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“Training Need Assessment”
“Exide Industries Ltd”
“Dhiraj Ashok Fiske”
(2008-10) Under the guidance of “Prof. Kalpana Chordiya”
Submitted to “University of Pune” In partial fulfilment of the requirement for the award of the degree of Master of Business Administration (MBA)
Through Dr. Vikhe Patil Foundation’s Pravara Centre for Management Research & Development Pune-16.
I, the undersigned, hereby declare that the Project Report entitled “Training Need Assessment” written and submitted by me to the University of Pune, in partial fulfilment of the requirements for the award of degree of Master of Business
Dedicated to My beloved parents Pushpa and Ashok Fiske who have been the fountain of inspiration to me
Administration under the guidance of Prof. Kalpana Chordiya is my original work and the conclusions drawn therein are based on the material collected by myself.
Place : Pune Date : Research Student
Head-Personnel. I would like to convey my gratitude to the entire top management team at Exide Industries Ltd. 4 . without whose active support. Vikhe Patil Foundation’s PCMRD Mr. Exide Industries Ltd. R M Bhole. for their immense co-operation and support. I would like to express my sincere gratitude to Mr. I would also take the opportunity to thank Prof. my internal project guide for her tremendous support and guidance to complete this project.. it would not have been possible for me to complete the project. I thank Mr. Pune who gave me opportunity to do my project work on Training & Development Programme. Dholakiya for his guidance consoling and support. Officer-Personnel. I am also grateful to Mr. Officer-Safety. Mr. Mr. J A Mandape. H Y Khan.ACKNOWLEDGEMENT It gives me great pleasure in presenting project report titled “Training Need Assessment” & acknowledging the generous assistance given to me by various persons in successful completion of this project work. He has made me a winner by giving me the guidance and personal suggestions required time to time and providing me with all resources and information needed to carry out this project successfully. D N Naik. Supervisor-Time Office for their continuous & steady support while understanding this project. OfficerWelfare. B U Jeurkar. Kalpana Chordiya. To carry out this project it was very important to maintain the true spirit behind this survey & he has strongly supported. I must thank to the Director of Dr.
Analysis & Interpretation Findings Limitations Conclusion Page No.CONTENTS Particulars Acknowledgement Executive Summary List of Tables List of Figures Chapter Chapter Chapter Chapter Chapter Chapter Chapter Chapter Chapter Bibliography Annexure I II III IV V VI VII IX Introduction Company Profile Objectives Research Design & Methodology Data Presentation. 4 6 7 8 9 17 34 36 44 72 75 78 80 82 84 VIII Recommendations 5 .
e. This project focuses on understanding the overall T & D functions in a Manufacturing industry with major emphasis on Training Need Assessment. Therefore. shortcomings in the competencies of workforce are the matter of real concern. Job analysis and Organizational analysis. Training need Assessment is generally divided into 3 parts i. Challenges like Flexibility. Basic objective of summer training revolves around bridging the gap between theoretical concepts & practical implications. Individual Analysis. As the importance of product and service quality is increasing. the training and development as a vital function of HR department is gaining weightage day by day. Here the researcher has done individual analysis and with some emphasis on Organizational analysis. New technology. 6 .Executive Summary As the Manufacturing industry is people intensive. the performance of a company is the direct result of the efficiency and delivery of its employees. And identification of these shortcomings must be done before putting any activity on the training calendar. Employee commitment need to be addressed effectively to not only survive in the market but to gain a competitive advantage.
Further on analysis and interpretation of the collected data.The research project was carried out at Exide Industries. 7 . The participants involved were workers and supervisors. recommendations were submitted to the HR head of the plant. Chinchwad plant in Production Department (Motorcycle Division). Questionnaire and Skill Estimation Form were the tools used for collecting the data for training need assessment.
Table No.11 Observations for Que.1 Observations for Que.4 Observations for Que. No.2 5.12 Title of the Table Departments at Chinchwad plant ISO certifications Observations for Que. Table No. No.11 5.9 Observations for Que.3 5. Table No. Table No. Table No. Table No.5 Observations for Que. Table No. No. 28 31 46 48 50 52 54 56 58 60 62 64 66 68 8 . No.1 5. Table No. No. No. No.6 5. Table No.2 5.7 5.10 Observations for Que.10 5. No.7 Observations for Que. Table No.9 5.2 Observations for Que. No. No.4 5.12 Page No.8 5. No. Table No. 2.5 5.3 Observations for Que. No.1 2. Table No.8 Observations for Que.LIST OF TABLES LIST OF TABLES Table No Table No. Table No.6 Observations for Que.
Figure No. Figure No.LIST OF FIGURES LIST OF FIGURES Figure No Figure No. Figure No. Figure No. Figure No. Figure No. Figure No. Figure No. Figure No. Figure No. Figure No. 32 47 49 51 53 55 57 59 61 63 65 67 9 . Title of the Figure Current status of company Pie Chart 1 Pie Chart 2 Pie Chart 3 Pie Chart 4 Pie Chart 5 Pie Chart 6 Pie Chart 7 Pie Chart 8 Pie Chart 9 Pie Chart 10 Pie Chart 11 Page No.
1 Basic Theoretical Concepts and Contexts of the Topic Training and Development 10 .1.1 Basic INTRODUCTION Theoretical Concepts and Contexts of the Topic INTRODUCTION 1.
which an organization must commit resources to if it is to maintain a visible. It is an organized function. It gives an appropriate shape to the behaviour of employees to achieve the predetermined goals. Training is a systematic learning process. delivering them. developing interventions. efficient and knowledgeable workforce. Milkovich and Prof.” Development is more future oriented and focuses on personal development. and evaluating outcomes. Boudreau have defined training as – “Training is a systematic process of changing the behaviour. 11 . knoeledge and/or motivation of present employees to improve the match between employee characteristics and employment requirements. Training is essential for everyone and is the corner stone of the human resource management. It involves the acquisition of the skills. concepts. Training and development involves assessing needs.Training is cardinal tool by means of which the competencies of the employees can be developed to survive in the world of cutthroat competition. which helps to increase the knowledge and improve the skills of the people performing various parts of the overall tasks of the organization. which helps the employees to acquire knowledge and skills for definite purpose. Employee training is such an activity. Development mainly focuses on: • • • • Personal growth Analytical skills Conceptual skills Human skills The purpose behind the selection topic Training and Development was to know about the significance of the training as a tool in the organization and to know the process and functioning of training in the organization. Definition of Training: Prof. The other reason for the selection of this topic was that I had a liking in the subject and hence I have preferred the above topic. Its primary goal is to improve performance of individuals and groups in organizational settings.
and the specific employee behaviour required. The analysis of the organizational goals establishes the framework in which training needs can be defined more clearly. its resources as they relate to the organizational goals. Training heightens the morale of employees. skills and abilities (KSA) through professional development. who gives the trainee an outline of the company policies. Organizational analysis centres primarily upon the determination of the organization’s goals. Training is about the acquisition of knowledge. Training consists of few hours of induction by supervisor.rules. Identification of the training needs is continuous process. 2. This analysis includes the determination of the job. which involves identification of areas. work location and work rules. to increase the performance of the employees. It also helps to mould the attitude of the employees in order to achieve better cooperation with the organization and loyalty to it. where employees lack skills. procedures. Training function is divided in the following main segments: IDENTIFICATION OF TRAINING NEEDS Training activity is not an isolated activity but it is an integral part of management development activities of an organization. in effectively performing their jobs and identifying organizational constraints. efficient and productive. Therefore considering the goals and requirements of an organization. 12 . Training makes the employee more effective. abilities etc. identification of the training needs must be done. which the employee must do. attitudes etc. problems that create roadblocks in the performance. Task analysis focuses on the task or job regardless of the employee doing the job. Identification of training needs must contain three types of analysis: 1. knowledge. It also contributes to greater extent in order to reduce absenteeism and turnover. Training is significant management tool for bringing about the desired changes in order to solve organizational problems and to achieve the organizational goals.
To prepare a worker undertake different jobs. efficiency of an employee and to obtain the 13 . abilities fully. DECIDING THE OBJECTIVES OF THE TRAINING TO BE GIVEN Once the training needs are identified. skills. 2. maximum individual development. the other step in the process is to specify training objectives. the contents of the training program can be fixed.” Few Essentials of an Ideal Training Program: 1. Flexibility 5. Training of any kind should have its objectives. skills. attitudes or skills he must acquire and what alterations in his behaviour he must make if he is to contribute satisfactorily to the attainment of organizational objectives. if another person is absent. Involvement of trainees 3. Conformity with objectives 2. Combination of training methods 4. so that the performance of trainee becomes more useful and productive for himself and for the organization. Objectives of Training: The objectives of the training can be summarized as follows: 1. Person analysis reviews the knowledge. To induce necessary change in the human resource. To enable the employee to do his current job more efficiently and effectively and to increase the productivity of the organization. 4. Knowledge and attitudes 3. If the objectives of training to be given to the employees are well defined. To enable the employee to use his knowledge.3. 5. The success of any training program depends to great extent on the objectives fixed for training. To improve knowledge. DESIGNING AND ADMINISTERING TRAINING PROGRAMS A training program is defined as “a program that involves an interpretation at the training specification in terms of units of instructions or learning set out in chronological sequence showing the time allowed for each unit. attitudes and skills of the current employees in each position and determines what knowledge.
all its strengths. Every method has certain structured procedure for the conduct. Nature of training to be imparted 4. Cost effective training with uncompromising quality TRAINING EVALUATION According to Prof. To keep check on training program 2. Therefore.SELECTION OF TRAINING METHODS AND TOOLS Training methods are useful for attaining desired objectives in learning situation. and at the same time. To correct the training program 3. which offers definite advantages in developing qualities of the trainees. objectives etc have to be considered. To see that training program benefits the employee significantly 4. Few important considerations for selection of training methods and tools: 1. weaknesses. abilities to the fullest extent. Choice of methodology 2. “training evaluation is nothing but a systematic collection and assessment of information for how best to utilize training resources in order to achieve organizational goals. skills. To ensure maximum output to the lowest cost from the training program 5. To see that the given training program enables the employees to use his knowledge. The reasons can be as follows: 1. The process of training evaluation has been defined as “any attempt to obtain information on the effects of training program and to assess the value of training in 14 . Need for evaluation: Need for evaluation of the training program is an essential function or activity that has to be carried out. Warr. they have certain limitations too. while adopting a particular method. Level of trainees 3.
an organization would do well to assess the training needs of its employees. Inadequacy in performance may be due to lack of skill or knowledge or any other problem. it demands that an employee is equipped with required skills to cope with changing technology. Transfer. group and individual. poor job design. An organization that implements training programme without conducting needs assessment may be making errors.g. Thus. Before committing such huge resources. job redesign. Assessment of training needs must also focus on anticipated skill of the employee.” Evaluation leads to controlling and correcting the training program. The problem of performance deficiency caused by absence of skills or knowledge can be remedied by training. Needs assessment occurs at two levels. selection. that is. Since technology changes fast. improving quality of supervision or discharge can be possible solutions. Ex.A need assessment exercise might reveal that less costly interventions (e. Faulty selection. it is necessary that the 15 . An individual obviously needs training when his or her performance falls short of standards. uninspiring supervision or some personal problem may also result in poor performance. Organizations spend vast sums of money (usually as a percentage on turnover) on training and development.the light of that information. when there is performance deficiency. compensation packages and job redesign) could be used in lieu of training. TRAINING NEEDS ASSESSMENT “Needs assessment” diagnoses present problems and future challenges to be met through training and development.
2. Employees commonly require only an orientation to new faculties and jobs. To decide which type of training will improve each employee’s job performance. in order to bring synchronization between organizational and individual objectives people need to question the way they do things and this is precisely the hidden objective behind any training need identification process. computed as follows: Training need = Actual performance – Standard performance In order to emphasize the importance of training need identification we can focus on the following areas:1. however. This will help him to progress in his career path. 3. Recently. To pinpoint if training will make a difference in the productivity. sales personnel and production workers have to be trained to produce. or other problems are diagnosed. Assessment of training needs occurs at the group level too. Although training is not a cure all. Individuals may also require new skills because of possible job transfers. To differentiate between the need for training & organizational issues 4. Although job transfers are common as organization personnel demands vary. In addition. Any change in the organization’s strategy necessitated training of groups of employees. The need for training and development is determined by the employees’ performance deficiency. To bring about an integration of individual aspirations and organizational goals. sell and service the same. when the organization decides to introduce a new line of product. It is 16 . Training and development is essential to prepare the employees to handle challenging tasks. Training can also be used when high scrap or accident rates. they do not necessarily require elaborated training efforts. such undesirable happenings reflect poorly trained work force.employee is trained to acquire new skills. For example. low morale and motivation. economic forces have necessitated significant retraining efforts in order to assure continued employment for many individuals.
3 2.2 2.important to see that there is a suitable match between achieving organizational goals and providing attractive learning opportunities. Address and Location Vision and Mission Historical Background Different Departments Organizational Chart Different Product Profile Special Awards Current Status of the Company COMPANY PROFILE 17 . thus increasing their commitment to learning.6 2.1 2.5 2. to their work and to the organization as a whole.7 2. It should ideally be a long-term process of encouraging employees to take an active involvement in their own development.4 2. COMPANY PROFILE 2.8 Name.
is counted among the premier battery research facilities in the world and is recognized by the Department of Scientific & Industrial Research under Ministry of Science & Technology.5 AH . The company has subsidiaries in the UK. The leader in packaged power technology. Exports span 18 countries across five continents in a growing list of overseas customers. • Recognition of our pursuit of quality was achieved when RWTUV of Germany awarded us the ISO 9001. markets and sells the widest range of lead acid storage batteries in the world from 2. For over 85 years. India's flagship of the storage battery industry. to cover the broadest spectrum of applications. • • • It has 7 factories strategically located all over India. • Formerly known as Chloride Industries Limited.Introduction Exide Industries Limited.20600 AH in conventional flooded and VRLA design. quality and country-wide service network are the four pillars on which Exide achieves its high pedestal.is also the largest Power Storage Solutions Company in South and South East Asia. Exide today is India's largest storage battery company with widest range of both conventional flooded as well as latest VRLA batteries. • • Technology. innovation. We have also received ISO 14001 Certificate in recognition of our eco-friendly production process. The R&D Centre. UK. It is the only company in the country to design and manufacture batteries from 2. manufactures. 18 . Exide Industries Limited has pioneered battery technology in India. Singapore and Sri Lanka. set up in 1976.600Ah capacity. Of India.5Ah to 20. the company was a part of the Chloride Group plc. Govt. Collaborations with Shin Kobe and Furukuwa of Japan and Oldham of UK give it a global dimension in manufacturing capability. It designs.
Address and Location Corporate Office Exide Industries Limited Exide House 59E. After all who can provide all these benefits together with its wide range of products. skilled and experienced engineers for erection commissioning and assured professional assistance throughout the service life of a battery. 2. Kolkata – 700 020 Phone: 033 – 22832120 / 22832133 /22832136 / 22832238-39 / 22832150-51 Fax: 033 – 22832632 / 22832637 19 . the ability and competence to guide a user to select the right battery for a particular application. Chowringhee Road.1 Name.• For customers all these attributes transcend Exide from a manufacturing company to a solution provider.
Subir Chakraborty Executive Vice President – All India Industrial Sales & Marketing Phone: 033 . Midnapur. MIDC Industrial Area Chinchwad East Pune .Mr. Hatibagan Road.721 602 Dist. West Bengal Tel: (03224) 251 140/ 253/ 265/ 728 Fax: (03224) 252 145 20 .co.743 128 24 Parganas (North) Tel: (033) 2581 2146/ 2147/ 2148/ 2149 Fax: (033) 2581 393 Chinchwad D2.O. Gautam Chatterjee Director-Industrial Marketing Office Exide House 6A.in Manufacturing Units Shamnagar 91. Athpur Shamnagar . Kolkata – 700 014 Mr. New Chord Road P.411 019 Tel: (020) 5611 4466/4467/4468/4469 Fax: (020) 5611 4480 Haldia Durgachak Haldia . Entally.2286 6136 E-mail: Subirchk@exide.
Hosur Chinchurakanapalli Village Sevaganapally Panchayat.410 208 Tel: (022) 2741 0401/0403/ 0405 Fax: (022) 2741 0219 Kanjur Marg Kanjur Village Road Kanjur Marg (East) Mumbai . Dharmapuri Tamil Nadu-635 103 Tel: (04344) 258 251/252/253/254 Taloja Plot No. District Rewari Haryana 21 .600 032 Tel: (044) 2234 1136/1137/ 1138 Fax: (044) 2234 6894 Bawal Plot no. Sector 3 HSIDC Growth Centre Bawal . T-17 MIDC Taloja Industrial Area Taloja .400 042 Tel: (022) 2578 3691/92 Fax: (022) 2578 3695 Guindy 21/22. 179. Hosur Taluk Dist. Alandur Road Guindy Chennai .
.3 Historical Background ......Exide Story 22 .. In addition..... to achieve operational excellence along with caring for environmental protection......... employees & shareholders and being recognized by society as a responsible corporate citizen.2 Vision Vision and Mission It is – “Simultaneous to provide credible value addition to customers.......2...” Mission To serve society by delighting stakeholders.... Core Values • • • • • • • Customer Orientation Personal Integrity and commitments Teamwork and mutual support People development and involvement Striving for excellence Measurement by processes and facts Responsible corporate citizenship 2...... harnessing the full potential of employees pursuing or passion for excellence based on our core values........
led to the development of battery-started vehicles. Chloride engineers developed a lightweight. injuring the driver's arm. began manufacture of storage batteries. It took another 20 years before a practical battery was developed using a paste of lead oxide as active material. the crank often swung back violently. In the meanwhile. In the automotive industry. Unfortunately. However.Although Alessandro Volta successfully generated electrical current from chemical reactions between dissimilar metals as early as 1800 AD. Chloride coined a brand name "Exide". the most important application stemmed from a common problem: motorists' broken arms! While cranking the engine. Efforts to eliminate this. The two companies agreed to jointly own the brand Exide. a Manchester based engineering firm. the Exide brand also reached far-flung parts of the globe as part of the industrialisation of the British Empire and Exide batteries soon began appearing in the Crown's many colonies. One of the critical ingredients in making the plates of such a battery was oxide. When the United States entered World War I. initial capacity was extremely limited as the positive plate had little active material. The batteries -or accumulators as they were then called . It was in the 1880s itself that Mather & Platt. This enabled Chloride to enter the American market. Accordingly. non-spillage battery to operate thousands of airplane radio sets and numerous radio 23 . a derivative acronym from the term Excellent Oxide. the new company was christened Chloride Electrical Storage Syndicate. Having perfected the technology. The emergence of USA as a major automobile market led to Chloride entering into a joint venture with the Electrical Storage Battery Company of Philadelphia.followed a design in which lead Chloride was the active material. it did not take long for the next step. it was not till 1860 that Raymond Gaston Plante invented the lead acid battery.
In 1972. The R&D Centre of Chloride India was the only one of its kind outside the UK in the Chloride Group. and was strategically established near OEMs. in India too. Over the years. Chloride Industries was rechristened Exide Industries Limited in deference to its powerful brand name "Exide". The state-of-art plant at Hosur . Exide batteries also provided power for Piccard's balloon flight. Tamil Nadu went 24 . Exide batteries were a Part of many major developments in exploration. However. In 1995. this plant became the hub of production for special types of batteries like the submarine batteries. In 1916. the Chloride Electrical Storage Company (CESCO) was set up to assemble and market batteries. As in the other colonies. West Bengal to cater to the huge USSR market. Chloride Group. and in 1976 an R&D Centre was established in India. an Exide deep-cycle battery was the sole source of electrical power when Commander Byrd established a military base in Antarctica. In 1981. the engineers also developed a battery-powered torpedo that moved silently without a wake. In 1934. UK was by then the world's largest manufacturer of batteries (operating in 23 countries) and had the biggest repository of fundamental battery technology. Japan -the makers of Hitachi batteries for both advanced automotive and VRLA batteries for industrial and UPS applications. and its establishment was a singular tribute to the capabilities of the Indian scientists and engineers. communication and warfare. Among weapons of war.stations. automotive and traction batteries. 1947 saw the emergence of Associated Battery Makers Eastern Limited (ABMEL) for manufacturing batteries. Exide batteries were imported for many years. ABMEL became Chloride India Limited. Exide Industries entered into a technical collaboration with Shin-Kobe Electric Machinery Company Limited. Maharashtra to manufacture automobile batteries to cater to the then growing auto battery demand. After the disintegration of the Soviet Union. it was only in 1946 that the first manufacturing unit was set up in Shamnagar. In order to ride this wave. A second factory was established in 1969 at Chinchwad. a third plant was set up in Haldia.
The 90S also saw an emergence of huge demand in 2 wheeler batteries and Exide Industries. small UPS batteries to large submarine batteries. has through its continuous commitment and customer-need focus. Recent acquisitions by the company in Singapore and Sri Lanka are the forerunners to Exide Industries' emergence as a global player. Exide industries acquired the assets of Standard Batteries Limited. Exide has introduced a highly customer friendly service called the 'Batmobile' initially operating in 8 cities where service is guaranteed to a car owner within half an hour at his doorstep from 7am till midnight.on stream in 1997 for the production of VRLA batteries and the high-end automotive batteries for companies like Toyota. At the dawn of the millennium. emerged as one of the most powerful brands in existence today. Japan and added 4 production units to its arsenal. a name coined out of Excellent Oxide -a product ingredient. This acquisition brought with it a technical collaboration with Furukawa Batteries. Exide. 25 . A 9th location at Bawal in Haryana has recently been commissioned to cater to the large QEM sector in the North adding immense value through freshly charged 'just-in-time' supplies. Exide today not only has a reach unsurpassed but is one of the few manufacturers in the world who produces the entire gamut of secondary battery applications from motorcycle to large commercial vehicles. entered this market with In 1998. This service is soon to be extended to 16 cities.
Haryana Associated Battery Manufacturers (Ceylon) Limited. Ltd. Acquired 100% stake in Tandon Metals Ltd.. Commissioned plant at Bawal. Sri Lanka became a subsidiary consequent to acquiring further 12.1916 1946 1947 1947 1969 1972 1976 1981 1988 1994 1995 1997 1998 Chloride Electric Storage Co.50% Equity holding. Singapore and 49% stake in Associated Battery Manufacturers (Ceylon) Limited. a subsidiary of the Hitachi Group. First factory set up in Shamnagar. West Bengal The name of the Company was changed to Chloride Industries Limited Technical collaboration with Shin Kobe Electric Machinery Co. Guindy (Tamilnadu) and plant at Ahmednagar (Maharashtra) from Cosepa Fiscal Industries Limited as a going concern. 26 . Pune The name of the Company was changed to Chloride India Limited R&D Centre established at Kolkata Third factory at Haldia. Tamil Nadu Acquisition of industrial/ manufacturing units of Standard Batteries Ltd located at Taloja & Kanjurmarg (Maharashtra). 1999 2000 2003 2004 2005 2007 2007 Acquired 51% Shareholding in Caldyne Automatics Ltd Acquisition of 100% stake in Chloride Batteries S E Asia Pte Ltd. of Japan. Investment in 50% shareholding of ING Vysya Life Insurance Company Limited Caldyne Automatics Ltd becomes 100% subsidiary consequent to acquiring the balance 49% shareholding. Incorporated as Associated Battery Makers (Eastern) Limited on 31 January 1947 under the Companies Act. West Bengal. Incorporated Chloride International Limited (previously Exide Products Limited) Second factory at Chinchwad. (CESCO) UK sets up trading operations in India as an import house. Sri Lanka. Chloride Industries Limited renamed Exide Industries Limited Fourth factory at Hosur.
5 Organizational Chart 27 . 6. 4. 3.1 2. 7.4 Different Departments Department 1. 2.2008 Acquired 51% stake in Lead Age Alloys India Ltd 2. 9. Production Planning Engineering Technical General/Personnel Accounts/IT Material/WD/Stores Despatch/Marketing Projects Manpower 734 7 92 59 99 13 54 80 48 TABLE NO – 2. 8. 5.
Personnel Department 2.6 Different Product Profile Exide Industries at Chinchwad plant manufacture following types of batteries: For Cars 28 .
2008. At the CII (Eastern Region) awards ceremony in Kolkata for 08-09 Exide Shyamnagar won CII Productivity Award -1ST Prize in category “A” for Significant Improvement in Productivity during the year CII Quality Award – Certificate of Appreciation for Commendable effort in the area of Total Quality at the CII(ER) Quality Award 2008-09 • The following table depicts the ISO certifications of the Company’s various Plants: Factories ISO 9001:2000 ISO 14001:1996 TS16949:2002 29 .7 • • • • Special Awards Exide wins CFO of the year award in automotive and auto-ancillary category from CNBC-TV18 "Exide.SF SUPER SONIC JET For Tractors SF SONIC TURBO SF SONIC For Inverter For Motorcycles SF SONIC JUMBO RODEO SF SONIC POWER BOX SF SONIC 2. Haldia factory gets TPM award for Category A. from Japan Institute of Plant Maintenance" Exide Haldia had a rich haul at the CII awards ceremony in Kolkata for 08-09 winning five awards in different categories.
2 2.8 Current Status of the Company Gross Sales Shareholders’ Funds 30 .Shamnagar Chinchwad Haldia Hosur Taloja Bawal Kanjur Marg TABLE NO – 2.
Highlights (FY 2008-09) • • • • • Turnover rises 17 per cent to Rs 4233 Crore Pays 20 per cent final dividend.3 billion amp hours Haldia Factory wins the prestigious TPM Award. full year dividend payout 60 per cent Automotive sales cross 14 million batteries Industrial battery sales cross 1. 31 .
2. 32 . 3. To study the present Training & Development (T & D) procedure and activities at Exide Industries Ltd. Give necessary suggestions regarding the training program.OBJECTIVES Objectives of the Project 1. To identify the training need areas of the employees as well employer.
1 4.5 4.2 4.7 4.RESEARCH DESIGN & METHODOLOGY 4.8 Statement of problem Research hypothesis Need for study Literature Review Sampling Design Source and methods of Data Collection Methods of Data Analysis and Statistical Techniques Scope of the study 33 .4 4.3 4.6 4.
4. and if it is not properly conducted anyone or more of the following situations could occur: 1. Money will be spent on the training programs that are unnecessary because they are unrelated to the company’s business strategy.3 Need for the Study Need assessment is the first step in the instructional design process.1 Statement of the Problem As discussed above it becomes imperative to identify the training needs of the employees at different levels in the organization and develop a suitable training program accordingly so that the performance of employees is improved. job design or a better communication of performance expectations). objectives. or confidence needed to them. 5. pre-requisite skills. 4. Training may be incorrectly used as a solution to a performance problem (solution should deal with employee motivation. behaviour change.4 Literature Review 34 . Chinchwad plant Training Programs for employees are insufficient according to their training needs. 4. 4.2 Research Hypothesis At Exide Industries Ltd. or methods. or financial results that the company expects. 2. 3. Training programs may have the wrong content. Training will not deliver the expected learning. 4. Trainees may be sent to training programs for which they do not have the basic skills.
MBA. Lonavala) completed at Jubilant Organosys Ltd. A project on “Training methodologies” by Seema Kumari. Pune at Tela Sourcing India Pvt. MMM’s COE. In addition. MPM. right from the need identification (at the Organizational. Ltd. second objective was to evaluate training program and to prepare training calendar. Pune. Karvenagar. Nira. Task and Personal level) along with a proper system of evaluation that evaluates the effectiveness of training at an immediate level. A division of Associtaed Capsules Pvt Ltd. 3.1. MPM. HR. job level and outcome level. Lonavala) completed at Packshield. A project on “Application of Instructional Design (Training & Development)” by Sunitha Jayakumar. Summary: 35 . 2. Summary: The objective of this project was to identify and assess the training needs of employees and to impart need-based training that enhances performance and leads to achievement of quality objectives. A project report on “Training Need Identification” by Sumit Shivhare. 2nd yr. Sinhgad Institutes (SIBACA. 2nd yr. Summary: The objective of this project was to find out how the training activity is carried out in a Business Organization. Sinhgad Institutes (SIBACA.
to identify the training need and give necessary suggestions regarding the training program. A project on “Training Need Identification” by Rameshwar Ojha.5 Sampling Design Population Population refers to the total items about which information is desired.Her objectives were to study the present training & development procedure and activities. Here population is Production Department. Sinhgad Institutes (SIBACA. 4. MPM. It was selected in consultation with the project guide with reason 36 . Lonavala) completed at RLG Group of Industries. 2nd yr. Summary: His objectives were to study the complete process of training and development. Here the Sampling frame was the list of workers in Motorcycle Unit who were employed at Exide Industries Ltd. identify training needs of the employees and develop suitable training calendar accordingly. Chinchwad Plant. Sampling Unit Sampling Unit here refers to the Workers working at Exide Industries Ltd.. It is a list of elements in the population from which the sample is actually drawn. Chinchwad plant. Motorcycle Unit at Exide Industries. to design structured and effective instructions in order to evaluate the training program. 4. Sampling Frame It is also known as ‘Source List’. Chinchwad plant comprising of 38 workers.
that workers constitute the major part of the manpower at Chinchwad plant and these are the people who actually handle the operational part of the manufacturing process. Size of the Sample It means number of items that need to be selected from the universe to constitute a sample. Here size of sample selected was 30 out of which 25 were Workers and 5 were Supervisors. Sampling Procedure As the population is clearly defined and list of target population is available, method selected for sampling is Probability Sampling. Under this the Simple Random Sampling method is used so that every worker gets the equal chance of being selected. As the list of workers was available Lottery method was selected for use but it could not be used because workers were divided into 3 shifts and it was not possible to meet selected worker because of time constraint and other reasons which include absenteeism, change in shift, change in department etc. Therefore, workers were randomly picked and interviewed.
Source and methods of Data Collection
Various types of data were collected from various sources and used in specific manner in this research project. Following are the methods used for data collection: Sources of Primary Data Collection • • • • • Survey (Questionnaire) Interview schedule A tool developed to estimate skills of the workers Observations Discussion with some concerned people
Interviewing and Survey Process
The survey process was conducted in four steps. 1. Identification of respondents – Researcher worked in advance to set up times and dates with units that would be interviewed. Local unit contacts helped to set up interview times for the individuals. 2. Respondent Briefing – Researcher briefed the respondents on the project. The briefing concentrated on explaining the purpose of the project, the objectives, and the importance of candidate feedback.
3. Written survey – Depending upon who they were (Workers or Supervisor), respondents received written surveys to complete. The respondents were left alone to complete the surveys. Researcher was available to answer questions or provide clarification.
4. Follow-up Interview – The completed survey was taken & conducted a follow up interview to clarify ambiguous comments, to assure completeness, and in some cases to ask follow-on questions for additional information. This information was added to the respondent survey form for data entry. Interviewers made additional comments in other documentation to assist with the training needs data. Some follow-up interviews were conducted in small groups, others one-on-one. Sources of Secondary Data Collection • • • • Company database – Training manual, Training calendar, employee database, performance appraisal sheets, training feedback forms etc. Full text database – Books on Training & Development Online database Earlier research in the same topic
Methods of Data Analysis
Methods that are used for analysis of collected data are basic analytical tools which include: • • • Tabular Analysis Graphical Analysis Percentage Analysis
Scope of the Study
1. As research was carried out on particular section of Employees, the study can be carried out for entire plant. 2. In addition, Organizational Analysis can be done in a better way if the permission is granted. 3. As the employees are working in 3 shifts, scope of the study can be extended to the night shifts as well. 4. The data gathered through this study can be used for Training Evaluation.
DATA PRESENTATION.1 5.2 5. 40 . which identified the training needs as well as provided the feedback. ANALYSIS & INTERPRETATION 5.3 Data Presentation Data Analysis Data Interpretation Data analysis is based on a well-structured questionnaire.
Estimation was done when the worker was working and in presence of researcher. a) b) c) d) What types of problems do you face while carrying out the job? Material related Advancement in Technology Production process Safety OthersTABLE NO – 5.1 41 . The 30 respondents were divided as: • • 5 supervisors 25 workers The interpretation of the feedback obtained from the employees is done after every question for better understanding of the same.A tool developed to estimate skills of the workers provided the clear idea about the status of skills level of audience in consideration. The tool developed for measuring the skill level of workers was given to all 5 supervisors. Data collected was consolidated into one single format and were analysed and interpreted. The questionnaire was distributed among 30 respondents. Each supervisor estimated the skills of 5 workers. The data is also represented in the form of a Bar chart as well as Pie chart for simplicity reason. Questionnaire For Workers & Supervisors 1.
42 .33 % Total 5 100 % 25 100 % 30 100 % Analysis From the above graph it can be seen that maximum number of respondents faced the problem of safety while working.33 % B 1 20 % 7 28 % 8 26.66 % E 0 0% 1 4% 1 3.66 % C 0 0% 3 12 % 3 10.00 % D 2 40 % 9 36 % 11 36.Options Supervisors Percentage Workers Percentage Total Percentage A 2 40 % 5 20 % 7 23.
2 Options Supervisors Percentage Workers Percentage Total Percentage A 3 60 % 13 52 % 16 53. a) b) c) d) Which of the following is most important to perform best at workplace? Technical skills. Others TABLE NO – 5.33 % C 2 40 % 7 28 % 9 30 % d 0 0% 1 4% 1 3.3 % B 0 0% 4 16 % 4 13. 1.33 % Total 5 100 % 25 100 % 30 100 % 43 . Knowledge about procedure & processes. Soft skills.Interpretation It is seen that 37 % of total respondents feel that training is necessary in the area of safety and must be included in the annual training calendar.
However 30% of respondents feel that Knowledge about process and products is important and must be included in training.Analysis It is clearly seen that maximum number of respondents feels that Technical skills are most important to perform best at workplace. Interpretation From above chart 54% of total respondents feel that training must put emphasis on Technical skills rather than soft skills.3 Options Supervisors Percentage Workers Percentage Total Yes 5 100 % 19 76 % 24 No 0 0% 6 25 % 6 Total 5 100 % 25 100 % 30 44 . 1. Do you have all the knowledge about Production process? TABLE NO – 5.
45 .Percentage 80 % 20 % 100 % Analysis From the above graph it is seen that maximum respondents have required knowledge about the process and procedure.
66 % Total 5 100 % 25 100 % 30 100 % Analysis 46 .Interpretation Almost 80% of total respondents have the complete knowledge about process and procedure and feel that it is an integral part of training.4 Options Supervisors Percentage Workers Percentage Total Percentage Yes 5 100 % 23 92 % 28 93. 2. Are you satisfied with your performance? TABLE NO – 5. Remaining 20% are either new or have not undergone through complete training programme.33 % No 0 0% 2 8% 2 6.
e.5 Options Supervisors Percentage Workers Percentage Total Percentage Yes 3 60 % 19 76 % 22 73. Are you satisfied with Current training programme? TABLE NO – 5.33 % No 2 40 % 6 24 % 8 26.66 % Total 5 100 % 25 100 % 30 100 % 47 .Maximum numbers of respondents are satisfied with their performance. Interpretation Major number of total respondents i. 93% are satisfied with their performance and feel that training provided was useful. 3.
48 .Analysis From above figures it is seen that maximum number of respondents are satisfied with training provided but considerable amount of people feel that training content should improved.
Interpretation 73% respondents are satisfied with current training content and feel that it is sufficient while 27% suggested improving the training content. 49 .6 Options Supervisors Percentage Workers Percentage Total Percentage Yes 4 80 % 21 84 % 25 83.33 % No 1 20 % 4 16 % 5 16.66 % Total 5 100 % 25 100 % 30 100 % Analysis Maximum number of respondents feels that management support their initiative to increase performance. 4. Does higher management support your initiative to increase performance level through training & development? TABLE NO – 5.
What should be the frequency of training? a) Quarterly (every 3 months) b) Half yearly c) Yearly TABLE NO – 5.33 % Yearly 0 0% 1 4% 1 3.33 % Total 5 100 % 25 100 % 30 100 % 50 .7 Options Supervisors Percentage Workers Percentage Total Percentage Quarterly 4 80 % 21 84 % 25 83.33 % Half yearly 1 20 % 3 12 % 4 13. 7.Interpretation 83% people are satisfied with management’s support and it can be clearly seen from the graph that management does recognize their initiative.
e. Interpretation 51 .Analysis Maximum number respondents feel that training should be conducted quarterly i. every 3 months in a year.
8.66 % On the job 2 40 % 6 24 % 8 26. What type of training do you want? a) Lectures b) Audio-visual clips c) On the job TABLE NO – 5.66 % Total 5 100 % 25 100 % 30 100 % Analysis Maximum number of respondents says that use of Audio-visual clips should be more in training session rather than mere lectures.83 % of respondents feel that training should be conducted every 3 months and therefore this must be considered while preparing training calendar.8 Options Supervisors Percentage Workers Percentage Total Percentage Lectures 0 0% 2 8% 2 6. 52 .66 % Audio-visual clips 3 60 % 17 68 % 20 66.
66 % Total 5 100 % 25 100 % 30 100 % 53 . Up to 10 b. 9.33 % 10-30 3 60 % 15 60 % 18 60 % More than 30 0 0% 8 32 % 8 26.Interpretations 67 % participants feel that use of Audio-visual clips during training session will be beneficial instead of only lectures. more than 30 TABLE NO – 5. 10-30 c.9 Options Supervisors Percentage Workers Percentage Total Percentage Up to 10 2 40 % 2 8% 4 13. What should be the team capacity? a.
Analysis Maximum participants say that each team of trainees should consist of 10-30 participants. Interpretations 54 .
10. English TABLE NO – 5.10 Options Supervisors Percentage Workers Percentage Total Percentage Marathi 1 20 % 11 44 % 12 40 % Hindi 4 80 % 14 56 % 18 60 % English 0 0% 0 0% 0 0% Total 5 100 % 25 100 % 30 100 % Analysis Most of the respondents feel that language of medium used for training should be Hindi. 55 . Marathi b. Which language of medium should used for Training? a. Hindi c. However.60 % respondents feel that each team should consist of 10-30 participants so that each member gets the fair chance of participation as well as can learn better. use of Marathi language should also be there.
11 Option Supervisors Percentage Workers Percentage Total Excellent 0 0% 2 8% 2 Good 2 40 % 9 36 % 11 Average 2 40 % 8 32 % 10 Fair 1 20 % 6 24 % 7 Poor 0 0% 0 0% 0 Total 5 100 % 25 100 % 30 56 . Excellent 2. How do you feel about effectiveness of external trainer in comparison with internal trainer? 1. Average 4. Good 3. Poor TABLE NO – 5. 11. Fair 5.Interpretations 60 % of participants feel that Hindi language should be used for training but as we see that considerable number of respondents say that Marathi should be used and therefore they say that it should be mixture of both the languages.
Interpretations 57 .66 % 33.33 % 0% 100 % Analysis Maximum number of respondents felt that External trainer is “Good” as compared to Internal trainer.66 % 36.33 % 23.Percentage 6.
3. 5. 4. 5. 2. 1. 2.1 5 Analysis 58 . 3. 2. However. 4. 1. 4. 2. 3. 5. 3. 2.8 5 e 2. 1.1 5 d 2. 3.37 % of respondents feel that External trainer is “Good”. 5. Quality control Maintenance Soft skill development 1. 33 % respondents feel that External trainer stands “Average” in comparison with Internal trainer.3 5 C 3. 4. 5.9 5 b 4. 4. 12.12 Option Average Out of A 3. a) b) c) d) e) What are the topics that should be covered by the training? Technical-knowledge (Operation) Safety & fire fighting. TABLE NO – 5. 1.
7 6.8 4.0 6.0 4.0 5.3 7.3 5.0 5.3 6.0 6.0 5. 5 Being a self-starter.4 4.2 5.1 5.8 25 25 25 21 25 23 24 28 24 143 5.9 6.0 6.8 4.8 6.9 6.2 5.7 5.3 6.0 6.3 7.7 6.0 7.7 5.0 7. 3 Coming up with recom endations and suggestions.9 average on the scale of 5.0 6. And it is followed by technical training.0 5.3 6.0 4.5 6.2 5.3 6.0 4.4 5.8 5.0 5.5 5.7 4.7 4.0 6.8 5.3 6.6 5.2 6.7 6.4 4.0 5.3 4.6 6.0 4.7 5.8 5.0 6.2 5.3 6.7 6.0 25 26 26 28 31 32 28 33 37 703 5.7 3.8 5.3. Any score below 6 indicates need for training.0 5.8 5.0 C Maintenance 1 Cutting adjustm ent 2 Pouring tim ing 3 Mould O/C setting total Average 6 5 2 13 7 6 3 16 8 7 4 19 6 6 5 17 6 5 4 15 5 7 6 18 6 8 7 21 7 9 5 5 7 7 6 8 6 7 9 7 6 8 8 5 7 6 6 6 5 17 7 7 7 21 6 7 8 21 5 7 7 19 5 6 6 17 6 6 5 17 5 5 5 15 7 6 4 17 8 7 5 20 6 6 4 5 7 5 6 7 6 152 169 137 6.3 6.7 6.3 5.8 6.7 4.0 5.6 5.0 3. NAME OF THE DEPARTMENT: PRODUCTION (MOTORCYCLE UNIT) ANNASAHEB J ADHAV KAI LAS MURLI DHAR department average DEVENDRA KADALE PRI TAM J AGOTI YA Interpretation SKILL ESTIMATION FORM (CO SO ATE ) N LID D BHAMBERE DI PAK PRADEEP KHAI RE SHANKAR PI SALE MADHAV VANJ ARI SHRI KANT PATI L PRASAD DANGAT RAMESH BHATI A PRASHANT HI RE training.7 3.0 5.1 4.0 5.3 6.7 6.4 5.3 6.8 5.6 4.3 D Safety 1 Knowledge of hazardous material 2 Use of protective clothing 3 Knowledge about Em ergency action total average 3 5 6 14 4 6 7 17 5 4 7 16 4 6 8 18 3 5 6 14 2 4 5 11 3 5 6 14 4 4 5 5 3 6 2 2 7 4 1 6 5 3 7 4 4 8 5 5 8 18 5 4 5 14 4 3 6 13 3 3 7 13 3 3 6 12 2 4 7 13 4 5 8 17 5 4 8 17 6 5 9 20 4 6 8 5 5 9 6 4 9 100 103 174 4. The second most important topic following is the Technical knowledge with 3. um 59 .6 5.8 4.6 4.6 6.4 5.3 4.3 5.0 4.8 6.1 3.6 5.8 4. Minim acceptable score is 6 out of 10.3 5.7 7.0 7.5 21 19 20 23 22 18 16 17 19 153 6.3 6. A Operation 1 Mould ejection 2 Mould Touch up 3 Air Vent Check up 4 Following 5S norm s 5 Operation Parameter Checking totals averages 3 3 6 5 6 23 6 4 7 6 7 30 7 3 5 7 5 27 6 5 7 6 4 28 4 6 8 8 5 31 4 7 5 9 6 31 6 8 4 7 4 29 7 6 3 6 3 6 5 5 5 5 4 4 4 7 7 4 3 5 8 8 5 5 6 9 6 6 5 8 7 6 5 4 5 8 7 29 4 3 5 9 8 29 3 4 4 4 9 24 6 4 6 4 4 24 3 3 8 5 5 24 4 5 9 4 7 29 3 6 6 6 8 29 2 4 7 5 9 27 3 3 5 6 6 23 4 7 6 7 4 5 8 7 8 5 5 8 8 9 7 115 123 149 165 151 department total VI KRAM J ADHAV SANDI P PAWAR TANAJ I J ADHAV GANESH ZALTE VASANT WAGH SALLU SHAI KH SUNI L PAWAR VI NOD GAYKE DAMBALE S R RI AZ SAYYED AHMED KHAN Above figures indicate that there is strong urge towards safety and fire fighting RAMESHWAR AJ AY TAMBE 4.9 5.4 5.8 6.0 6.4 5. experience and personal developm ent.0 6.3 5. s.6 5.1 7.4 5.6 4. and supporting colleagues.6 4.3 7.3 5.6 7.4 4.0 7.6 6.4 B Quality 1 Grid Quality Check up 2 Visual grid checking 3 Frequency 4 Handling of grids total averages 5 3 4 3 15 6 4 3 4 17 5 4 5 5 19 4 5 4 4 17 6 6 5 5 22 7 7 4 6 24 6 8 4 5 23 5 9 5 6 6 8 4 7 7 7 5 6 8 3 5 5 9 4 6 6 5 4 7 7 6 4 8 6 24 7 5 4 5 21 8 6 4 6 24 5 6 5 7 23 4 7 6 6 23 6 8 5 5 24 7 8 6 7 28 5 6 7 8 26 4 7 5 7 23 6 6 6 6 7 7 7 7 8 5 6 5 152 147 130 144 6.0 5.7 4.3 E Trouble shooting 1 Knowledge of using Measuring instrum ents 2 Knowledge of Alloy identification 3 Knowledge of adding ingredients total avearage For the Skill Estimation Tool 5 6 6 17 6 7 7 20 5 8 5 18 4 5 8 17 6 6 7 19 6 7 8 21 7 8 7 22 6 9 6 5 5 7 7 6 6 8 7 7 5 8 8 6 7 6 5 6 7 18 5 7 5 17 4 5 4 13 5 6 3 14 6 4 6 16 7 7 5 19 8 6 2 16 7 8 4 19 6 7 5 18 5 6 4 6 7 3 7 8 5 147 166 141 5.3 4.1 5. Lowest scores are obviously the training priorities.7 7.7 5. m 4 Developing positive relationships.3 5.7 6.3 6. knowledge.6 6. self-motivated.7 5.3 4.3 6.0 7.2 4.4 5.7 3.4 5.3 5.3 6.8 5.0 5. although som consideration e needs to be overlayed as to the relative im portance of the skills.7 5.7 5.7 7.6 5. Note that the totals and averages cells contain form ulae for calculating totals.0 5.3 5. totals averages 3 5 3 4 3 18 4 6 2 6 4 22 3 7 3 7 5 25 3 4 2 5 4 18 5 5 4 8 5 27 4 6 5 6 6 27 3 5 4 7 7 26 4 4 3 5 8 5 5 6 7 7 4 6 4 8 6 3 3 5 7 5 3 7 3 6 6 4 5 2 9 7 4 6 4 8 6 28 3 7 5 7 5 27 3 8 3 7 6 27 4 6 4 6 7 27 5 6 5 7 6 29 2 5 6 8 8 29 3 7 7 7 7 31 4 7 5 6 6 28 2 8 4 7 7 28 3 5 3 5 6 4 6 3 4 5 5 4 5 5 5 90 143 100 162 147 3. more than asking for answers.7 F Personal attribute strengths 1 Striving for new skills.3 7.0 7. co-operation with.6 4.7 5.9 24 30 28 23 25 27 22 22 24 128 5.3 6.6 21 17 19 22 21 19 15 16 20 151 6.4 5.7 5.8 6.7 6.0 13 14 11 11 15 16 18 19 19 126 5.8 5.3 4.2 5.1 6.From the above graph it is seen that all respondents on an average feel that safety and fire fighting is the most important topic to be included in training programme with average of 4.0 5.5 5.8 6.7 4. keeping focused and productive.3 6.8 Rating Scale Negligible Basic 2 3 4 5 Advanced 6 7 8 Expert 9 10 0 1 Insert scores from individual skill-set assessments.7 3.2 6. 2 Taking personal responsibility to resolve problem even those not of own making.8 4.6 6.0 5.6 5.
Analysis From above tool it is seen that the department scored lowest on safety skills with an average of 5 out of 10.1. Department scores high in the Maintenance skills as well as Trouble shooting skills with an average of 6. 60 . Soft skills are the second lowest and need to be addressed immediately. Second lowest was the soft skills area with the average of 5. But individual skills from each category of skill set needs to be considered and included in the training program. Interpretation Safety skills are the skills with lowest scores and indicate training need.
Problems faced by workers during work & training programs. More emphasis should be given to selection of topics. It is found that need for Technical know-how is essential as plant is highly automated. 61 . Findings in Questionnaire 1. 2. 2.FINDINGS Findings Workers have expressed their views regarding the following: 1. 3. It is seen that problem of Safety is prevailing in the plant and some accident cases were also reported while carrying out the project research. Participants felt that more emphasis should be given to practical aspects.
Therefore this indicates that the Internal trainer must have good knowledge as well as skills for his topic. 7. Here 72% respondents are satisfied with the training programme. Frequency of training programme should be every 3 months. Findings in Skill Estimation Form In skill estimation form it is found that department scored Lowest in Safety & Fire fighting skills. it is clear from the readings that individual variations are wide and it is a matter of concern. 9. So the discrepancy of 12 % remains unanswered and the test must be conducted for obtaining actual status. 6. However. Maximum participants felt that External trainer is “Good” as compared to Internal trainer. 10. a test must be conducted for evaluating their knowledge. This indicates that rest 20% respondents who are satisfied with their performance believe that training is not sufficient. 11. It should be the mixture of both the languages. 62 . 5.3. It means that organization is willing to support. As we see that 92 % participants are satisfied with their work but if we consider the Question No-3 we found that only 80 % of respondents say that they have required knowledge of process. Following it was the Soft skills. 8. It is found that majority of the respondents feel that they have required knowledge of the process. 4. Teaching medium should be Hindi as well as Marathi. It is found that till date only lectures were used for training with some photographs. Here maximum number of participants feel that higher management supports their initiative to improve performance. It is found that Safety and fire fighting topics are very important in view of participants and must be included in training calendar with proper frequency. Maximum participants want audio-visual clips to be shown for better understanding of topic of training. However.
LIMITATIONS 64 .
Available data collected for other purposes that could provide valuable clues as to source of performance problems such as accidents reported at the plant. Assessing training needs is a subjective due to personal biases. experience levels. Potential Impact: Moderate but issue was resolved through discussions with some supervisors. The size of the potential pressure point (target audience) was local & has a potentially small impact on the business. Potential Impact: Small 3. Potential impact: Moderate—scope of issue is unknown. was available with limited access. Time constraint limited the length and details obtained from need assessment as time allotted to conduct survey and interviews was only between breaks such as Tea break. Potential Impact: High 2. complaints etc. Potential impact: small. skill estimation sheets. Employee and Supervisor respondents without the training did not necessarily use the same vocabulary. performance appraisal sheets. 65 . 2.Limitations of the Study Following were the constraints faced while completing this research: 1. A number of participants went on furlough after taking the course and did not have opportunities to apply the concepts until this season. 1. and perceptions about what is effective training. training program evaluation sheets. Only selected section of the employees was exposed for survey. Lunch break etc. Had the time allotted been quite more I could have conducted more interviews. Many environmental factors affected the survey effort to some degree. feedback forms.
66 .3. Actual impact unknown. Potential Impact: High on individual unit level. Technical concepts may not be embraced or encouraged in organizations in which senior officers have not attended a class or are unfamiliar with the concepts. but was mostly if not completely mitigated through adequate briefings and discussion of data security. Security concerns about where the respondent feedback would go and how it would be used caused initial concern in some respondents. Potential impact: Moderate. 4.
which will be beneficial for carrying out the different HR functions as well as Production Activities. Training should be given to mostly to those who are less efficient and weak in their job areas as considering the individual skill ratings. 2. 1. 67 .RECOMMENDATIONS Recommendations With reference to the Findings and Skill Estimation Form. following are some suggestions for effectively designing the Training Program. Training should be organized in such a way that each and every worker can participate.
New technologies & knowledge-based training should be given. 4. Technical programs like latest field in technology concerning their operations should be included. Certain areas of soft skills such as team spirit. every 3 months and regular feedback should be taken because employees are more serious about training program & interested in self skill improvement. Homogenous groups should be formed for training so that they can easily and quickly understand each other’s problems. 8. Awareness about the necessary Soft Skills must be incorporated in Training Program. 6.3. 7. 5. in detail and both extensively and intensively as respondents feel that topics decided are not as per their needs. Training should be job related and emphasis more on practical aspects with more Audio-visual clips as most of the participants are not well qualified. Training should be conducted frequently. Subject method should be discussed thoroughly. which will save the time as well as employees will be motivated. self motivation etc. 9. 68 . need to have considerable attention and must be included in training program.
there is lot of need to design the program on Health & Safety Measures. It is equally important for an organization to pay attention towards need assessment to reduce the future losses arising out of inadequate and inappropriate information. 3. Task & Individual Analysis. Equally soft skills are important to improve the Overall Efficiency and Effectiveness of the organization. following are some conclusions. As per the assessment. So at the same time HR Manager should also take into consideration the nature of organization considering the resources available and the budget for the training program.Conclusion Whenever any organization conducts Training Program there is always need of Training Need Assessment because training is the indirect cost for the organisation which is only calculated in the long run rather than within the short term period. Thus. which includes Oganisational. With reference to the Model of Need Assessment. Therefore. Frequency of the training program and feedback should be increased so that employees will feel that organization is taking initiative for improving the skills of employees rather than improving skills on their own considering the organisational as well personal objectives. Training need assessment forms the base of all training activities. 2. which will be helpful in future for company in different HR activities:1. the Training Need Assessment should be carried out in different areas not only concentrating only the eligibility criteria of the employees but also the type of program with help of different tools & techniques. In any type of CONCLUSION 69 .
organization should not ignore or neglect this basic function or they have to pay a lot. BIBLIOGRAPHY 70 .training & development program. So even Exide Industry take into consideration above conclusions based on the research work in the company definitely sky is the limit for them.
Training for Development. Edition 4th. Page No. Page No. Tata McGraw-Hill Publishing House.slideshare. we have also benefited greatly from the Internet. Human Resource Management.com www.exideindia. Page No.exide4u. Edition 2nd. Special Indian Edition. 2008 4. L M Prasad. Following books have been referred which were of immense help to me :1.com www. Edition 2nd.co. Excel Books. 2006.com www.295 to 339 3. R K Sahu.businessballs. Edition 1st. K Aswathappa.189 to 222 5. Apart from a number of books and articles. Raymond Noe. Edition 2nd. Tata McGrawHill Publishing House.citehr. Galgotia Publishing Company. 2006.com www.A variety of sources of information have been referred while developing this project. R S Dwivedi. 2006 Following sites of Internet were referred: www. Sultan Chand & Sons. which holds a vast ocean of information.in www.net 71 . Chapter 8.85 to 114 2.com www. Employee Training & Development.sfsonicpower.exidereachout. Human Resources & Personnel Management. 2001. Personnel Management in Indian Enterprises.
What types of problems do you face while carrying out the job? 72 .ANNEXURE Training Need Assessment Questionnaire Name of the employee: Designation/Department: Year of experience: 1. What tasks do you perform at work? 2.
Does higher management support your initiative to increase performance level through training & development? 73 . Are you satisfied with Current training programme? a) Yes b) No. Any other please specify 4.a) b) c) d) e) Material related Advancement in Technology Production process Safety Others- 3. What do you think is most important to perform best at workplace? a) b) c) d) Technical skills. If No Why- 7. If No Why- 6. If No Why- 5. Do you have all the knowledge about Production process? a) Yes b) No. Knowledge about procedure & processes. Are you satisfied with your performance? a) Yes b) No. Soft skills.
Attempt following A) What should be frequency of training? a) Quarterly (every 3 months) b) Half yearly c) yearly B) What type of training do you want? a) Lectures b) Audio visual clips c) On the job. 5. Average 4. 4. 5. 5. 3. Fair 5. Not so important 3. How do you feel about effectiveness of external trainer in comparison with internal trainer? 1. 1. Not at all important 2. Important 5. 4. Very important a) Technical-knowledge (Operation) b) Safety & fire fighting. 4. Poor 10. 2. Essential 4. 3. 2. c) Quality control 1. 2.a) Yes –Howb) No-Why- 8. What are the topics that should be covered by the training? 1. 74 . Good 3. 1. 3. Excellent 2. C) What should be the team capacity? a) Up to 10 b) 10-30 c) more than 30 D) Which language of medium used for Training? a) Marathi b) Hindi c) English 9.
75 . 5. 5. 2.d) Maintenance e) Soft skill development f) Others Please specify 1. 4. 4. 3. 2. 3. 1.
knowledge. and supporting colleagues. Please rate the em ployees according to following scale RATING SCALE NEGLIGIBLE BASIC ADVANCED EXPERT 0 3 6 9 1 4 7 10 2 5 8 76 . experience and personal development. Being a self-starter. Taking personal responsibility to resolve problems. keeping focused and productive. even those not of own making. Developing positive relationships. more than asking for answers. co-operation with. self-m otivated.SKILL ESTIMATION FORM I NDI VI DUAL NAME I NDI VI DUAL NAME I NDI VI DUAL NAME I NDI VI DUAL NAME I NDI VI DUAL NAME NAME OF THE SUPERVISOR: A 1 2 3 4 5 Operation Mould ejection Mould Touch up Air Vent Check up Following 5S norms Operation Parameter Checking B 1 2 3 4 Quality Grid Quality Check up Visual grid checking Frequency Handling of grids C 1 2 3 Maintenance Cutting adjustm ent Pouring timing Mould O/C setting D 1 2 3 Safety Knowledge of hazardous material Use of protective clothing Knowledge about Emergency action E 1 2 3 Trouble shooting Knowledge of using Measuring instruments Knowledge of Alloy identification Knowledge of adding ingredients F 1 2 3 4 5 Personal attribute strengths Striving for new skills. Coming up with recom mendations and suggestions.
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