Project by Dhiraj

8/2/2019 Project by Dhiraj

1/76

A Project ReportA Project Report

OnOn

Training Need AssessmentTraining Need Assessment

ForFor

Exide Industries LtdExide Industries Ltd

PunePune

ByBy

Dhiraj Ashok FiskeDhiraj Ashok Fiske

(2008-10)(2008-10)

Under the guidance ofUnder the guidance of

ProfProf. Kalpana Chordiya. Kalpana Chordiya

Submitted toSubmitted toUniversity of PuneUniversity of Pune

In partialIn partial fulfilmentfulfilment of the requirement for the award of the degreeof the requirement for the award of the degree

ofof

Master ofMaster of

Business Administration (MBA)Business Administration (MBA)

ThroughThrough

Dr. Vikhe Patil FoundationsDr. Vikhe Patil Foundations

PravaraPravara Centre for Management Research & DevelopmentCentre for Management Research & Development

Pune-16.Pune-16.

1


2/76

2


3/76

DDECLARATIONECLARATION

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

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

3

DedicatedDedicated

toto

My beloved parentsMy beloved parents

Pushpa and Ashok FiskePushpa and Ashok Fiske

who havewho have been the fountain of inspiration to mebeen the fountain of inspiration to me


4/76

AACKNOWLEDGEMENTCKNOWLEDGEMENT

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.

I thank Mr. J A Mandape, Head-Personnel, Exide Industries Ltd., Pune who gave me

opportunity to do my project work on Training & Development Programme.

To carry out this project it was very important to maintain the true spirit behind this

survey & he has strongly supported. 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.

I would like to convey my gratitude to the entire top management team at Exide

Industries Ltd. for their immense co-operation and support. I would like to express

my sincere gratitude to Mr. D N Naik, Officer-Personnel, without whose active

support, it would not have been possible for me to complete the project.

I am also grateful to Mr. R M Bhole, Officer-Safety; Mr. B U Jeurkar, Officer-

Welfare; Mr. H Y Khan, Supervisor-Time Office for their continuous & steady

support while understanding this project.

I must thank to the Director of Dr. Vikhe Patil Foundations PCMRD Mr. Dholakiya

for his guidance consoling and support. I would also take the opportunity to thankProf. Kalpana Chordiya, my internal project guide for her tremendous support and

guidance to complete this project.

4


5/76

CCONTENTSONTENTS

Particulars Page No.

Acknowledgement 4

Executive Summary 6

List of Tables 7

List of Figures 8

Chapter I Introduction 9

Chapter II Company Profile 17

Chapter III Objectives 34

Chapter IV Research Design & Methodology 36

Chapter V Data Presentation, Analysis & Interpretation 44

Chapter VI Findings 72

Chapter VII Limitations 75

Chapter VIII Recommendations 78

Chapter IX Conclusion 80

Bibliography 82

Annexure 84

5


6/76

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. 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. Challenges like

Flexibility, New technology, Employee commitment need to be addressed effectively

to not only survive in the market but to gain a competitive advantage. Therefore,

shortcomings in the competencies of workforce are the matter of real concern. And

identification of these shortcomings must be done before putting any activity on the

training calendar.

Basic objective of summer training revolves around bridging the gap between

theoretical concepts & practical implications. This project focuses on understanding

the overall T & D functions in a Manufacturing industry with major emphasis on

Training Need Assessment.

Training need Assessment is generally divided into 3 parts i.e. Individual

Analysis, Job analysis and Organizational analysis. Here the researcher has done

individual analysis and with some emphasis on Organizational analysis.

6


7/76

The research project was carried out at Exide Industries, Chinchwad plant in

Production Department (Motorcycle Division). The participants involved were

workers and supervisors. Questionnaire and Skill Estimation Form were the tools

used for collecting the data for training need assessment. Further on analysis and

interpretation of the collected data, recommendations were submitted to the HR head

of the plant.

7


8/76

LLISTIST OFOF TTABLESABLES

LIST OF TABLES

Table No Title of the Table Page No.

Table No. 2.1 Departments at Chinchwad plant 28

Table No. 2.2 ISO certifications 31

Table No. 5.1 Observations for Que. No.1 46












8


9/76

LLISTIST OFOF FFIGURESIGURES

LIST OF FIGURES

Figure No Title of the Figure Page No.

Figure No. Current status of company 32

Figure No. Pie Chart 1 47











9


10/76

1.1

Basic

Theoretical Concepts and

Contexts of the Topic

IINTRODUCTIONNTRODUCTION

1.1 Basic Theoretical Concepts and Contexts of the Topic

Training and Development

10

IINTRODUCTIONNTRODUCTION


11/76

Training is cardinal tool by means of which the competencies of the

employees can be developed to survive in the world of cutthroat competition.

It is an organized function, which helps the employees to acquire knowledge

and skills for definite purpose. It gives an appropriate shape to the behaviour

of employees to achieve the predetermined goals. Training is essential for

everyone and is the corner stone of the human resource management.

Employee training is such an activity, which an organization must commit

resources to if it is to maintain a visible, efficient and knowledgeable

workforce. Its primary goal is to improve performance of individuals and

groups in organizational settings. Training and development involves

assessing needs, developing interventions, delivering them, and evaluating

outcomes.

Definition of Training:

Prof. Milkovich and Prof. Boudreau have defined training as

Training is a systematic process of changing the behaviour,

knoeledge and/or motivation of present employees to improve the match

between employee characteristics and employment requirements.

Development is more future oriented and focuses on personal

development. 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. The other reason for theselection of this topic was that I had a liking in the subject and hence I have preferred

the above topic.

Training is a systematic learning process, which helps to increase the

knowledge and improve the skills of the people performing various parts of the

overall tasks of the organization. It involves the acquisition of the skills, concepts,

11


12/76

rules, procedures, attitudes etc. to increase the performance of the employees.

Training makes the employee more effective, efficient and productive. It also helps to

mould the attitude of the employees in order to achieve better cooperation with the

organization and loyalty to it. Training heightens the morale of employees. It also

contributes to greater extent in order to reduce absenteeism and turnover. Training

consists of few hours of induction by supervisor, who gives the trainee an outline of

the company policies, work location and work rules. Training is significant

management tool for bringing about the desired changes in order to solve

organizational problems and to achieve the organizational goals. Training is about the

acquisition of knowledge, skills and abilities (KSA) through professional

development.

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. Therefore considering the

goals and requirements of an organization, identification of the training needs must be

done.

Identification of the training needs is continuous process, which involves

identification of areas, where employees lack skills, knowledge, abilities etc. in

effectively performing their jobs and identifying organizational constraints, problems

that create roadblocks in the performance.

Identification of training needs must contain three types of analysis:

1. Organizational analysis centres primarily upon the determination of the

organizations goals, its resources as they relate to the organizational goals.

The analysis of the organizational goals establishes the framework in whichtraining needs can be defined more clearly.

2. Task analysis focuses on the task or job regardless of the employee doing the

job. This analysis includes the determination of the job, which the employee

must do, and the specific employee behaviour required.

12


13/76

3. Person analysis reviews the knowledge, attitudes and skills of the current

employees in each position and determines what knowledge, 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.

DECIDING THE OBJECTIVES OF THE TRAINING TO BE GIVEN

Once the training needs are identified, the other step in the process is to

specify training objectives. If the objectives of training to be given to the employees

are well defined, the contents of the training program can be fixed. The success of any

training program depends to great extent on the objectives fixed for training. Training

of any kind should have its objectives, 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. To enable the employee to do his current job more efficiently and effectively

and to increase the productivity of the organization.

2. To enable the employee to use his knowledge, skills, abilities fully.

3. To improve knowledge, skills, efficiency of an employee and to obtain the

maximum individual development.

4. To prepare a worker undertake different jobs, if another person is absent.

5. To induce necessary change in the human resource.

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.

Few Essentials of an Ideal Training Program:1. Conformity with objectives

2. Knowledge and attitudes

3. Combination of training methods

4. Flexibility

5. Involvement of trainees

13


14/76

SELECTION OF TRAINING METHODS AND TOOLS

Training methods are useful for attaining desired objectives in learning

situation. Every method has certain structured procedure for the conduct, which offers

definite advantages in developing qualities of the trainees, and at the same time, they

have certain limitations too. Therefore, while adopting a particular method, all its

strengths, weaknesses, objectives etc have to be considered.

Few important considerations for selection of training methods and tools:

1. Choice of methodology

2. Level of trainees

3. Nature of training to be imparted

4. Cost effective training with uncompromising quality

TRAINING EVALUATION

According to Prof. Warr, 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.

Need for evaluation:

Need for evaluation of the training program is an essential function or activity

that has to be carried out. The reasons can be as follows:

1. To keep check on training program

2. To correct the training program

3. To see that training program benefits the employee significantly4. 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, skills, abilities to the fullest extent.

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


15/76

the light of that information. Evaluation leads to controlling and correcting the

training program.

TRAINING NEEDS ASSESSMENT

Needs assessment diagnoses present problems and future challenges to be

met through training and development. Organizations spend vast sums of money

(usually as a percentage on turnover) on training and development. Before

committing such huge resources, an organization would do well to assess the training

needs of its employees. An organization that implements training programme without

conducting needs assessment may be making errors.

Ex- A need assessment exercise might reveal that less costly interventions (e.g.

selection, compensation packages and job redesign) could be used in lieu of training.

Needs assessment occurs at two levels, group and individual. An individual

obviously needs training when his or her performance falls short of standards, that is,

when there is performance deficiency. Inadequacy in performance may be due to lack

of skill or knowledge or any other problem. The problem of performance deficiency

caused by absence of skills or knowledge can be remedied by training.

Faulty selection, poor job design, uninspiring supervision or some personalproblem may also result in poor performance. Transfer, job redesign, improving

quality of supervision or discharge can be possible solutions.

Assessment of training needs must also focus on anticipated skill of the

employee. Since technology changes fast, it demands that an employee is equipped

with required skills to cope with changing technology. Thus, it is necessary that the

15


16/76

employee is trained to acquire new skills. This will help him to progress in his career

path. Training and development is essential to prepare the employees to handle

challenging tasks.

Individuals may also require new skills because of possible job transfers.

Although job transfers are common as organization personnel demands vary, they do

not necessarily require elaborated training efforts. Employees commonly require only

an orientation to new faculties and jobs. Recently, however, economic forces have

necessitated significant retraining efforts in order to assure continued employment for

many individuals.

Assessment of training needs occurs at the group level too. Any change in the

organizations strategy necessitated training of groups of employees. For example,

when the organization decides to introduce a new line of product, sales personnel andproduction workers have to be trained to produce, sell and service the same. Training

can also be used when high scrap or accident rates, low morale and motivation, or

other problems are diagnosed. Although training is not a cure all, such undesirable

happenings reflect poorly trained work force.

The need for training and development is determined by the employees

performance deficiency, 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. To pinpoint if training will make a difference in the productivity.

2. To decide which type of training will improve each employees job

performance.

3. To differentiate between the need for training & organizational issues4. To bring about an integration of individual aspirations and organizational

goals.

In addition, 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. It is

16


17/76

important to see that there is a suitable match between achieving organizational goals

and providing attractive learning opportunities. It should ideally be a long-term

process of encouraging employees to take an active involvement in their own

development, thus increasing their commitment to learning, to their work and to the

organization as a whole.

2.1 Name, Address and Location

2.2 Vision and Mission

2.3 Historical Background

2.4 Different Departments

2.5 Organizational Chart

2.6 Different Product Profile

2.7 Special Awards

2.8 Current Status of the Company

CCOMPANYOMPANY PPROFILEROFILE

17

CCOMPANYOMPANY PPROFILEROFILE


18/76

Introduction

Exide Industries Limited, India's flagship of the storage battery industry- is also the

largest Power Storage Solutions Company in South and South East Asia. It designs,

manufactures, markets and sells the widest range of lead acid storage batteries in the

world from 2.5Ah to 20,600Ah capacity, to cover the broadest spectrum of

applications.

For over 85 years, Exide Industries Limited has pioneered battery technology

in India. It is the only company in the country to design and manufacture batteries

from 2.5 AH - 20600 AH in conventional flooded and VRLA design.

Formerly known as Chloride Industries Limited, the company was a part

of the Chloride Group plc, UK. The leader in packaged power technology,

Exide today is India's largest storage battery company with widest range of

both conventional flooded as well as latest VRLA batteries.

It has 7 factories strategically located all over India.

Collaborations with Shin Kobe and Furukuwa of Japan and Oldham of UK

give it a global dimension in manufacturing capability.

The company has subsidiaries in the UK, Singapore and Sri Lanka.

Exports span 18 countries across five continents in a growing list of

overseas customers.

Technology, innovation, quality and country-wide service network are the

four pillars on which Exide achieves its high pedestal.

The R&D Centre, set up in 1976, 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,

Govt. Of India.

Recognition of our pursuit of quality was achieved when RWTUV of

Germany awarded us the ISO 9001. We have also received ISO 14001

Certificate in recognition of our eco-friendly production process.

18


19/76

For customers all these attributes transcend Exide from a manufacturing

company to a solution provider. After all who can provide all these

benefits together with its wide range of products, the ability and

competence to guide a user to select the right battery for a particular

application, skilled and experienced engineers for erection commissioning

and assured professional assistance throughout the service life of a battery.

2.1 Name, Address and Location

Corporate Office

Exide Industries Limited

Exide House

59E, Chowringhee Road, Kolkata 700 020

Phone: 033 22832120 / 22832133 /22832136 / 22832238-39 / 22832150-51

Fax: 033 22832632 / 22832637

19


20/76

Mr. Gautam Chatterjee

Director-Industrial

Marketing Office

Exide House

6A, Hatibagan Road, Entally, Kolkata 700 014

Mr. Subir Chakraborty

Executive Vice President All India Industrial Sales & Marketing

Phone: 033 - 2286 6136

E-mail: [email protected]

Manufacturing Units

Shamnagar

91, New Chord Road

P.O. Athpur

Shamnagar - 743 128

24 Parganas (North)

Tel: (033) 2581 2146/ 2147/ 2148/ 2149

Fax: (033) 2581 393

Chinchwad

D2, MIDC Industrial Area

Chinchwad East

Pune - 411 019

Tel: (020) 5611 4466/4467/4468/4469

Fax: (020) 5611 4480

Haldia

Durgachak

Haldia - 721 602

Dist. Midnapur, West Bengal

Tel: (03224) 251 140/ 253/ 265/ 728

Fax: (03224) 252 145

20
mailto:[email protected]:[email protected]


21/76

Hosur

Chinchurakanapalli Village

Sevaganapally Panchayat, Hosur Taluk

Dist. Dharmapuri

Tamil Nadu-635 103

Tel: (04344) 258 251/252/253/254

Taloja

Plot No. T-17

MIDC Taloja Industrial Area

Taloja - 410 208

Tel: (022) 2741 0401/0403/ 0405

Fax: (022) 2741 0219

Kanjur Marg

Kanjur Village Road

Kanjur Marg (East)

Mumbai - 400 042

Tel: (022) 2578 3691/92

Fax: (022) 2578 3695

Guindy

21/22, Alandur Road

Guindy

Chennai - 600 032

Tel: (044) 2234 1136/1137/ 1138

Fax: (044) 2234 6894

Bawal

Plot no. 179, Sector 3

HSIDC Growth Centre

Bawal , District Rewari

Haryana

21


22/76

2.2 Vision and Missio n

Vision

It is Simultaneous to provide credible value addition to customers, employees &

shareholders and being recognized by society as a responsible corporate citizen. In

addition, to achieve operational excellence along with caring for environmental

protection.

Mission

To serve society by delighting stakeholders, harnessing the full potential of

employees pursuing or passion for excellence based on our core values.

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

2.3 Historical Background

........................................... Exide Story

22


23/76

Although Alessandro Volta successfully generated electrical

current from chemical reactions between dissimilar metals as

early as 1800 AD, it was not till 1860 that Raymond Gaston

Plante invented the lead acid battery. Unfortunately, initial

capacity was extremely limited as the positive plate had little

active material. It took another 20 years before a practical

battery was developed using a paste of lead oxide as active material.

However, it did not take long for the next step. It was in the 1880s itself that Mather

& Platt, a Manchester based engineering firm, began manufacture of storage batteries.

The batteries -or accumulators as they were then called - followed a design in which

lead Chloride was the active material. Accordingly, the new

company was christened Chloride Electrical StorageSyndicate.

In the automotive industry, the most important application

stemmed from a common problem: motorists' broken arms!

While cranking the engine, the crank often swung back violently, injuring the driver's

arm. Efforts to eliminate this,led to the development of battery-started vehicles.

One of the critical ingredients in making the plates of such a battery was

oxide. Having perfected the technology, Chloride coined a brand name "Exide", a

derivative acronym from the term Excellent Oxide.

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.

The two companies agreed to jointly own the brand Exide. This enabled Chloride to

enter the American market. In the meanwhile, the Exide brand also reached far-flungparts of the globe as part of the industrialisation of the British Empire and Exide

batteries soon began appearing in the Crown's many colonies.

When the United States entered World War I, Chloride

engineers developed a lightweight, non-spillage battery to

operate thousands of airplane radio sets and numerous radio

23


24/76

stations. Among weapons of war, the engineers also developed a battery-powered

torpedo that moved silently without a wake.

Over the years, Exide batteries were a Part of many major developments in

exploration, communication and warfare. In 1934, an Exide deep-cycle battery was

the sole source of electrical power when Commander Byrd established a military base

in Antarctica. Exide batteries also provided power for Piccard's balloon flight.

As in the other colonies, in India too, Exide batteries were imported for many

years. In 1916, the Chloride Electrical Storage Company (CESCO) was set up to

assemble and market batteries. However, it was only in 1946 that the first

manufacturing unit was set up in Shamnagar. 1947 saw the emergence of

Associated Battery Makers Eastern Limited (ABMEL) for manufacturing batteries.

A second factory was established in 1969 at Chinchwad, Maharashtra tomanufacture automobile batteries to cater to the then growing auto battery demand,

and was strategically established near OEMs.

In 1972, ABMEL became Chloride India Limited, and in 1976 an R&D Centre

was established in India. Chloride Group, UK was by then the world's largest

manufacturer of batteries (operating in 23 countries) and had the biggest repository of

fundamental battery technology. The R&D Centre

of Chloride India was the only one of its kind

outside the UK in the Chloride Group, and its

establishment was a singular tribute to the

capabilities of the Indian scientists and engineers.

In 1981, a third plant was set up in Haldia, West Bengal to cater to the

huge USSR market. After the disintegration of the Soviet Union, this plant became

the hub of production for special types of batteries like the submarine batteries,

automotive and traction batteries.

In 1995, Chloride Industries was rechristened Exide Industries Limited indeference to its powerful brand name "Exide".

In order to ride this wave, Exide Industries entered into a technical

collaboration with Shin-Kobe Electric Machinery Company Limited, Japan -the

makers of Hitachi batteries for both advanced automotive and VRLA batteries for

industrial and UPS applications. The state-of-art plant at Hosur , Tamil Nadu went

24


25/76

on stream in 1997 for the production of VRLA batteries and the high-end

automotive batteries for companies like Toyota. The 90S also saw an emergence of

huge demand in 2 wheeler batteries and Exide Industries, entered this market with In

1998, Exide industries acquired the assets of Standard Batteries Limited. This

acquisition brought with it a technical collaboration with Furukawa Batteries, Japan

and added 4 production units to its arsenal.

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.

At the dawn of the millennium, 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 tillmidnight. This service is soon to be extended to 16 cities. 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, small UPS batteries to large submarine batteries. Recent

acquisitions by the company in Singapore and Sri Lanka are the forerunners to Exide

Industries' emergence as a global player.

Exide, a name coined out of Excellent Oxide -a product ingredient, has through

its continuous commitment and customer-need focus, emerged as one of the most

powerful brands in existence today.

25


26/76

1916 Chloride Electric Storage Co. (CESCO) UK sets up trading operations in India as an import

house.

1946 First factory set up in Shamnagar, West Bengal.

1947 Incorporated as Associated Battery Makers (Eastern) Limited on 31 January 1947 under the

Companies Act.

1947 Incorporated Chloride International Limited (previously Exide Products Limited)

1969 Second factory at Chinchwad, Pune

1972 The name of the Company was changed to Chloride India Limited

1976 R&D Centre established at Kolkata

1981 Third factory at Haldia, West Bengal

1988 The name of the Company was changed to Chloride Industries Limited

1994 Technical collaboration with Shin Kobe Electric Machinery Co. Ltd. of Japan, a subsidiary of

the Hitachi Group.

1995 Chloride Industries Limited renamed Exide Industries Limited

1997 Fourth factory at Hosur, Tamil Nadu

1998 Acquisition of industrial/ manufacturing units of Standard Batteries Ltd located at Taloja &

Kanjurmarg (Maharashtra), Guindy (Tamilnadu) and plant at Ahmednagar (Maharashtra)

from Cosepa Fiscal Industries Limited as a going concern.

1999 Acquired 51% Shareholding in Caldyne Automatics Ltd

2000 Acquisition of 100% stake in Chloride Batteries S E Asia Pte Ltd., Singapore and 49% stake

in Associated Battery Manufacturers (Ceylon) Limited, Sri Lanka.

2003 Commissioned plant at Bawal, Haryana

2004 Associated Battery Manufacturers (Ceylon) Limited, Sri Lanka became a subsidiary

consequent to acquiring further 12.50% Equity holding.

2005 Investment in 50% shareholding of ING Vysya Life Insurance Company Limited

2007 Caldyne Automatics Ltd becomes 100% subsidiary consequent to acquiring the balance 49%

shareholding.

2007 Acquired 100% stake in Tandon Metals Ltd.

26


27/76

2008 Acquired 51% stake in Lead Age Alloys India Ltd

2.4 Different Departments

Department Manpower

1. Production 734

2. Planning 7

3. Engineering 92

4. Technical 59

5. General/Personnel 99

6. Accounts/IT 13

7. Material/WD/Stores 54

8. Despatch/Marketing 809. Projects 48

TABLE NO 2.1

2.5 Organizational Chart

27


28/76

Personnel Department

2.6 Different Product Profile

Exide Industries at Chinchwad plant manufacture following types of batteries:

For Cars

28
http://www.sfsonicpower.com/car_sfsonic.htmlhttp://www.sfsonicpower.com/car_turbo.htmlhttp://www.sfsonicpower.com/car_turbo.html


29/76

SF SUPER SONIC SF SONIC TURBO SF SONIC

JET

For Tractors For Inverter For Motorcycles

SF SONIC JUMBO SF SONIC POWERBOX SF SONIC

RODEO

2.7 Special Awards

Exide wins CFO of the year award in automotive and auto-ancillary category

from CNBC-TV18

"Exide, Haldia factory gets TPM award for Category A, 2008, 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.

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 Companys various

Plants:

Factories ISO 9001:2000 ISO 14001:1996 TS16949:2002

29
http://www.sfsonicpower.com/lcv_hcv.htmlhttp://www.sfsonicpower.com/inverter01.htmlhttp://www.sfsonicpower.com/motorcycles.htmlhttp://www.sfsonicpower.com/lcv_hcv.htmlhttp://www.sfsonicpower.com/inverter01.htmlhttp://www.sfsonicpower.com/motorcycles.html


30/76

Shamnagar

Chinchwad

Haldia

Hosur

Taloja

Bawal

Kanjur Marg

TABLE NO 2.2

2.8 Current Status of the Company

Gross Sales

Shareholders Funds

30


31/76

Highlights (FY 2008-09)

Turnover rises 17 per cent to Rs 4233 Crore

Pays 20 per cent final dividend; full year dividend payout 60 per cent

Automotive sales cross 14 million batteries

Industrial battery sales cross 1.3 billion amp hours

Haldia Factory wins the prestigious TPM Award.

31


32/76

Objectives of the Project

1. To study the present Training & Development (T & D) procedure and

activities at Exide Industries Ltd.

2. To identify the training need areas of the employees as well employer.

3. Give necessary suggestions regarding the training program.

32

OOBJECTIVESBJECTIVES


33/76

4.1 Statement of problem

4.2 Research hypothesis

4.3 Need for study

4.4 Literature Review

4.5 Sampling Design

4.6 Source and methods of Data Collection

4.7 Methods of Data Analysis and Statistical Techniques

4.8 Scope of the study

33

RRESEARCHESEARCH DDESIGNESIGN &&

MMETHODOLOGYETHODOLOGY


34/76

4.1 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.

4.2 Research Hypothesis

At Exide Industries Ltd, Chinchwad plant Training Programs for employees are

insufficient according to their training needs.

4.3 Need for the Study

Need assessment is the first step in the instructional design process, and if it is not

properly conducted anyone or more of the following situations could occur:

1. Training may be incorrectly used as a solution to a performance problem

(solution should deal with employee motivation, job design or a better

communication of performance expectations).

2. Training programs may have the wrong content, objectives, or methods.3. Trainees may be sent to training programs for which they do not have the

basic skills, pre-requisite skills, or confidence needed to them.

4. Training will not deliver the expected learning, behaviour change, or financial

results that the company expects.

5. Money will be spent on the training programs that are unnecessary because

they are unrelated to the companys business strategy.

4.4 Literature Review

34


35/76

1. A project on Training methodologies by Seema Kumari, MPM, 2nd yr,

Sinhgad Institutes (SIBACA, Lonavala) completed at Packshield, A division

of Associtaed Capsules Pvt Ltd.

Summary:

The objective of this project was to find out how the training activity is carried

out in a Business Organization, right from the need identification (at the

Organizational, Task and Personal level) along with a proper system of evaluation

that evaluates the effectiveness of training at an immediate level, job level and

outcome level.

2. A project report on Training Need Identification by Sumit Shivhare,

MPM, 2nd yr, Sinhgad Institutes (SIBACA, Lonavala) completed at Jubilant

Organosys Ltd, Nira, Pune.

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. In addition, second objective was to evaluate

training program and to prepare training calendar.

3. A project on Application of Instructional Design (Training &

Development) by Sunitha Jayakumar, MBA, HR, MMMs COE,

Karvenagar, Pune at Tela Sourcing India Pvt. Ltd.

Summary:

35


36/76

Her objectives were to study the present training & development procedure

and activities, to identify the training need and give necessary suggestions regarding

the training program, to design structured and effective instructions in order to

evaluate the training program.

4. A project on Training Need Identification by Rameshwar Ojha, MPM,

2nd yr, Sinhgad Institutes (SIBACA, Lonavala) completed at RLG Group of

Industries.

Summary:

His objectives were to study the complete process of training and

development, identify training needs of the employees and develop suitable training

calendar accordingly.

4.5 Sampling Design

Population

Population refers to the total items about which information is desired. Here

population is Production Department, Motorcycle Unit at Exide Industries,

Chinchwad plant comprising of 38 workers.

Sampling Frame

It is also known as Source List. It is a list of elements in the population from which

the sample is actually drawn. Here the Sampling frame was the list of workers in

Motorcycle Unit who were employed at Exide Industries Ltd., Chinchwad Plant.

Sampling Unit

Sampling Unit here refers to the Workers working at Exide Industries Ltd,

Chinchwad plant. It was selected in consultation with the project guide with reason

36


37/76

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 beingselected. 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.

4.6 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

37


38/76

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

38


39/76

4.7 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

4.8 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.

39


40/76

5.1 Data Presentation

5.2 Data Analysis

5.3 Data Interpretation

Data analysis is based on a well-structured questionnaire, which identified the training

needs as well as provided the feedback.

40

DDATAATA

PPRESENTATIONRESENTATION

,, AANALYSISNALYSIS

&&

IINTERPRETATIONNTERPRETATION


41/76

A tool developed to estimate skills of the workers provided the clear idea about

the status of skills level of audience in consideration.

The questionnaire was distributed among 30 respondents. 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. The data is also represented in the form

of a Bar chart as well as Pie chart for simplicity reason.

The tool developed for measuring the skill level of workers was given to all 5

supervisors. Estimation was done when the worker was working and in presence of

researcher. Each supervisor estimated the skills of 5 workers. Data collected wasconsolidated into one single format and were analysed and interpreted.

Questionnaire

For Workers & Supervisors

1. What types of problems do you face while carrying out the job?

a) Material relatedb) Advancement in Technologyc) Production processd) Safety

Others-

TABLE NO 5.1

41


42/76

Options A B C D E Total

Supervisors 2 1 0 2 0 5

Percentage 40 % 20 % 0 % 40 % 0 % 100 %

Workers 5 7 3 9 1 25

Percentage 20 % 28 % 12 % 36 % 4 % 100 %

Total 7 8 3 11 1 30Percentage 23.33 % 26.66 % 10.00 % 36.66 % 3.33 % 100 %

Analysis

From the above graph it can be seen that maximum number of respondents faced the

problem of safety while working.

42


43/76

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.

1. Which of the following is most important to perform best at workplace?

a) Technical skills.b) Soft skills.c) Knowledge about procedure & processes.

d) Others

TABLE NO 5.2

Options A B C d Total

Supervisors 3 0 2 0 5

Percentage 60 % 0 % 40 % 0 % 100 %

Workers 13 4 7 1 25

Percentage 52 % 16 % 28 % 4 % 100 %

Total 16 4 9 1 30

Percentage 53.3 % 13.33 % 30 % 3.33 % 100 %

43


44/76

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. However 30% of respondents feel that

Knowledge about process and products is important and must be included in training.

1. Do you have all the knowledge about Production process?

TABLE NO 5.3

Options Yes No Total

Supervisors 5 0 5

Percentage 100 % 0 % 100 %

Workers 19 6 25

Percentage 76 % 25 % 100 %

Total 24 6 30

44


45/76

Percentage 80 % 20 % 100 %

Analysis

From the above graph it is seen that maximum respondents have required knowledge

about the process and procedure.

45


46/76

Interpretation

Almost 80% of total respondents have the complete knowledge about process and

procedure and feel that it is an integral part of training. Remaining 20% are either new

or have not undergone through complete training programme.

2. Are you satisfied with your performance?

TABLE NO 5.4

Options Yes No TotalSupervisors 5 0 5

Percentage 100 % 0 % 100 %

Workers 23 2 25

Percentage 92 % 8 % 100 %

Total 28 2 30

Percentage 93.33 % 6.66 % 100 %

Analysis

46


47/76

Maximum numbers of respondents are satisfied with their performance.

Interpretation

Major number of total respondents i.e. 93% are satisfied with their performance and

feel that training provided was useful.

3. Are you satisfied with Current training programme?

TABLE NO 5.5


Supervisors 3 2 5

Percentage 60 % 40 % 100 %

Workers 19 6 25

Percentage 76 % 24 % 100 %

Total 22 8 30

Percentage 73.33 % 26.66 % 100 %

47


48/76

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.

48


49/76

Interpretation

73% respondents are satisfied with current training content and feel that it is sufficient

while 27% suggested improving the training content.

4. Does higher management support your initiative to increase performance

level through training & development?

TABLE NO 5.6


Supervisors 4 1 5

Percentage 80 % 20 % 100 %

Workers 21 4 25Percentage 84 % 16 % 100 %

Total 25 5 30

Percentage 83.33 % 16.66 % 100 %

Analysis

Maximum number of respondents feels that management support their initiative to

increase performance.

49


50/76

Interpretation

83% people are satisfied with managements support and it can be clearly seen from

the graph that management does recognize their initiative.

7. What should be the frequency of training?

a) Quarterly (every 3 months)

b) Half yearly

c) Yearly

TABLE NO 5.7

Options Quarterly Half yearly Yearly TotalSupervisors 4 1 0 5

Percentage 80 % 20 % 0 % 100 %

Workers 21 3 1 25

Percentage 84 % 12 % 4 % 100 %

Total 25 4 1 30

Percentage 83.33 % 13.33 % 3.33 % 100 %

50


51/76

Analysis

Maximum number respondents feel that training should be conducted quarterly i.e.

every 3 months in a year.

Interpretation

51


52/76

83 % of respondents feel that training should be conducted every 3 months and

therefore this must be considered while preparing training calendar.

8. What type of training do you want?

a) Lectures

b) Audio-visual clips

c) On the job

TABLE NO 5.8

Options LecturesAudio-visual

clips

On the jobTotal

Supervisors 0 3 2 5

Percentage 0 % 60 % 40 % 100 %

Workers 2 17 6 25

Percentage 8 % 68 % 24 % 100 %

Total 2 20 8 30

Percentage 6.66 % 66.66 % 26.66 % 100 %

Analysis

Maximum number of respondents says that use of Audio-visual clips should be more

in training session rather than mere lectures.

52


53/76

Interpretations

67 % participants feel that use of Audio-visual clips during training session will be

beneficial instead of only lectures.

9. What should be the team capacity?

a. Up to 10

b. 10-30

c. more than 30

TABLE NO 5.9Options Up to 10 10-30 More than 30 Total

Supervisors 2 3 0 5

Percentage 40 % 60 % 0 % 100 %

Workers 2 15 8 25

Percentage 8 % 60 % 32 % 100 %

Total 4 18 8 30

Percentage 13.33 % 60 % 26.66 % 100 %

53


54/76

Analysis

Maximum participants say that each team of trainees should consist of 10-30

participants.

Interpretations

54


55/76

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.

10. Which language of medium should used for Training?

a. Marathi

b. Hindi

c. English

TABLE NO 5.10

Options Marathi Hindi English TotalSupervisors 1 4 0 5

Percentage 20 % 80 % 0 % 100 %

Workers 11 14 0 25

Percentage 44 % 56 % 0 % 100 %

Total 12 18 0 30

Percentage 40 % 60 % 0 % 100 %

Analysis

Most of the respondents feel that language of medium used for training should be

Hindi. However, use of Marathi language should also be there.

55


56/76

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.

11. How do you feel about effectiveness of external trainer in comparison with

internal trainer?

1. Excellent

2. Good

3. Average

4. Fair

5. Poor TABLE NO 5.11

Option Excellent Good Average Fair Poor Total

Supervisors 0 2 2 1 0 5

Percentage 0 % 40 % 40 % 20 % 0 % 100 %

Workers 2 9 8 6 0 25

Percentage 8 % 36 % 32 % 24 % 0 % 100 %

Total 2 11 10 7 0 30

56


57/76

Percentage 6.66 % 36.66 % 33.33 % 23.33 % 0 % 100 %

Analysis

Maximum number of respondents felt that External trainer is Good as compared to

Internal trainer.

Interpretations

57


58/76

37 % of respondents feel that External trainer is Good. However, 33 % respondents

feel that External trainer stands Average in comparison with Internal trainer.

12. What are the topics that should be covered by the training?

a) Technical-knowledge (Operation) 1. 2. 3. 4. 5.b) Safety & fire fighting. 1. 2. 3. 4. 5.c) Quality control 1. 2. 3. 4. 5.d) Maintenance 1. 2. 3. 4. 5.e) Soft skill development 1. 2. 3. 4. 5.

TABLE NO 5.12

Option A b C d e

Average 3.9 4.3 3.1 2.8 2.1

Out of 5 5 5 5 5

Analysis

58


59/76

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 4.3. The second most important topic following is the Technical

knowledge with 3.9 average on the scale of 5.

Interpretation

Above figures indicate that there is strong urge towards safety and fire fighting

training. And it is followed by technical training.

For the Skill Estimation Tool

59

NAME OF THE DEPARTMENT: PRODUCTION(MOTORCYCLE UNIT)

MADHAVVANJARI

AHMEDKHAN

SUNILPAWAR

VINODGAYKE

RAMESHWAR

DAMBALESR

BHAMBEREDIPAK

SHRIKANTPATIL

PRADEEPKHAIRE

PRASADDANGAT

ANNASAHEBJADHAV

TANAJIJADHAV

VASANTWAGH

AJAYTAMBE

SANDIPPAWAR

PRASHANTHIRE

PRITAMJAGOTIYA

KAILASMURLIDHAR

RIAZSAYYED

SALLUSHAIKH

DEVENDRAKADALE

SHANKARPISALE

GANESHZALTE

RAMESHBHATIA

VIKRAMJADHAV

departmenttotal

departmentaverage

A Operation

1 Mould ejection 3 6 7 6 4 4 6 7 6 4 4 5 6 5 4 3 6 3 4 3 2 3 4 5 5 115 4.6

2 Mould Touch up 3 4 3 5 6 7 8 6 5 4 3 5 5 4 3 4 4 3 5 6 4 3 7 8 8 123 4.9

3 Air Vent Check up 6 7 5 7 8 5 4 3 5 4 5 6 8 5 5 4 6 8 9 6 7 5 6 7 8 149 6.0

4 Following 5S norms 5 6 7 6 8 9 7 6 5 7 8 9 7 8 9 4 4 5 4 6 5 6 7 8 9 165 6.6

5 Operation Parameter Checking 6 7 5 4 5 6 4 3 5 7 8 6 6 7 8 9 4 5 7 8 9 6 4 5 7 151 6.0

totals 23 30 27 28 31 31 29 25 26 26 28 31 32 29 29 24 24 24 29 29 27 23 28 33 37 703 5.6

averages 4.6 6.0 5.4 5.6 6.2 6.2 5.8 5.0 5.2 5.2 5.6 6.2 6.4 5.8 5.8 4.8 4.8 4.8 5.8 5.8 5.4 4.6 5.6 6.6 7.4

B Quality

1 Grid Quality Check up 5 6 5 4 6 7 6 5 6 7 8 9 5 6 7 8 5 4 6 7 5 4 6 7 8 152 6.1

2 Visual grid checking 3 4 4 5 6 7 8 9 8 7 3 4 4 4 5 6 6 7 8 8 6 7 6 7 5 147 5.9

3 Frequency 4 3 5 4 5 4 4 5 4 5 5 6 7 8 4 4 5 6 5 6 7 5 6 7 6 130 5.2

4 Handling of grids 3 4 5 4 5 6 5 6 7 6 5 6 7 6 5 6 7 6 5 7 8 7 6 7 5 144 5.8

total 15 17 19 17 22 24 23 25 25 25 21 25 23 24 21 24 23 23 24 28 26 23 24 28 24 143 5.7

averages 3.8 4.3 4.8 4.3 5.5 6.0 5.8 6.3 6.3 6.3 5.3 6.3 5.8 6.0 5.3 6.0 5.8 5.8 6.0 7.0 6.5 5.8 6.0 7.0 6.0

C Maintenance

1 Cutting adjustment 6 7 8 6 6 5 6 7 5 6 7 6 5 6 7 6 5 5 6 5 7 8 6 5 6 152 6.1

2 Pouring timing 5 6 7 6 5 7 8 9 7 8 9 8 7 6 7 7 7 6 6 5 6 7 6 7 7 169 6.8

3 Mould O/Csetting 2 3 4 5 4 6 7 5 7 6 7 8 6 5 7 8 7 6 5 5 4 5 4 5 6 137 5.5

total 13 16 19 17 15 18 21 21 19 20 23 22 18 17 21 21 19 17 17 15 17 20 16 17 19 153 6.1

Average 4.3 5.3 6.3 5.7 5.0 6.0 7.0 7.0 6.3 6.7 7.7 7.3 6.0 5.7 7.0 7.0 6.3 5.7 5.7 5.0 5.7 6.7 5.3 5.7 6.3

D Safety

1 Knowledge of hazardous material 3 4 5 4 3 2 3 4 5 2 4 5 4 5 5 4 3 3 2 4 5 6 4 5 6 100 4.0

2 Use of protective clothing 5 6 4 6 5 4 5 4 3 2 1 3 4 5 4 3 3 3 4 5 4 5 6 5 4 103 4.1

3 Knowledge about Emergency action 6 7 7 8 6 5 6 5 6 7 6 7 8 8 5 6 7 6 7 8 8 9 8 9 9 174 7.0

total 14 17 16 18 14 11 14 13 14 11 11 15 16 18 14 13 13 12 13 17 17 20 18 19 19 126 5.0

average 4.7 5.7 5.3 6.0 4.7 3.7 4.7 4.3 4.7 3.7 3.7 5.0 5.3 6.0 4.7 4.3 4.3 4.0 4.3 5.7 5.7 6.7 6.0 6.3 6.3

E Trouble shooting

1 Knowledge of using Measuring instruments 5 6 5 4 6 6 7 6 5 7 8 5 6 5 5 4 5 6 7 8 7 6 5 6 7 147 5.9

2 Knowledge of Alloy identification 6 7 8 5 6 7 8 9 5 6 7 8 7 6 7 5 6 4 7 6 8 7 6 7 8 166 6.6

3 Knowledge of adding ingredients 6 7 5 8 7 8 7 6 7 6 7 8 6 7 5 4 3 6 5 2 4 5 4 3 5 141 5.6

total17 20 18 17 19 21 22 21 17 19 22 21 19 18 17 13 14 16 19 16 19 18 15 16 20 151 6.1

avearage 5.7 6.7 6.0 5.7 6.3 7.0 7.3 7.0 5.7 6.3 7.3 7.0 6.3 6.0 5.7 4.3 4.7 5.3 6.3 5.3 6.3 6.0 5.0 5.3 6.7

F Personal attribute strengths

1 Striving for new skills, knowledge, experience and personal development. 3 4 3 3 5 4 3 4 5 4 3 3 4 4 3 3 4 5 2 3 4 2 3 4 5 90 3.6

2 Taking personal responsibility to resolve problems, even those not of own making. 5 6 7 4 5 6 5 4 5 6 3 7 5 6 7 8 6 6 5 7 7 8 5 6 4 143 5.7

3 Coming up with recommendations and suggestions, more than asking for answers. 3 2 3 2 4 5 4 3 6 4 5 3 2 4 5 3 4 5 6 7 5 4 3 3 5 100 4.0

4 Developing positive relationships, co-operation with, and supporting colleagues. 4 6 7 5 8 6 7 5 7 8 7 6 9 8 7 7 6 7 8 7 6 7 5 4 5 162 6.5

5 Being aself-starter, self-motivated, keeping focused and productive. 3 4 5 4 5 6 7 8 7 6 5 6 7 6 5 6 7 6 8 7 6 7 6 5 5 147 5.9

totals 18 22 25 18 27 27 26 24 30 28 23 25 27 28 27 27 27 29 29 31 28 28 22 22 24 128 5.1

averages 3.6 4.4 5.0 3.6 5.4 5.4 5.2 4.8 6.0 5.6 4.6 5.0 5.4 5.6 5.4 5.4 5.4 5.8 5.8 6.2 5.6 5.6 4.4 4.4 4.8

Rating Scale

0 1 2 3 4 5 6 7 8 9 10

ExpertAdvancedBasicNegligible

Insert scores from individual skill-set assessments. Note that the totals and averagescells contain formulae for calculating totals. Lowest scoresare obviouslythe training priorities, although some consideration

needs to be overlayed asto the relative importance of the skills. Minimumacceptable score is 6 out of 10. Any score below 6 indicates need for training.

SKILL ESTIMATION FORM (CONSOLIDATED)


60/76

Analysis

From above tool it is seen that the department scored lowest on safety skills with an

average of 5 out of 10. Second lowest was the soft skills area with the average of 5.

Department scores high in the Maintenance skills as well as Trouble shooting skills

with an average of 6.1.

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.

Soft skills are the second lowest and need to be addressed immediately.

60


61/76

Findings

Workers have expressed their views regarding the following:

1. Problems faced by workers during work & training programs.

2. Participants felt that more emphasis should be given to practical aspects.

3. More emphasis should be given to selection of topics.

Findings in Questionnaire

1. 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.

2. It is found that need for Technical know-how is essential as plant is highly

automated.

61

FFINDINGSINDINGS


62/76

3. It is found that majority of the respondents feel that they have required knowledge

of the process. However, a test must be conducted for evaluating their knowledge.

4. 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. So the discrepancy of 12 % remains unanswered and

the test must be conducted for obtaining actual status.

5. Here 72% respondents are satisfied with the training programme. This indicates

that rest 20% respondents who are satisfied with their performance believe that

training is not sufficient.

6. Here maximum number of participants feel that higher management supports their

initiative to improve performance. It means that organization is willing to support.

7. Frequency of training programme should be every 3 months.8. It is found that till date only lectures were used for training with some

photographs. Maximum participants want audio-visual clips to be shown for better

understanding of topic of training.

9. Teaching medium should be Hindi as well as Marathi. It should be the mixture of

both the languages.

10. Maximum participants felt that External trainer is Good as compared to

Internal trainer. Therefore this indicates that the Internal trainer must have good

knowledge as well as skills for his topic.

11. 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.

Findings in Skill Estimation Form

In skill estimation form it is found that department scored Lowest in Safety & Fire

fighting skills. Following it was the Soft skills.

However, it is clear from the readings that individual variations are wide and it is amatter of concern.

62


63/76

63


64/76

64

LLIMITATIONSIMITATIONS


65/76

Limitations of the Study

Following were the constraints faced while completing this research:

1. 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, Lunch break etc. Had the time allotted been quite more I

could have conducted more interviews.

Potential Impact: High

2. The size of the potential pressure point (target audience) was local & has a

potentially small impact on the business. Only selected section of the

employees was exposed for survey.Potential Impact: Small

3. Available data collected for other purposes that could provide valuable clues

as to source of performance problems such as accidents reported at the plant,

skill estimation sheets, performance appraisal sheets, training program

evaluation sheets, feedback forms, complaints etc. was available with limited

access.

Potential Impact: Moderate but issue was resolved through discussions with

some supervisors.

Many environmental factors affected the survey effort to some degree.

1. Assessing training needs is a subjective due to personal biases, experience

levels, and perceptions about what is effective training. Employee and

Supervisor respondents without the training did not necessarily use the same

vocabulary.

Potential impact: small.2. A number of participants went on furlough after taking the course and did not

have opportunities to apply the concepts until this season.

Potential impact: Moderatescope of issue is unknown.

65


66/76

3. 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.

Potential Impact: High on individual unit level. Actual impact unknown.

4. Security concerns about where the respondent feedback would go and how it

would be used caused initial concern in some respondents.

Potential impact: Moderate, but was mostly if not completely mitigated

through adequate briefings and discussion of data security.

66


67/76

Recommendations

With reference to the Findings and Skill Estimation Form, following are some

suggestions for effectively designing the Training Program, which will be beneficial

for carrying out the different HR functions as well as Production Activities.

1. 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. Training should be organized in such a way that each and every worker can

participate.

67

RRECOMMENDATIONSECOMMENDATIONS


68/76

3. New technologies & knowledge-based training should be given. Technical

programs like latest field in technology concerning their operations should be

included.

4. 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.

5. Training should be conducted frequently; every 3 months and regular

feedback should be taken because employees are more serious about training

program & interested in self skill improvement.

6. Subject method should be discussed thoroughly, in detail and both extensively

and intensively as respondents feel that topics decided are not as per their

needs.

7. Homogenous groups should be formed for training so that they can easily andquickly understand each others problems, which will save the time as well as

employees will be motivated.

8. Certain areas of soft skills such as team spirit, self motivation etc. need to

have considerable attention and must be included in training program.

9. Awareness about the necessary Soft Skills must be incorporated in Training

Program.

68


69/76

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. 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. Therefore, 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.

With reference to the Model of Need Assessment, which includes Oganisational, Task

& Individual

Analysis,

following are

some

conclusions,

which will be

helpful in

future for

company in

different HR activities:-

1. 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.

2. As per the assessment, there is lot of need to design the program on Health &

Safety Measures.3. Equally soft skills are important to improve the Overall Efficiency and

Effectiveness of the organization.

Thus, Training need assessment forms the base of all training activities. 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. In any type of

69

CCONCLUSIONONCLUSION


70/76

training & development program, organization should not ignore or neglect this basic

function or they have to pay a lot. So even Exide Industry take into consideration

above conclusions based on the research work in the company definitely sky is the

limit for them.

70

BBIBLIOGRAPHYIBLIOGRAPHY


71/76

A variety of sources of information have been referred while developing this project.

Apart from a number of books and articles, we have also benefited greatly from the

Internet, which holds a vast ocean of information.

Following books have been referred which were of immense help to me :-

1. R K Sahu; Training for Development; Excel Books; Edition 1st; 2006;

Chapter 8; Page No- 85 to 114

2. R S Dwivedi; Personnel Management in Indian Enterprises; Galgotia

Publishing Company; Edition 2nd; 2006; Page No- 295 to 339

3. Raymond Noe; Employee Training & Development; Tata McGraw-Hill

Publishing House; Edition 4th; Special Indian Edition; 2008

4. K Aswathappa; Human Resources & Personnel Management; Tata McGraw-

Hill Publishing House; Edition 2nd; 2001; Page No- 189 to 222

5. L M Prasad; Human Resource Management; Sultan Chand & Sons; Edition

2nd; 2006

Following sites of Internet were referred:

www.businessballs.com

www.citehr.com

www.exideindia.com

www.exide4u.co.in

www.exidereachout.com

www.sfsonicpower.com

www.slideshare.net

71
http://www.businessballs.com/http://www.exide4u.co.in/http://www.exidereachout.com/http://www.sfsonicpower.com/http://www.businessballs.com/http://www.exide4u.co.in/http://www.exidereachout.com/http://www.sfsonicpower.com/


72/76

Training Need Assessment Questionnaire

Name of the employee:

Designation/Department:

Year of experience:

1. What tasks do you perform at work?

2. What types of problems do you face while carrying out the job?

72

AANNEXURENNEXURE


73/76

a) Material relatedb) Advancement in Technologyc) Production processd) Safetye) Others-

3. What do you think is most important to perform best at workplace?

a) Technical skills.b) Soft skills.c) Knowledge about procedure & processes.d) Any other please specify

4. Do you have all the knowledge about Production process?

a) Yesb) No.

If No Why-

5. Are you satisfied with your performance?

a) Yes

b) No.

If No Why-

6. Are you satisfied with Current training programme?

a) Yes

b) No.

If No Why-

7. Does higher management support your initiative to increase performance level

through training & development?

73


74/76

a) Yes How-b) No-Why-

8. Attempt following

9. How do you feel about effectiveness of external trainer in comparison with

internal trainer?

1. Excellent 2. Good 3. Average 4. Fair 5. Poor

10. What are the topics that should be covered by the training?

1. Not at all important 2. Not so important 3. Essential 4. Important 5. Very

important

a) Technical-knowledge (Operation) 1. 2. 3. 4. 5.b) Safety & fire fighting. 1. 2. 3. 4. 5.c) Quality control 1. 2. 3. 4. 5.

74

A) What should be

frequency of

training?

B) What type of

training do you

want?

C) What should

be the team

capacity?

D) Which language of

medium used for

Training?

a) Quarterly

(every 3 months)

a) Lectures a) Up to 10 a) Marathi

b) Half yearly b) Audio visual

clips

b) 10-30 b) Hindi

c) yearly c) On the job. c) more than 30 c) English


75/76

d) Maintenance 1. 2. 3. 4. 5.e) Soft skill development 1. 2. 3. 4. 5.f) Others Please specify

75


76/76

NAME OF THE SUPERVISOR:

INDIVIDUALNAME

INDIVIDUALNAME

INDIVIDUALNAME

INDIVIDUALNAME

INDIVIDUALNAME

A Operation

1 Mould ejection

2 Mould Touch up

3 Air Vent Check up

4 Following 5S norms

5 Operation Parameter Checking

B Quality

1 Grid Quality Check up

2 Visual grid checking

3 Frequency

4 Handling of grids

C Maintenance

1 Cutting adjustment

2 Pouring timing

3 Mould O/C setting

D Safety

1 Knowledge of hazardous material

2 Use of protective clothing

3 Knowledge about Emergency action

E Trouble shooting

1 Knowledge of using Measuring instruments

2 Knowledge of Alloy identification

3 Knowledge of adding ingredients

F Personal attribute strengths

1 Striving for new skills, knowledge, experience and personal development.

2 Taking personal responsibility to resolve problems, even those not of own making.

3 Coming up with recommendations and suggestions, more than asking for answers.

4 Developing positive relationships, co-operation with, and supporting colleagues.

5 Being a self-starter, self-motivated, keeping focused and productive.

Please rate the employees according to following scale

RATING SCALE

NEGLIGIBLE 0 1 2

BASIC 3 4 5

ADVANCED6 7 8

EXPERT9 10

SKILL ESTIMATION FORM

Project by Dhiraj

Documents

Transcript of Project by Dhiraj