplest looking instruction

may be regarded as undesirable or impracticable by whoever has to
perform it he may not understand the purpose behind the change
and lose confidence in a management which he now believes to be
‘messing about’, or he may understand the purpose and have a
better alternative to offer if it is not too late.
7. NEW RELATIONSHIP AND AUTHORITIES
These can arise, as a result of management decisions, in a number
of ways. In examples, the recognition of the accounts department
can result in a realization of responsibilities between the section
leaders of credit control, invoicing and customer records, although
there is no movement of staff between the sections (i.e. no
transfers). Although the change in work content for each clerk and
supervisor is defined clearly for each person in the new procedures,
there is nevertheless a need for each person to know where he
stands in the new set up, which is responsible for what, and where
to direct problems and enquiries as they arise in the future.
8. MAINTENANCE OF STANDARDS
We are here concerned with maintenance of standards through
training, for it must be remembered that supervision and inspection

and qualify control are continuously responsible for standards and
exercise their own authorities to this end. Although it is generally
agreed that some retraining from time to time, taking varied forms
even for the on group of employees, does act as both a reminder
and a stimulus, there is not much agreement on the next frequency
and form that such retraining should take, of there is as yet little
scientific knowledge on this subject which is of much use in
industrial situations.
9. THE MAINTENANCE OF ADAPTABILITY
Again, whilst there is little scientific study of the loss of ability to
learn new skills in those cases where people spend a long time
without change, and without the need to learn, there is increasing
evidence in current experience to suggest that this is the case in
industrial employment. Add, of course, there is the inference arising
from the laboratory experiments of psychologists.

10. THE MAINTENANCE OF MANAGEMENT SKILLS &
STANDARDS
Skills in supervising, employee appraisal, communications,
leadership etc are important in all companies. Some of these skills
are seen to be critical to major developments in company
organisation, culture, employee empowerment and so on. Initial
training in these skills is not uncommon in the largest companies on
appointment into management and supervision. But continuous
training and performance monitoring is rare, despite the common
knowledge that standards are as varied as human nature.

BENEFITS OF TRAINING
Employees and the organization need to realize the importance of
contribution and learning for mutual growth and development.
Training is the answer to deal with stagnation stage by constantly
updating it in every field. Other benefits of training include:
 Hiring appeal: companies that provide training attract a better
quality Workforce.
 Assessing and addressing any performance deficiency.
 Enhancing workforce flexibility. Cross-cultural training is
essential for them for better adjustment in the new
environment.
 Increasing commitment: Training acts as a loyalty booster.
Employee motivation is also enhanced when the employee
knows that the organization would provide them opportunities
to increase their skills and knowledge.
 It gives the organization a competitive edge by keeping
abreast of the latest changes; it acts as a catalyst for change.
 Higher customer satisfaction and lower support cost results
through improved service, increased productivity and greater
sufficiency.
 Training acts as benchmark for hiring promoting and career
planning.

 It acts act as a retention tool by motivating employee to the
vast opportunities for growth available in an organization.
Types Of Training Methods Adopted By Hero Moto Corp
The training methods which are generally used in an organization
are classified into two i.e.
1) On the job: On-the-job training places the employees in an
actual work situation and makes them appear to be immediately
productive. It is learning by doing. For jobs, that either are difficult
to simulate or can be learn quickly by watching and doing on-the-
job training makes sense.
One of the drawbacks to on-the-job training can be low productivity
while the employees develop their skills. Another drawback can be
the errors made by the trainees while they learn. However, when
the damage the trainees can do is minimal, where training facilities
and personnel are limited or costly, and where it is desirable for the
workers to learn the job under normal working conditions, the
benefits of on-the-job training frequently offset its drawbacks.
(ii) Job Instruction Training: JIT consists of four basic steps:
(a) Preparing the trainees by telling them about the job and over
coming their uncertainties
(b) Presenting the instruction, giving essential information in a clear
manner;

(c) Having the trainees try out the job to demonstrate their
understanding; and
2) Off the job: Off-the-job training covers a number of techniques
– classroom lectures, films, demonstrations, case studies and other
simulation exercises, and programmed instruction. The facilities
needed for each of these techniques vary from a small make shift
classroom to an elaborate development center with large lecture
halls, supplemented by small conference rooms with sophisticated
audiovisual equipment, two-way mirrors, and all the frills.
OFF THE JOB TRAINING –
There are many management development techniques that an
employee can take in off the job. The few popular methods are:
 SENSITIVITY TRAINING
 TRANSACTIONAL ANALYSIS
 STRAIGHT LECTURES/ LECTURES
 SIMULATION EXERCISES
Operational Level – Training Need analysis at operational level
focuses on the work that is being assigned to the employees. The
job analyst gathers the information on whether the job is clearly
understood by an employee or not. He gathers this information
through technical interview, observation, psychological test;

questionnaires asking the closed ended as well as open ended
questions, etc. Today, jobs are dynamic and keep changing over the
time. Employees need to prepare for these changes. The job analyst
also gathers information on the tasks needs to be done plus the
tasks that will be required in the future. Based on the information
collected, training Need analysis (TNA) is done.
TRAINING-DESIGN
The design of the training program can be undertaken only when a
clear training objective has been produced. The training objective
clears what goal has to be achieved by the end of training program
i.e. what the trainees are expected to be able to do at the end of
their training. Training objectives assist trainers to design the
training program.
The trainer – Before starting a training program, a trainer
analyzes his technical, interpersonal, judgmental skills in order to
deliver quality content to trainers
The trainees – A good training design requires close scrutiny of
the trainees and their profiles. Age, experience, needs and
expectations of the trainees are some of the important factors that
affect training design.
Training climate – A good training climate comprises of ambience,
tone, feelings, positive perception for training program, etc.

Therefore, when the climate is favorable nothing goes wrong but
when the climate is unfavorable, almost everything goes wrong.
Trainees’ learning style – the learning style, age, experience,
educational background of trainees must be kept in mind in order to
get the right pitch to the design of the program.
Training strategies – Once the training objective has been
identified, the trainer translates it into specific training areas and
modules. The trainer prepares the priority list of about what must
be included, what could be included.
Training topics – After formulating a strategy, trainer decides
upon the content to be delivered. Trainers break the content into
headings, topics, ad modules.
These topics and modules are then classified into information,
knowledge, skills, and attitudes. Sequence the contents – Contents
are then sequenced in a following manner:
• From simple to complex
• Topics are arranged in terms of their relative importance
• From known to unknown
• From specific to general
• Dependent relationship

Training tactics – Once the objectives and the strategy of the
training program becomes clear, trainer comes in the position to
select most appropriate tactics or methods or techniques. The
method selection depends on the following factors:
• Trainees’ background
• Time allocated
• Style preference of trainer
• Level of competence of trainer
• Availability of facilities and resources, etc
Support facilities – It can be segregated into printed and audio
visual. The various requirements in a training program are white
boards, flip charts, markers, etc.
Constraints – The various constraints that lay in the trainers mind
are:
• Time
• Accommodation, facilities and their availability
• Furnishings and equipments
• Budget

Training Implementation
To put training program into effect according to definite plan or
procedure is called training implementation. Training
implementation is the hardest part of the system because one
wrong step can lead to the failure of whole training program. Even
the best training program will fail due to one wrong action.
Training implementation can be segregated into:
• Practical administrative arrangements
• Carrying out of the training Implementing Training Once the staff,
course, content, equipments, topics are ready, the training is
implemented. Completing training design does not mean that the
work is done because implementation phase requires continual
adjusting, redesigning, and refining. Preparation is the most
important factor to taste the success. Therefore, following are the
factors that are kept in mind while implementing training program:
The trainer – The trainer need to be prepared mentally before the
delivery of content. Trainer prepares materials and activities well in
advance. The trainer also set grounds before meeting with

participants by making sure that he is comfortable with course
content and is flexible in his approach.
Physical set-up – Good physical set up is pre-requisite for
effective and successful training program because it makes the first
impression on participants. Classrooms should not be very small or
big but as nearly square as possible. This will bring people together
both physically and psychologically. Also, right amount of space
should be allocated to every participant. Establishing rapport with
participants – There are various ways by which a trainer can
establish good rapport with trainees by:
• Greeting participants – simple way to ease those initial tense
moments
• Encouraging informal conversation
• Remembering their first name
• Pairing up the learners and have them familiarized with one
another
• Listening carefully to trainees’ comments and opinions
• Telling the learners by what name the trainer wants to be
addressed
• Getting to class before the arrival of learners

• Starting the class promptly at the scheduled time
• Using familiar examples
• Varying his instructional techniques
• Using the alternate approach if one seems to bog down
Reviewing the agenda – At the beginning of the training program
it is very important to review the program objective. The trainer
must tell the participants the goal of the program, what is expected
out of trainers to do at the end of the program, and how the
program will run. The following information needs to be included:
• Kinds of training activities
• Schedule

TRAINING EVALUATION
The process of examining a training program is called training
evaluation. Training evaluation checks whether training has had the
desired effect. Training evaluation ensures that whether candidates
are able to implement their learning in their respective workplaces,
or to the regular work routines.
Purposes of Training Evaluation
The five main purposes of training evaluation are:
Feedback: It helps in giving feedback to the candidates by defining
the objectives and linking it to learning outcomes. Research: It
helps in ascertaining the relationship between acquired knowledge,
transfer of knowledge at the work place, and training.
Control: It helps in controlling the training program because if the

training is not effective, then it can be dealt with accordingly. Power
games: At times, the top management (higher authoritative employee)
uses the evaluative data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual
outcomes are aligned with the expected outcomes.
COACHING
Coaching is one of the training methods, which is considered as a
corrective method for inadequate performance. According to a
survey conducted by International Coach Federation (ICF), more
than 4,000 companies are using coach for their executives. These
coaches are experts most of the time outside consultants.
A coach is the best training plan for the CEO’s because
 It is one-to-one interaction
 It can be done at the convenience of CEO
 It can be done on phone, meetings, through e-mails, chat
 It provides an opportunity to receive feedback from an expert
 It helps in identifying weaknesses and focus on the area that
needs improvement This method best suits for the people at the top
because if we see on emotional front, when a person reaches the
top, he gets lonely and it becomes difficult to find someone to talk
to. It helps in finding out the executive’s specific developmental
needs. The needs can be identified through 60 degree performance
review.
Process of Training Evaluation
Before Training: The learner’s skills and knowledge are assessed
before the training program. During the start of training, candidates
generally perceive it as a waste of resources because at most of the
times candidates are unaware of the objectives and learning
outcomes of the program. Once aware, they are asked to give their
opinions on the methods used and whether those methods confirm
to the candidates preferences and Learning style.
During Training: It is the phase at which instruction is started.
This phase usually consist of short tests at regular intervals
After Training: It is the phase when learner’s skills and knowledge
are assessed again to measure the effectiveness of the training.

This phase is designed to determine whether training has had the
desired effect at individual department and organizational levels.
There are various evaluation techniques for this phase.
Techniques of Evaluation
The various methods of training evaluation are:
• Observation
• Questionnaire
• Interview
• Self diaries
• Self recording of specific incidents
Quality
Particularly in those industries, which have to compete in
international markets, the management made clear links between
training policies and the quality of work.
Change in Corporate culture
Continuous training was used to transmit new business strategies
and new organisation culture.

Organizational Development
In some organisation where financial responsibilities were being
decentralized, the training function was also getting decentralized.
In other training dept was abolished altogether and all manager’s
were made responsible for instruction and training.

Flexible working practices
Company made a major training program after making two third
work forces redundant. This involved both vocational training and
encouraging employee to take educational courses in their free
time.
Training and employment package
In certain companies training formed part of the pay packet offered
to employees. It also had a bearing on the Lab our turnover
percentage of employee. In other way we can say its like cost to
company.
Corporate structure
In some instances I became difficult for managers to meet business
objectives because they had in sufficient control over recruitment
and training decision. In some other cases rivalries between
different divisions of same company, prevented the integration of
coherent training and personal policies at central level.
The role of professinal trainers

The findings suggest that the role of the professional trainer had
undergone significant changes. He is today not only a mere provider
or organizer of training but also is being seen as an agent or
facilitator of change. This because today the management is
integrating training into the very culture of their organisation. In
some organisation the trainers now have access to key decision-
makers and have established greater legitimacy for training and
development activities.
Corporate and individual training needs
Evidence suggests that numbers of organisation are effectively
integrating their training and business strategies and progress has
been made in training for organizational development.
(i) Classroom lectures/conferences: The lecture or conference
approach is well adapted to conveying specific information – rules,
procedures, or methods. The use of audiovisuals or demonstrations
can often make a formal classroom presentation more interesting
while increasing retention and offering a vehicle for more interesting
while increasing retention and offering a vehicle for clarifying more
difficult points. The lecture’s liabilities include possible lack of
feedback and the lack of active involvement by the trainees.
(ii) Simulation exercises: Any training activity that explicitly places
the trainee in an artificial environment that closely mirrors actual
working conditions can be considered a simulation. Simulation

activities include case exercises, experimental exercises, complex
computer modeling, and vestibule training.
3.Vestibule training: In vestibule training, employees learn their
jobs on the equipment they will be using, but the learning is
conducted away from the actual work floor. In the 1980s many
large retail chains train cashiers on their new computer cash
registers – which are much more complex because they control
inventory and perform other functions in addition to ringing up
orders – in specially created vestibule labs that simulated the actual
checkout-counter environment.
Training, as a process of long term learning is essentially a
developmental tool. By effectively utilizing this tool, the
organization expects to achieve career objectives.
 Contribute towards the career progressions of the employees
by importing knowledge of an additional or reinforcing nature,
developing skills and bringing about desired attitudinal
changes among them. This would not merely prove effective
in assisting them to achieve organizational goals but also
enable enhancement of their self esteem and self confidences
to face external challenges.
 Ours is a changing and dynamic organization which has to pay
considerable emphasis on training and retraining its
employees to enable them to be competent, committed and

has the capacity to change according to the external and
internal demands and pressures.
Training of employees is not merely the responsibility of the
management or the training cell alone, but the responsibility of
department managers as well. The human resource department
must enable the involvement of the department managers in the
process of employee training and development.
Assessment Of Training Needs
There are five steps towards the assessment and analysis of
training and development of the organization.
 Collection of information through interviewing and discussing
with key personnel both inside and outside the organization or
specific departments; observing the work place, working
conditions, processes and outcomes; examining records, other
written information and annual employee appraisal.
 Compare performances of each department and each
employee against objectives, targets and standards set for
them and keeping in mind future work requirements in the
organization.
 Identify cause of problems faced by the organization to enable
the management to train the employees in handling the

problems as well as solving the problem in a satisfactory
manner.
 Segregate identified problems into problems requiring staff
development action such as training and into problems
requiring other management actions, so that these problems
are accurately addressed.

CHAPTER - 4
DATA ANALYSIS AND INTERPRETATIONS
Q1. Whether Training is given adequate importance in your
organization
Particulars Frequency Percentage
Strongly agree 30 30%
Agree 55 55%
Strongly Disagree 5 5%
Disagree 10 10%
Total 100 100%
INTERPRETATION:-
The above graph indicates that the training sessions conducted in the
organization is useful.
Q2. The Skill learnt in Training and Development program are

helpful to me.

Strongly Agree 45 45%
Agree 35 35%
Disagree 10 10%
Total 100 100%
INTERPRETATION:-
45% of respondents strongly agree and 35% of the respondents

agree that the skill learnt in Training and Development is helpful.
Q3. Training is periodically evaluated and improved the

performance level.

Agree 50 50%
Disagree 20 20%
Total 100 100%
INTERPRETATION:-
30% of respondents strongly agree and 55% of the respondents agree

that the training is periodically evaluated.
Q4. The HR Department conducts briefing sessions for employees

before the actual training program.

Yes 60 60%
No 40 40%
Total 100 100%
INTERPRETATION:-
60% -of respondents agree and 40% -of the respondents disagree.
Q5. Employees and Organization participate in determining the

Training they need.

Agree 50 50%
Disagree 20 20%
Total 100 100%
INTERPRETATION:-
that they are also involved in determining the training needs.

Training they need.

Strongly Agree 5 5%
Agree 45 45%
Disagree 35 35%
Total 100 100%
INTERPRETATION:-
that the senior line managers are eager to help the juniors to develop
their skills through training.
Q7. Whether, your Management takes training program take

training seriously.

Yes 75 75%
No 25 25%
Total 100 100%
75% of respondents strongly agree and 25% of the respondents agree that the
company takes training seriously.
Q8. There is an adequate emphasis on developing managerial capabilities of the

managerial staff through training.

Agree 65 65%
Disagree 10 10%
Total 100 100%
Interpretation
20% of respondents strongly agree and 65% of the respondents agree that there is
adequate emphasis on developing managerial capabilities of the managerial staff
through training.

Q9. Induction Training is given adequate importance in your
organization.
Yes 42 42%
No 58 58%
Total 100 100%
Interpretation
42% of respondents strongly agree and 58% of the respondents disagree that the
Induction Training is given adequate importance in their organization.

Q10. Senior management takes interest and spends time with the new
staff during induction training.
Yes 42 42%
No 58 58%
Total 100 100%
Interpretation
44% of respondents strongly agree and 56% of the respondents disagree

Q11. Quality of the Training programme needs to be improved.
Yes 34 34%
No 66 66%
Total 100 100%
Interpretation
34% of respondents agree and 66% of the respondents disagree

Chapter - 5
CONCLUSION
Under noted few conclusion can be taken as for implementation to
reap furthers benefits.
 Making training and development process and entirely in
house activity to reduce cost.
 It is found that the average age group of trainees are in their
twenties or early thirties which signifies that the consumer
durable industry need more of young blood as enthusiasm is
an integral part of the industry.
 The maximum emphasis is given to job instruction methods
where the trainee are made to understand their job
thoroughly and the role they are going to play in performing
their job.
 Lecture as well as the presentation is the major part of
imparting the education and training them.

SUGGESTIONS
 The training objective are in keeping with needs and abilities
of the trainee and it is this that proves to be the major reason
for success of the training as whole...
 The trainee fill the feedback form and from time to time test
are conducted to know the gauge the effectiveness of training
to employee to check their memory if they retain anything or
not.
 We think that time management is one of the thing on which
Hero Moto Corp team must emphasis so that there employee
can be more productive as it was found during the visit to the
corporate office people they lack in managing themselves.
 Stress management training is more important for employee
as it was observed that people are all the time in tension like
situation as to how to do what to do when to do, no time and
things like that which kept them tensed all time. Last but not
least behavioral training is more important as while doing the
study it was found that people are less cooperative and
outgoing to help out.

Chapter - 6
QUESTIONNAIRE
1. Name :
2. Designation :
3. Qualification :
4. Working with HERO MOTO CORP since :
5. Previous experience if any.
1. name of the previous employer
2. worked as
3. duration of previous job

Q1. Whether Training is given adequate importance in your
organization
a. Strongly agree b. Agree
c. Strongly Disagree d. Disagree
Q2. The Skill learnt in Training and Development program are helpful
to me.
Q3. Training is periodically evaluated and improved the performance
level.
Q4. The HR Department conducts briefing sessions for employees
before the actual training program.
a. Yes b. No
Training they need.

Q6. Senior Line Manager is eager to help their juniors develop
through training.
Q7. Whether, your Management takes training program take training
seriously.
a. Yes b. No
Q8. There is an adequate emphasis on developing managerial
capabilities of the managerial staff through training.
Q9. Induction Training is given adequate importance in your
organization.
a. Yes b. No
Q10. Senior management takes interest and spends time with the
new staff during induction training.

a. Yes b. No
Q11. Quality of the Training programme needs to be improved.
a. Yes b. No
Q12. Employees are given appraisal in order to motivate them to
attend the training. Do u agree with this statement?
a) Strongly agree b) Agree
c) Somewhat d) Disagree
Q13. What are the skills that the trainer should possess to make the
training effective?
a) Technical skills b) People skills or Soft skills
c) Generalist makes better Personnel managers than Specialist
d) Fond of talking to people
Q14. What are the general complaints about the training session?
a) Take away precious time of employees
b) Too many gaps between the sessions
c) Training sessions are unplanned
d) Boring and not useful

Q15. Reason for shortage of skilled man power at workplace are :
a) Lack of planning
b) Lack of support from senior staff
c) Lack of proper guidance and training at workplace
d) Lack of quality education at primary and secondary level

BIBLIOGRAPHY
1. HUMAN RESOURCE MANAGEMENT T. N. CHABRA
2. PERSONNEL MANAGEMENT C. B. MEMORIA
3. PERSONNEL MANAGEMENT & INDUSTRIAL RELATION R.S. DEVAR
4. HUMAN RESOURCE & PERSONNEL MANAGEMENT K. ASHWATHAPPA
Websites
www.google.co.in
www.heromotocorp.com

Training Development Hero MotoCorp

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TITLE OF THE PROJECT

“TRAINING & DEVELOPMENT OF HERO

Submitted By:- Priyanshu Singh 1

INTRODUCTION OF THE TOPIC

of knowledge so that employee is better equipped to do his present

job, or to prepare him for a higher position with increased

responsibilities. However individual growth is not and ends in itself.

Organizational growth need to be measured along with individual

Training refers to the teaching/learning activities done for the

primary purpose of helping members of an organization to acquire

organization to acquire and apply the same. Broadly speaking

training is the act of increasing the knowledge and skill of an

employee for doing a particular job.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT

Traditional Approach – Most of the organizations before never used

to believe in training. They were holding the traditional view that

training is a very costly affair and not worth. Organizations used to

believe more in executive pinching. But now the scenario seems to Be

Submitted By:- Priyanshu Singh 2

Organizations have realized the importance of corporate training.

Training is now considered as more of retention tool than a cost. The

training system in Indian Industry has been changed to create a

smarter workforce and yield the best results.

Submitted By:- Priyanshu Singh 3

1. To ensure that each employee is equipped with capabilities to

perform various tasks associated with his role.

2. To help the employee develop as an individual so that the

organization can recognize and use the maximum possible

potential of its employees.

3. To examine the impact of training on the workers.

4. To study the changes in behavioral pattern due to training.

5. To measure the differential change in output due to training

6. To impart to new entrants the basic knowledge and skill they

need for and intelligent performance of definite tasks.

7. To assist employees to function more effectively in their

present positions by exposing them to the latest concepts ,

information and techniques and developing the skills they will

need in their particular fields.

Submitted By:- Priyanshu Singh 4

The scope of the study covers in depth, the various training

practices, modules, formats being followed and is limited to the

programmes incorporated/facilitated in Hero Moto Corp through its

faculties, outside agencies or professional groups. It also judges the

enhancement of the knowledge & skills of employees and feedback

Submitted By:- Priyanshu Singh 5

 Preparation of the summary expressed

 Recommendation of fall back site

Sample Size: - 100

To understand the training and development scenario at Hero Moto

at of the company Hero Moto Corp.

TOOLS USED FOR DATA COLLECTION

 Primary data collected through questionnaires and informal

 Secondary data collected through magazines, journals,

websites, and other corporate publications

PROCEDURE FOR DATA COLLECTION.

 Communication, asking questions and receiving a response in

Submitted By:- Priyanshu Singh 6

preparation of the questionnaire with the help of the project

Submitted By:- Priyanshu Singh 7

Group and Honda Motor Company was established in 1984 as the

Hero Honda Motors Limited at Dharuhera India. Munjal family and

During the 1980s, the company introduced motorcycles that were

advertising campaign based on the slogan 'Fill it - Shut it - Forget it'