Report 1
Transcript of Report 1
SUMMER TRAINING PROJECT REPORT
ON
RECRUITMENT AND SELECTION PROCESS
AT
HINDUSTAN AERONAUTICS LIMITED ,
LUCKNOW DIVISION
PREPARED AND PRESENTED BY
SHIPRA SINGH
MBA THIRD SEMESTER
ENROLL. NO.A7001909031
STUDENT CERTIFICATE
Certified that this report is prepared based on the summer internship project undertaken by me in (Name of Company)……………………………………………….From Mr./Ms/ ………………………………………….in partial fulfillment of the requirement for award of degree of ………………… from Amity University Uttar Pradesh.
Date:-…………………..
Signature: Signature SignatureName: Name: Name: ……………. ……………… ……………..
Student Faculty Guide Director(ABS)
FACULTY CERTIFICATE
Forwarded here with a summer internship project……………………………………submitted by ……………………………………………………………. Enrollment No ………………………..Student of MBA (G) 3rd SEM (2009 -2010).
This project work is partial fulfillment of the requirement for the degree of master in business administration from Amity University Lucknow Campus, Uttar Pradesh.
MRS CHARU BISARIA (Faculty Guide) AMITY BUSINESS SCHOOL Mango Orchid Campus, Gomti Nagar-Lucknow WEBSITE: www.amity.edu
ACKNOWLEDGEMENT
Any fruitful work is in complete without a word of thanks to those involved directly or
indirectly in its completion. With my sincere gratitude I would like to thanks everyone
who has supported me in my project.
I would like to extend my sense of acknowledgement to learning Experience.
Their insight as well as guidance helped me understand the essentials of the report I
would like to thanks them for their support Mr. S.N. Shrivastava for their immense
help and guidance that they have provided during the research report .The present
work has taken its sharp largely to their wise counsels, concrete and constructive
suggestions.
To understand the essentials of the research report, I would like to thanks to
my Guide Mr. Surendra Kumar for their guidance.
Shipra Singh
MBA 3rd Sem
EXECUTIVE SUMMARY
In this research report we have tried to cover up the whole matter which is
relevant and in short so, that its conclusion can be drawn from a concise report. The
topic of our research report is TO STUDY THE MEASURES OF TRANING AND
DEVELOPMENT IN HINDUSTAN AEROUNATICS LIMITED, LUCKNOW.
For that the report includes various trends that followed in the organization. In
this first phase of the report we have discussed about the training and Development.
Training is one of the most important tools for developing human Resource .and it
also provides training to all employees at regular intervals in a plan Of period 5
years. Training to become an integral component of individual Professional evolution
by updating knowledge to avoid obsolescence and enhancing Professional creativity
and enabling employees to shoulder higher responsibility Creating a business trend
and strategic thinking to take up new business challenges (Creation of Centre of
Excellence, etc).
Training is a short-term process utilizing a systematic and organized
Procedure by which non-managerial personnel acquire technical knowledge and
Skills for a definite purpose. It refers to instructions in technical and mechanical
Operations, like operation of some machine.
Organized procedure by which managerial personnel learn conceptual and
Theoretical knowledge for general purpose. It is not primarily skill oriented instead; it
provides general knowledge and attitudes which will be helpful to employees in high
positions. Efforts towards development often depend on personnel drive and
ambition. Development activities, such as those supplied by management
development programmers are generally voluntary. Then the light is thrown on the
part of employees activities which are implemented in the organization.
Second phase includes the introduction of the HINDUSTAN AERONAUTICS
LIMITED), LUCKNOW. The Company was formed by the merger of Hindustan
Aircraft Limited with Aeronautics India Limited and Aircraft Manufacturing Depot,
Kanpur. The Company traces its roots to the pioneering efforts of an industrialist with
extraordinary vision, the late Seth Walchand Hirachand, who set up Hindustan
Aircraft Limited at Bangalore in association with the erstwhile princely State of
Mysore in December 1940. The Government of India became a shareholder in
March 1941 and took over the Management in 1942. The Company has an
impressive product track record – 12 types of aircraft manufactured with in-house R
& D and 14 types produced under license.
TABLE OF CONTENTS
1. INTRODUCTION
1.1 Definition & concept of training and development
1.2 Training is different from education & development
1.3 Purpose of training
1.4 Objectives of training
1.5 Training policy
1.6 Training process
1.7 Measuring effectiveness of training & development
1.8 Working of training department
1.9 Learning centers
1.10 Activities conducted by training department
1.11 Objectives of training department
1.12 Training philosophy
1.13 Various training activities
1.14 Objectives of divisional training centers
1.15 Activities of divisional training centers
1.16 Training programme
Core programme
Functional programme
1.17 Training wings
1.18 Techniques & approaches of training
2. COMPANY PROFILE
2.1 Product & services of HAL
2.2 Divisions
2.3 H.A.L R & D centers
2.4 Objective of the company
2.5 Personal dept.at H.A.L of corporate offices
2.6 Organizational growth
2.7 Core of business of H.A.L
2.8 H.A.L liaisons’ offices
2.9 Exports
2.10 H.A.L core values
2.11 Aim of H.A.L
2.12 Key areas
2.13 Products of H.A.L
2.14 Strategy
2.15 R & D
2.16 Focus of H.R.P
2.17 Present set up of H.A.L
2.18 P & A Dept. of lucknow division
2.19 Tenders at H.A.L
3. RESEARCH METHODOLOGY
3.1 Benefits of research methodology
3.2 Objectives of research
3.3 Research design
3.4 Method of data collection
Primary data
Secondary data
3.5 Sample design
3.6 Universe
3.7 Sample size
3.8 Questionnaire
4. DATA INTERPRETATION
5. LIMITATIONS OF THE STUDY
6. FINDINDS
7. CONCLUSION
8. SUGGESTIONS
9. ANNEXTURES
10. BIBLIOGRAPHY
1. INTRODUCTION
TRAINING AND DEVELOPMENT
CONCEPT AND DEFINITIONS:
In the field of human resource management, TRAINING AND
DEVELOPMENT is the field concerned with organizational activity
Aimed at bettering the performance of Individuals and groups in organizational
Settings. It has been known by several names, including employee development,
Human resource development, and learning and development.
After the selection of people for various jobs, the next function of
Management is to arrange for their training. This is because a successful candidate
placed on the job needs training to perform their duties effectively. The aim of
training is to develop new skills, knowledge or expertise of the employees at all
levels, particularly in a world of fast changing technology and environment.
An employee who is prepared in terms of skills, knowledge and orientation is
in a far better position to tackle the job assigned to him, than one, who has to learn
the hard way. The employees at all level be it a worker, supervisor, manager &
executive need to be developed in order to enable them to grow and acquire
maturity of thought and actions.
The purpose of both training and development is similar. The main difference
between the two is in respect of levels of employees for whom these are meant, and
the contents and techniques employed.
Training is a short-term process utilizing a systematic and organized
Procedure by which non-managerial personnel acquire technical knowledge and
Skills for a definite purpose.
It refers to instructions in technical and mechanical operations, like
operation of some machine. Training refers to the process of imparting specific skills.
It is designed primarily for non-managers, it is a short duration, and it is for a specific
job-related purpose.
According to Dale S. Beach, “Training is the organized procedure by which
learn knowledge and skill for a definite purpose.”
1. TRAINING AND DEVELOPMENT
Training is one of the most important tools for developing human resource. Hence,
identification of training competency profile in terms of Vision, Mission of the
Company would be the strategic point of the training and development strategy of
the Company. The following objectives have been set in this regard:-
To provide training to all employees at regular intervals in a plan Period of 5
years.
Training to become an integral component of individual professional evolution by
updating knowledge to avoid obsolescence enhancing professional creativity and
enabling employees to shoulder higher responsibility creating business trend and
strategic thinking to take up new business challenges (creation of Centre of
Excellence, etc)
The goals of training will be to progressively achieve 7 days training per
employee per year with a budget of 2% of annual Wage Bill.
Keeping in view the organizational requirement and goals and objectives of training,
the following have been identified as the key focus areas of training:
Technology
Tooling
Quality
Information Technology
Further, to facilitate the development of soft skills (change of mind-set, managerial
development etc.) training would be imparted on a continuous basis. Tie-ups with
Centers of Excellence like IITs, NDC, FIAS France etc. for imparting training would
be given prime importance.
2. MAN POWER PLANNING
Out sourcing of low tech and medium tech jobs. Fresh induction only in critical /
highly specialized areas based on requirements due to increase in work load and
super annotation profile (Annexure-II). In the Workmen Cadre, induction will be
restricted to Direct Workmen only.
Improving the existing qualification profile by focusing on induction of professionally
qualified personnel and diploma holders
Hence focus of recruitment would be to recruit people with a combination of
Knowledge, skill, experience and attitude in line with the organizational requirement
through appropriate manpower plan both short term (contract appointments) and
long term recruitment programmer.
3. PERFORMANCE APPRAISAL:
Appraising people for meeting the Company's goal would be the prime focus of
Performance management. The new Performance Appraisal System based on work
planning and commitment (mutually agreed tasks) , self-review and performance
analysis, performance review and feedback would ensure that the focus would be on
value adding activities rather than on routine activities which bear no relationship
with the Organization’s goals and objectives.
Identification of low performers and resultant corrective action throughout the
Company would be given priority. Similarly, faster career growth opportunity would
be provided to high performers.
4. REWARD SYSTEM
The focus of the reward system in the Company is to promote team work and
Cultivate a sense of achievement and excellence in the Organization. This is in
addition to the existing scheme of reward for an individual who innovatively and
creatively makes exemplary contributions in the key thrust areas of the Company
that would lead to its achieving overall excellence. Coupled with the above, schemes
like "Inter Divisional Competition" and "Profit Sharing Scheme" have been
institutionalized in the Company for team reward.
5. SCHEME FOR LEARNING AND CERTIFICATION FOR
EXECUTIVES
A "Learning Organization" is essential for survival in the present era of Liberalization,
Privatization and Globalization. Therefore, "Knowledge" is the only core competence
of Organizations for copies with changes. Since individual knowledge is the starting
point for organizational knowledge, it is only the employees who can convert
knowledge into efficient actions. Line with the above philosophy, among other
initiatives like institutionalizing Learning Centers in Divisions etc., HAL has also
introduced the scheme for Learning and Certification for executives as a starting
point for building individual knowledge.
The scheme inter-alias provides an opportunity for the Junior and Middle
Management Cadre Executives to broaden their perspective by not only learning
about all functions and procedures in their respective disciplines but also in related
areas and overall knowledge about the Organization and its environment. So far,
approximately, 45% (both for "O" & "A" level) of executives have been certified
(Annexure IV). It is proposed to expand the coverage of this scheme further, if
required, by linking the scheme to some kind of reward mechanism. Lastly, the HRD
Plan will also include time-to-time OD Interventions to address specific requirement
of the Company.
Training and development encompasses three main activities:
Training, education, and development Garavan, Costine, and Heraty, of the Irish
Institute of Training and Development, note that these ideas are often considered to
be synonymous.
However, to practitioners, they encompass three separate, although interrelated,
Activities.
TRAINING
This activity is both focused upon, and evaluated against, the job that an individual
currently holds.
EDUCATION
This activity focuses upon the jobs that an individual may potentially hold in the
future, and is evaluated against those jobs.
DEVELOPMENT
This activity focuses upon the activities that the organization employing the
individual, or that the individual is part of, may partake in the future, and is almost
impossible to evaluate.
TRAINING IS DIFFERENT FROM
EDUCATION AND DEVELOPMENT
The economic scenario in India has undergone a tremendous change over
the last few years. The process has been hastened by the initiatives of the
government to liberalize the economy and integrate it with the global environment.
Liberalization and globalization have caused a lot of change in different
organizations, which is their response to the changing conditions. In this scenario,
any organization is faced with the challenges of coping with the change and
preparing the enterprise, so that it can adapt adequately to environmental (external)
changes.
One of the important elements of this dynamic environment is our Human
resources who can and will play an important role in constantly adopting new
developments and making change work. Of all the complicated machinery that the
modern industry employs the most complicated is the man who operates the other
machines. With the rapid advancement of technology all the other machines are
replaced one day. However, no technology has been and probably will ever be able
to replace man.
Human resources is an inevitable part of any organization and particularly
their training is an aspect which organizations have to attend for future success. In
view of the increased pressure to stay competitive, organizations and individuals
have to reorient their training systems. The demands of industry and commerce are
continually changing and are reflected in the activities of the training department and
the training programmes. New approaches, skills, operations and procedures require
either new training programmes or modifications of existing ones. This in turn affects
the members of the training department-planners, designers, trainers, and
administrators who have to develop different programmers.
The training process is complex and starts at a decision making event. The
success of training professionals in the developed and industrialized countries is
indicated by the fact that training got more respect and was seen as the main HRD
tool. A well planned training programmer assists people at work to achieve
organizational goals while at the same time develop their individual potential. In
order to achieve this, need assessment of training and analysis has to be properly
conducted which can have a profound impact on the organization and its
performance in any economic scenario. It improves the quality of training
programmes as well as the effectiveness of the training function. In other words, a
proper need assessment improves an organizations performance by discovering
training and non-training problems and their areas of influence.
Today, the work place and the work force are going through many changes.
IN Terms of work place, the increased use of high technology, the continuing shift
from a manufacturing to a service economy and the increasingly global business
world necessitates ongoing employees training programme. In terms of the changing
work force, the increasing number of immigrants with limited educational back
ground as well as continuing problems in the primary and secondary educational
systems compels the organizations to provide for training programmers’. To make
the organization productive, it is essential that the individual skills be developed to
achieve and fulfill the organizational needs. In this critical context, training has an
important role to play.
Training is also essential for maintaining global competitions. In India training
needs continue to be assessed less seriously and in the primitive ways in most
organizations. The effectiveness of training is very rarely assessed. It is because of
this context of training in India today. I have been encouraged to see and identify
training needs, their evaluation, existing training programmes and the effectiveness
of training programmes in “HAL, LUCKNOW DIVISION”. The findings provide
insights into the current status of the training function at HAL and also the
information on the benefits of training.
1. Training is different from education :
Education is theoretical learning in classroom. Training is the act of increasing the
knowledge and skills of an employee for doing a particular job. It is concerned with
imparting specific skills for a particular purpose. It attempts to improve the
employees performance on the current job or prepare then for an intended job. On
the other hand, education is a broader term concerned with increasing the
knowledge and understanding of the employee’s total environment.
Education develops a rational and educational mind that can determine relationships
among pertinent variables and thereby understand phenomena. It is theoretical
learning in class rooms which involves a range of skills and expertise which can be
provided only by education al institutions.
Training and education differentiated
TRAINING EDUCATION
1) Application Theoretical Orientation
2) Job experience Class room learning
3) Specific tasks General concepts
4) Narrow perspective Broad perspective
2. Training is also different development:
Development refers to the learning opportunities designed to help employees grow.
Development is a long-term educational process utilizing a systematic and organized
procedure by which managerial personnel learn conceptual and theoretical
knowledge for general purpose. It is not primarily skill oriented instead; it provides
general knowledge and attitudes which will be helpful to employees in high positions.
Efforts towards development often depend on personnel drive and ambition.
Development activities, such as those supplied by management development
programmers are generally voluntary.
INPUTS IN TRAINING AND DEVELOPMENT
Any training and development programme must contain inputs which enable the
participants to gain skills, learn theoretical concepts and help acquire vision to look
in to the distinct future. In addition to these, there is a need to impart ethical
orientation, emphasis on attitudinal changes and stress upon decision-making and
problem solving abilities.
NEED FOR BASIC PURPOSES OF TRAINING:
To increase productivity.
To improve quality and quantity of production.
To help a company fulfill its future personnel needs.
To improve organizational climate.
To improve Health and Safety.
Obsolescence prevention.
Stability in organization.
TRAINING OBJECTIVES :
Every programme and every nominee to an external programme should have a
clearly designed objective. The objectives are statements of purpose and will give
anyone who reads it, a clear indication of the planned achievement. Clarity of
purpose at that time of formulation is necessary, in order that both participants and
the respective departments are clear as to the benefits that will derive as a result of
the training.
Two of the most commonly stated objectives of the training process in a work
organization are –
To assist workers to perform at the optimum level in current jobs.
To develop employees for future jobs.
An often stated aim is to strengthen the organization’s ‘culture’ by developing a
broad understanding of the way that we do things here.
TRAINING POLICY :
To ensure that the organization’s workforce is effective, every company or
organization should have a well-established training policy. Such a policy represents
the top management’s commitment to the training of its employees, and comprises
rules and procedure governing the standards of scope of training. A training policy is
considered necessary for the following reasons:-
To indicate a company’s intention to develop its personnel; to provide Guidance in
the framing and implementation of programmers’ and to Provide information
concerning them to all concerned.
To discover critical areas where training is to be given on a priority bases ;
To provide suitable opportunities to the employees for their own betterment.
THE TRAINING PROCESS:
Since training is a continuous process and since it consumes time and Entails much
expenditure, it is necessary that training programmed or policy Should be prepared
with great thought and care, for it should serve the purpose of the establishment as
wells the needs of employees.
A successful training programmer presumes that sufficient care has been
taken to discover areas in which it is needed most and to create the necessary
environment for its conduct.
The selected trainer should be one who clearly understands his job and has
professional expertise, has an aptitude and ability for teaching, possesses a
pleasing personality and a capacity for leadership, is well versed in the principles
and methods of training in relation to an enterprise.
MEASURING EFFECTIVENES IN MANAGEMENT
TRAINING $ DEVELOPMENT
Successfully measuring effectiveness in management training and development can
be a difficult task. Design of a valid measurement programme should include
evaluation in key areas; including emotional reaction and knowledge gain measured
After training interventions. Behavioral change and organizational impact
Measurements should be used on a longer time horizon to evaluate the progress
and currency of the management development programme. Finally, research shows
that maintaining a balance of the above measurements is the final key to success in
measuring the effectiveness of management training and development. Over a four
year period, starting July 2004, four measures have been implemented:
Measure 1:
Language training program including English second language training for
francophone professionals in each region, French second language training for
English-speaking professionals working in a francophone institutional milieu and
development of distance educational materials to support language instructors and
learners;
Robyn Albers, from Gatineau’s Heritage College, uses innovative techniques in her
Classroom to improve the English language skills of the region’s health care
workers.
Measure 2:
Retention and distance professional and community support initiatives to encourage
English-speaking professionals and English-speaking students to move to or stay in
the regions;
In 2008, eight students participated in community nursing internships at four English
schools in Montreal’s East End. From left to right starting from the front row: Valerie
Rea, Clara Lauture, Julie Crépeau-Boisvert, Julie Laliberté; second row: Rebecca
Yeung, Perle Arcand-Lussier, Elizabeth Murphy-Lavallée, Mayari Linares Recinos.
Measure 3:
Seminars and conferences are intended to suppport communication among
professionals and share best practices;
In September 2008, participants in Measure 1 (Language Training Program) and
Measure 2 (Retention and Distance Professional and Community Support Initiatives)
of the McGill Training and Human Resources Development Project gathered in
Montreal for a seminar aimed at reviewing the Project’s prospectus for the years
2008-2013.
Measure 4:
Measure 4 consists of an innovation fund supporting local and regional initiatives
involving projects for retaining English-speaking personnel in the regions.
The Magnetic English-speaking Community Development Corporation
(MCDC) Team, directed by Suzanne Aubre, has put in place a very successful
internship Program in collaboration with the McGill Project. From left to right – first
row: Peter With comb, Ann Marie Powell, Maureen Small, Aline Visser; second row:
Hélène Doré, Julie Gagné; back row: Suzanne Aubre, Myriam Gayrard.
This project is financed by Health Canada as part of its program to support Quebec
initiatives with a view to improving access to health and social services for English-
speaking people. A global budget of $11.9 million is allocated to develop, apply and
evaluate these measures.
WORKING OF TRAINING DEPARTMENT
The department is located in a spacious campus very near to factory. It has
got its own all modem a latest “Training aid / facility like – OHP, 40” TV monitor with
VCR Video Camera , tape recorder, two air conditioned conference, hall, four
classrooms and auditorium with a capacity of 150 seats for conducting seminars,
workshops, A well equipped library , PCs with printers, Lucknow Training Division
was established in 1970 for imparting apprenticeship training to apprentices (I.T.I. /
Graduates Diploma holders) and also to meet the requirement of internal and
external training and need based programmes for officers / workmen in this division
in the field of management / technology to improve their managerial & technical
capabilities.
LEARNING CENTRE
Learning Centre with the facilities of Pentium computers with internet and multimedia
facility and inkjet printer have been established with the various HAL Manuals as
regarding materials with the purpose to increase the knowledge of employees and
officers by their self involvement & utilization of facilities.
ACTIVITIES CONDUCTED BY TRAINING DEPARTMENT
In –house Training programmes.
External Training programmes.
Induction of ITI / Diploma Graduate.
Imparting 40 days trade related instructions classes to ITI trade
apprentices for a period of 6 days.
NCVT training exams for IT trade apprentices twice in a year.
Vocational Practical training to Engineering students.
Two months literacy classes for HAL employees under recruitment &
promotion rule.
Management Trainees Scheme sponsored by corporate office.
National Literacy Mission.
Training of HAL Staff College Bangalore.
Training under self learning scheme for outside agencies.
Hindi Karyashala.
Yoga Classes.
Computer Training.
Seminars.
OBJECTIVES OF TRAINING DEPARTMENT
Rapid technological development in the field of Aerospace demands change in the
management with a long term HRD plan, which is reviewed and redefined from time
to time for better results which focus on:
Improving the job knowledge and skill of employees to undertake the Current
and future responsibility more efficiently.
Improving / changing the attitude of people towards work, organization and
Objectives to develop better inter – personal relationship and team spirit through
Technological, behavioral & managerial training input.
TRAINING PHILOSOPHY
Training and Development efforts in organization should facilitate bridging
Performance gap. Performance gaps are defined as “discrepancies between what
the organization could do by virtue of a goal related opportunity in its environment
and what it actually does in terms of exploiting the opportunity.”
“Training and Development” efforts are expected to empower the participants by
helping them to acquire job related knowledge skills, attitudes and capabilities.
Further it is expected that need based training and development efforts should lead
to implementation of learning in work settings & improvement on a continuous basis
Continuous HRD to meet organization objectives and to build a vibrant organization
responsive to change in the environment.
VARIOUS TRAINING ACTIVITIES
STAFF COLLEGE TRAINING ACTIVITIES
HAL staff College has been designed & conducting Management Development
programme (MDP) for middle and senior level executives i.e. Executives from the
rank of deputy managers (grade III) & above. About 80 – 85 days of training is
conducted every year covering about 1000 executives.
Such a massive training effort should help various divisions of a company to improve
their effectiveness.
As the apex training institutions, Staff College was established in 1969. It is
entrusted with responsibility of:
Conducting training programmes for middle and senior managers.
Selection of middle man trainees. ( MTs)
Overseeing the divisional training activities relating to MDPs.
.co-coordinating training activities with corporate office.
The programmes conducted by Staff College fall into two categories:
1. Interactive Programmes.
2. Functional Programmes (related to production, management, financial
Management etc.)
Apart from this there are special Career Development Programmes for middle level
& senior level executives who show a promising potential for advancement. Some
career development programmes are:
Senior Executive Programmes
Senior Management Programme
Advance Management Programme
Nominations of the participants to these courses are finalized at the corporate level.
The calendar of programmes of courses that are conducted by staff college is drawn
up by staff college in every financial year and circulated among divisions. The
divisions are required to sponsor personnel for various courses and sent nomination
directly to the Staff College.
FACULTY
Training programmes offered by staff college are conducted by experienced and
Qualified faculty of the college supported by eminent faculty drawn from reputed
management institutes such as IIMS,ITI. Etc. A mix of conventional methods of
lectures and seminars as well as modern methods Such as case study,
management games etc are used in training.
1. EFFECTIVENESS OF TRAINING
To know it on the last day of the programme every participant has to give
presentation and prepare action plan which they could implement on their on their
return to work place.
2. TRAINING OUTSIDE
The company also nominates employees officer on a selective basis for external
Training programmes, Seminars for this purpose GMs & MDs have been
empowered. Senior & Top executives are sent to advance management courses
Conducted by IIM, AIMA, IIT, ISTD, ISI, XLRI, TISS etc.
TRAINING ABROAD
Training at the work of company collaborations.
Summer courses & conferences abroad
Training at academic institutions abroad like – Birmingham University, UK,
Canfield Institute of Technology.
Selected personnel of the company are deputed for training abroad
according to company needs. The company utilizes opportunity provided by GOI,
BPEs and organization such as National Productivity Council.
3. IN HOUSE PROGRAMMES (AT DIVISIONAL CENTRE)
This refers to the training within the division. Most of the programmes change every
year. The Technical Training Centre (TTC) organize training programme for the
grade II & I officers and the workmen. In certain cases they conduct courses for
middle & high level executives.
OBJECTIVES OF DIVISIONAL TRAINING CENTRE
To impart knowledge and skills of the divisional man-power in order to
increase productivity.
To impart apprenticeship training to the trade apprentices ITI / Diploma holder
/ Graduates under the Act.
ACTIVITIES OF DIVISIONAL TRAINING CENTRE
Providing professional advice on HRD matters in general and training matters
in particular.
Conducting training programme for Junior functional executive and workmen
in functional areas of management such as Management Development, Supervisory
Development, Technical Development & Workmen Development Programmes.
Processing nomination for training programmes.
Activities relating to training of MTs.
Conducting literacy classes for illiterate workmen.
Customer Training.
Apprentices Training under Apprenticeship act 1961.
Co - ordination with Internal and external agencies on training matters.
Practical Training of / Project work for student.
The training programmes of TTC are classified as:
a) Core programmes.
b) Functional programmes.
CORE PROGRAMMES
These programmes cut across functional boundaries and are “priorities areas” for
The divisional training centers to concentrate on these areas:
Advance Management
General Management & Development
Leadership and Motivation
Shop for Management etc.
FUNCTIONAL PROGRAMMES
In these programmers’, participants from specific functional areas only participate.
Few functional programmes are:
Production Management
Quality control
IR and Labour law
Financial Management
Induction training is also provided to newly appointed executives.
The DTC has been organized as two wings for purpose of training.
Apprentice Training Wing.
Management Training Wing.
APPRENTICE TRAINING WING
Presently suitable ITI certificate holder in 17 different trades are being tested
Inducted and trained for ½ year after successful completion of apprenticeship
Training they are eligible to appear for NCVT Examination. Diploma/Graduate
apprentices are also being conducted under the Act for a period of one year.
MANAGEMENT TRAINING WING
With a view to induct high caliber manpower with good academic records to fill
Management positions the company started recruiting management trainees in
various disciple (Tech / Non. Tech.) Who are given 78 weeks of Training at
Divisional Training Center?
The available infrastructure in the Training Department is also being used
on demand basis by various outside customers to train them in various fields as per
the terms & condition of HAL.
TECHNIQUES AND APPROACHES IN TRAINING
The choice of the method, would be governed by a combination of factors:- the
objectives, the contents – whether it is knowledge based or process based, the level
in the organization and the education profile of the participants. Training methods
have been broadly classified into two:-
1. On the job training - Provided at the work site.
2. Off the job training - Conducted away from the work site.
ON THE JOB TRAINING :
Under this technique, an employee is placed on a new job and is told how it may be
performed. Employees are coached and instructed by skilled co-workers, by
supervisors, by the special training instructors. They learn the job by personal
observation and practices as well as occasionally handling. It is learning by doing
and it is most useful for jobs that can be learned quickly by watching and doing.
Another feature of this method is that it takes less time to provide braining to the
workers and also directly adds to the production. There are several methods in
vogue which makes use of on-the-job training concept. Some of them are as follows:
1. One to one instruction:
In this method, a person who serves as a trainer for the organization meets with the
employee at the work place and explains the operation with relevant aids. The
instructor then shows the learner how the process works, ensuring as far as possible
there understands. Finally the trainee practices the process under the supervision of
the training.
2. Coaching:
This learning at work is achieved by the use of actual work, as opposed to the more
artificial nature of training course activities.
There are many occasions for which the coaching method is most usefully applied:-
When an employee demonstrates a new skill or ability?
When an employee expresses interest in a different job within the
organization?
When an employee seeks feedback?
When an employee seeks help with a new skill following a formal training
programme?
When an employee is violating company policies or having performance
problems?
3. Job Rotation:
Job rotation is a formal planned programme that involves assigning trainees to
various jobs in different parts of the organization. The purpose of job rotation is to
provide trainees with a larger organizational perspective and a greater
understanding of different functional areas, as well as better sense of their own
objectives and interests. In terms of advantages, job rotation appears to improve the
participant’s job skill, increase job satisfaction, and provides valuable opportunities
for networking within the organization.
4. Vestibule Training or Training-centre Training:
It involves classroom training imparted with the help of equipment and machines
identical to those in use such at the place of work. Theoretical training is given in the
classroom, while practical work is conducted on the production line. It is often used
to train clerks, bank tellers, inspectors, machine operators, typists, etc.
5. Apprenticeship / Internship:
An apprenticeship is a formal programme involving a combination of
classroom instruction and hands – on practice and training. This method is generally
used to impart skills requiring long period of practice as found in trade, crafts and
other technical fields.
Internship is a programme that provides work experience to students prior to
graduation from an academic programme. The object of this type of training is to
bring about a balance between theoretical and practical knowledge. It is usually
applied to managerial personnel & provides wide variety of job experience, often
involving job rotation.
OFF THE JOB TRAINING:
This method involves the creation of a separate training centre within the plant itself
or training is conducted away from the work site for the purpose of providing training
to the new employees.
1. Lectures (or class – room instruction):
Lectures are regarded as one of the simplest ways of imparting knowledge to the
trainees, especially when facts, concepts or principles, activities, and theories and
problem – solving abilities are to be taught. Lectures are formal organized talks by
the training specialist. The expert may encourage discussion and question, but the
majority of the information is delivered through one way communication. The lecture
method can be used for large groups which are to be trained within a short time,
thus reducing the cost per trainee.
2. Conferences and seminars:
Often an executive is deputed to attend conference, seminar or workshop to receive
a quick orientation in various areas of management with which he might be
unfamiliar. One advantage of this type of training is that all the participants coming
from different organization get an opportunity to pool their ideas and experiences in
attempting to solve mutual problem. The attitude is one of the joint exploration. This
encourages cross fertilization of ideas.
3. Case studies (Learning by doing):
The ‘case’ is a set of data (real or fictional) written or real miniature description and
summary of such data that presents issues and problems calling for solutions or
action on the part of trainee. When the trainees are given cases to analyze, they are
asked to identify the problem and recommend tentative solution for it . The case
study is especially valuable as a technique of developing decision – making skills
and for broadening the perspective of trainee. Some companies write their own
cases to make them relevant to their own industry or to specific problems.
4. Role playing:
In this method, the instructors assign parts taken from case materials to group
members. The role players attempt to act the parts as they would behave in a real
life situation, working without script or memorized lines and improvising as they play
the parts. Role playing is especially useful in providing new insight and in presenting
the trainee with opportunities to develop interaction skills.
5. T – Group Training :
This usually comprises association, audio - visual aids, and planned reading
programmes. Members of a professional association receive training by it in new
techniques and ideas pertaining to their own vocations. Through a regular supply of
professional journals and informal social contacts or gatherings, members are kept
informed of the latest development in their particular field.
Audio – visual aids, records, tapes, films are generally used in conjunction with other
conventional methods. Planned and supervised reading programmes are conducted.
Technical publications and the latest journals are kept in the library for the use of the
trainees.
6. Computer Based Training:
This training has a major impact on business and the organization. The employees
can now use multimedia presentations to train employees, and the flexibility allows
for different learning and provides a great deal of feedback to the trainees.
Computers are used to present material to trainees either at their own place or in
their offices. In terms of speed however, research indicates that computer based
training results in faster learning time than a traditional lecture approach.
CHAPTER II
COMPANY PROFILE
Hindustan Aeronautics Limited (HAL)
Came into existence on 1st October 1964, The Company was formed by the
merger of Hindustan Aircraft Limited with Aeronautics India Limited and Aircraft
Manufacturing Depot, Kanpur.
The Company traces its roots to the pioneering efforts of an industrialist with
extraordinary vision, the late Seth Walchand Hirachand, who set up Hindustan
Aircraft Limited at Bangalore in association with the erstwhile princely State of
Mysore in December 1940. The Government of India became a shareholder in
March 1941 and took over the Management in 1942.
Today, HAL has 19 Production Units and 9 Research and Design Centers in
7 locations in India. The Company has an impressive product track record – 12
types of aircraft manufactured with in-house R & D and 14 types produced under
license. HAL has manufactured over 3550 aircraft, 3600 engines and overhauled
over 8150 aircraft and 27300 engines.
HAL has been successful in numerous R & D programs developed for both
Defense and Civil Aviation sectors. HAL has made substantial progress in its current
projects.
Various military and civil upgrades, Dhruv was delivered to the Indian Army,
Navy, Air Force and the Coast Guard in March 2002, in the very first year of its
production. HAL has played a significant role for India's space programs by
participating in the manufacture of structures for Satellite Launch Vehicles like
PSLV (Polar Satellite Launch Vehicle)
GSLV (Geo-synchronous Satellite Launch Vehicle)
IRS (Indian Remote Satellite)
INSAT (Indian National Satellite)
HAL has formed the following Joint Ventures (JVs) :
BAE HAL Software Limited
Indo-Russian Aviation Limited (IRAL)
Snecma HAL Aerospace Pvt Ltd
SAMTEL HAL Display System Limited
HALBIT Avionics Pvt Ltd
HAL-Edgewood Technologies Pvt Ltd
INFOTECH HAL Ltd
Apart from these seven, other major diversification projects are Industrial
Marine Gas Turbine and Airport Services. Several Co-production and Joint Ventures
with international participation are under consideration.
HAL's supplies / services are mainly to Indian Defence Services, Coast
Guards and Border Security Forces. Transport Aircraft and Helicopters have also
been supplied to Airlines as well as State Governments of India. The Company has
also achieved a foothold in export in more than 30 countries, having demonstrated
its quality and price competitiveness.
HAL has won several International & National Awards for achievements in
R&D, Technology, Managerial Performance, Exports, Energy Conservation, Quality
and Fulfillment of Social Responsibilities.
HAL was awarded the “INTERNATIONAL GOLD MEDAL AWARD” for Corporate
Achievement in Quality and Efficiency at the International Summit (Global Rating
Leaders 2003), London, UK by M/s Global Rating, UK in conjunction with the
International Information and Marketing Centre (IIMC).
HAL was presented the International - “ARCH OF EUROPE” Award in Gold
Category in recognition for its commitment to Quality, Leadership, Technology and
Innovation. At the National level, HAL won the "GOLD TROPHY" for excellence in
Public Sector Management, instituted by the (Standing Conference of Public
Enterprises cope). The Company scaled new heights in the financial year 2006-07
with a turnover of Rs.7, 783.61 Cores.
PRODUCTS AND SERVICES OF HAL
METALLOGRAPHY
Well equipped to carry out macro and micro examination, grain flow, inclusion
rating, defect detection, phase identification, quantitative metallographic, welding
inspection etc., for various material under different conditions. Fracture analysis of
components failed in service, process and also during regular testing under varied
conditions are carried out using stereo microscope and scanning electron
microscope.
CALIBRATION
Comprehensively equipped to calibrate various kinds of force measuring equipments
upto 30,000 kn, thermocouples up to 1100°C and heat treatment furnaces of
different sizes.
CHEMICAL ANALYSIS
Quick and accurate chemical analysis of more than sixty elements for various
engineering materials. Trace element analysis of several elements to ppm levels.
MECHANICAL TESTING
Material can be tested for hardness, tensile, creep, stress corrosion, fatigue, fracture
toughness, fatigue crack growth rate etc. , under different testing conditions to meet
national and international standards / specifications.
NON–DESTRUCTIVE-TESTING
Well equipped to carry out X-ray radiography, ultrasonic inspection, and surface
inspection using dye penetrate, eddy current testing and magnetic particle methods
On variety of components made of different
materials as per national and international-
standards.
OTHER FACILITIES
Several facilities like hammers, induction, resistance and oil fired furnaces, heat
treatment, powder metallurgy facilities, ring rolling machine etc., available in the
Foundry & Forge Division are accessible to the laboratory for any R&D work.
PRODUCTION DIVISION
ENGINE DIVISION: Along with aircraft manufacture, HAL has also set up facilities at
its Engine Division for the manufacture of jet engines to power its aircraft. At present,
The following types of engines are produced under licenses. Government of India
has approved manufacture of Garret Engine under license agreement with M/s
Garret (GTEC), U.S.A besides the above, the engine Division also undertakes
overhaul of a Variety of jet engines. It also manufactures Allen Frigate Ancillaries’ for
Leaner class Naval Frigates.
HELICOPTER DIVISION: Helicopter Division manufactures Cheetah and Chetak
helicopters for use by IAF and Navy for training, Communication, Rescue, Casualty
Evacuation, Supply dropping etc. Cheetah helicopters are also operating in Civil
sectors and further orders are expected. Helicopter Division also undertakes
overhaul of helicopters.
Artouste-III B…..for Cheetah & Chetak Helicopters Orpheus….for Kiran Aircraft
Adour MK.811 …… for Jaguar
OVERHAUL DIVISION: The overhauls Division carrier out repair /overhaul of a
variety of aircraft ranging from small piston engine aircraft to modern jet fighters and
bombers. Along with these it overhauls different models of piston engines and allied
accessories and instruments. The Division has to its credit overhaul/ repair of more
than 1500 aircraft. It has also setup repair bases attached to important Air Force
Units all over the country.
FORGE AND FOUNDRY DIVISION : The Foundry and Forge Division supplies a
large range of sophisticated radio graphical quality castings and forgings, both
ferrous and non- ferrous to the different Division of HAL. It also supplies complicates
components to the Ordinance Factories and other PSU’s in the country.
ACCESSORIES COMPLEX
HYDERABAD DIVISION: HAL Hyderabad Division has designed and developed
advanced radio and communication equipment, air-borne and ground radar
equipment, avionics system for various types of aircraft produced at HAL as well as
for Army, Navy and P&T based on indigenous design.
KORWA DIVISION : A new Division has been set up at Korwa for manufacture of
Advanced Navigation and Weapon Aiming Systems, Display Systems, Flight Data
Recorder etc.
KANPUR DIVISION: Kanpur Division has completed the manufacture of medium
transport Avro Aircraft (HS-748) under license. The division now manufactures HPT-
32 trainer aircraft and the latest version of gliders called ARDHRA. The government
of India has approved manufacture of Dornier light transport aircraft) aircraft under
license agreement with M/s Dornie GmbH, West Germany, and the production of the
aircraft has commenced at Kanpur from 1985-86.The Division will, under the
Guidance of designers from the aircraft Design Bureau, Bangalore, modify two Avro
748 aircraft to carry Antennae for radar, Communications, other ESM equipment,
power generation Equipment special cooling equipment etc. The aircraft are the
Airborne Early Warning demonstrator aircraft.
MIG COMPLEX:
NASIK DIVISION : The Nasik Division currently manufactures the MIG-27M and
MIG-21 BIS aircraft, having successfully completed the manufacture of MIG-21 FL
and M version earlier. It also overhauls all variants of MIG-21 aircraft.
KORAPUT DIVISION: The Koraput Division having successfully completed
program for manufacture of R11 F2 and F2 engines fitted to MIG-21 FL and MIG –
21M aircraft. Is currently engaged in the manufacture of R-25 engines for MIG BIS
aircraft .In addition, the factory manufactures forgings and castings in its `Foundry &
Forge Shops to meet the requirements of both MIG aircraft and engines. It is
engaged in the overhaul of engines fitted on the MIG series of aircraft. The Division
has also commenced the manufacture of R29 engines for MIG-27 aircraft.
DESIGN AND DEVELOPMENT COMPLEX: As already mentioned above, HAL has
Designed and developed a Varity of aircraft which includes HT-2, HF-24, HJT-16
(Mk. I& II) Ajeet HPT-32 and HTT-34.Design activity has been further expanded to
Include Avionics in Hyderabad, Accessories at Lucknow and work has commenced
On Helicopter and small jet Engines at Bangalore.
AIRCRAFT RESEARCH AND DESIGN CENTRE: Aircraft design & development
with rich in service experience and state of the art facilities including prototype
Manufacturing. The centre is currently engaged in the design and development of
the IJT as a replacement for the Kiran and Light Combat Aircraft (LCA) programs yet
Another prestigious project is progressing well and HAL is gearing up for its
Production as a follow on project of MIG 21 series aircraft. Final development Tests
are in progress.
ROTARY WING RESEARCH AND DESIGN CENTRE: This centre is responsible or
Design and development of helicopters. The bureau also undertakes programs
covering modification on Cheetah, Chetak, FRB blades for wind powered turbines.
The prototype testing and flight certification of the multirole multi mission helicopter
the Advanced Light Helicopter is in progress. The prototype has completed more
than 1000 hrs of accident free flying. Production of first commercial batch is in
progress. A civil variant of ALH is under development.
HAL – R & D CENTRES
Aircraft Research and Design centre (Bangalore).
Rotary wing Research and design centre (Bangalore)
Engine Test Bed Research and design centre (Bangalore)
Strategic Electronics and Design centre (Hyderabad)
Aerospace System and Equipments research and Design centre (Lucknow)
Transport Aircraft Research and design centre (Kanpur)
Aircraft upgrade Research and design centre (Nasik)
BASIC OBJECTIVE IF THE COMPANY:
To serve as an instrument of the National policy to achieve self-reliance in the
design, development and production of aircraft and aeronautical equipment, to meet
the country’s changing and growing needs with needs special emphasis on military
requirements.
In fulfillment of this objective, The Company shall regard itself fundamentally
responsible for design and developments, relying, however, upon such relevant
facilities as are available in other national institutions but always holding itself
basically responding for the growth and furtherance of the country’s aeronautical
capability.
To so conduct its business economically and efficiently that it can contribute its due
share to the national efforts to achieve a self-reliant and self-generating economy.
Towards this end, to develop and maintain an organization which will readily
respond to and adopt the changing matrix of socio techno-economic relationship and
wherein a climate of growing professional competence, self-discipline, mutual
understanding, deep commitment and a sense of belonging will be fostered and
each employee will be encouraged to grow in accordance with his potential for the
furtherance of the organizational goals.
Consistent with the Basic objectives of the Company, The Personnel Department of
the Corporate Office has adopted certain specific objectives which will act as a
source of inspiration and guidance in evolving personnel policies and framing rules
and regulations for growth and development of employees and to ensure their deep
commitment and sense of belonging to the Company. These specific objectives are
stated below:
a) Ensure quality of personnel at all levels and provide them the right work
environment. Job satisfaction and professional challenges.
b) Provide a healthy blend of employees who have grown with the organization and
those selected from outside.
c) Ensure employment of minimum number of personnel and avoid surpluses.
Motivate employees to be increasingly achievement oriented.
Identify personnel with potential for growth.
d) Provide adequate opportunities for personnel to improve the level of their
professional knowledge.
e) Personnel with talent and potential for growth to be developed to shoulder higher
responsibilities.
f) Progressively introduce participative style of Management.
g) Ensure uniformity in principal conditions of service.
h) Maintain effective communication and harmonious relationship with employees at all
levels.
i) Provide for welfare and happiness of personnel at all levels and their families.
PERSONNEL DEPARTMENT- HAL CORPORATE OFFICE
The primary functions of the Corporate personnel Department are:
Responsible for initiating and evolving sound personnel policies, procedure and
practices in consonance with the basic objectives of the Company.
Responding for laying uniform service conditions for all employees
Responding for recruitment and promotion of officers in respect of posts in
Grade-V and above on company wide basis.
Implementation of Presidential Directives in the matter of reservation of posts for
SC/ST , physically handicapped and ex-servicemen and dependents of those
killed in action;
Holding periodical meeting and discussions with representatives of all
Recognized unions for resolving issues of companywide nature and enter into
agreement in respect of wage & allowances and allied matters;
Advise and assist the Divisional Management in maintaining and developing
healthy and harmonious industrial relations;
HAL’S INTERFACE WITH GOVERNMENT
& OTHER AGENCIES
The Company while formulating its long term plans in regard to Management of
Human Resources, Wages and Salary Administration, Labour, Management
Relations etc., have to deal with a number of outside organizations, These include
the Bureau of Public Enterprises which has to clear the company’s broad policies in
regard to Salary & Wage increases, monetary incentive schemes etc; also issue
broad guidelines which are normally to be kept in view by Public Enterprises while
formulating its own policies.
Another organization which helps Public Enterprises while to voice its views in the
appropriate Ministers in the Government of India is SCOPE (Standing Conference
Of Public Enterprises) . In order to ensure uniformity in the policies those are
followed by the Company particularly in relation to labour, a body known as the
CCUI (Co-ordination Committee of Union Industries) has been formed with
representation of BEL, HMT, BEML & ITI. Details of (BPE, COPU, and CCUI) are
given below:
CONSTITUTES AND FUNCTION OF THE BPE:
The Bureau of Public Enterprises (BPE) has been set up under the department of
public Enterprises Ministry of Industry.
The BPE acts as a service, Co-ordination and evaluation agency and carries out the
following mainfunctions:-
a) As a central Point of reference and consultation dealing with matters of general
interest, like organizational pattern, personnel policies ,collaboration arrangements,
training programs, project planning, economic, social and financial policies ,Wages 7
salary structure, Perks etc.
b) To devise steps to improve productivity and profitability of Public Enterprises by
constant review of their performance through suitable methods of reporting and
analysis of the performance date;
c) To issue guidelines to the PSUs on various aspects of Management referred to
above, form the point of view of maintaining uniformity and to remove any
distortions/ aberrations;
d) To furnish periodical reports to Parliament and Government on the working of Public
Undertakings;
e) To advice the Public Enterprises on any matters referred to by them.BPE also assist
the parliamentary Committee on Public Undertaking (COPU) in consultation with
other Administration Ministries ;
STANDING CONFERENCE OF PUBLIC ENTERPRISES (SCOPE)
The scope is the apex body of all Central Public Sector Enterprises created with the
Objective of promoting better understanding among the Public about the individual
And collective contribution of Public Sector in building the industrial base of the
nation. Its main role is to assist public sector in such ways as would help improve its
Total performance and also convey such information and advice to the community
and the Government as would generally help the public sector in its role.
Chairman and Directors of Public Sector Enterprises are appointed by the President
Of India. Appointments are normally for a period of five years of till the age of
superannuation whichever is earlier. In order to provide the widest possible base for
Selection of top personnel, Government has constituted the public. Enterprises
Selection Board, which is charged with the responsibility of selecting personnel for
these posts. The Committee is also consulted the tenure of any Director is extended.
This Committee functions in the Department of personnel and Administrative
Reforms of the Government of India.
CO-ORDINATION COMMITTEE OF UNION INDUSTRY IN BANGALORE
Bangalore is the headquarters of HAL, BEL, BEML, ITI and HMT. Traditionally there
has been good deal of commonality in the wage and salary structure and basic
condition of service of personnel in these industries. In order to adopt a common and
rational approach in dealing with demands made by trade unions in these industries,
on informal Committee of Heads of these 5 public sector undertaking has been
armed for discussion on major issues, such as pay scales and allowances and other
Monetary demands of employees in these industries. Major issues of policy are
taken up with Government by Chairman, CCUI, on behalf of the member industries.
This is known as Co- ordination committee of Union Industries (CCUI).
This Committee meets as and when necessary. The chairmanship of the
Committee goes by Rotation. The present Chairman of the CCUI is Chairman, HAL.
ORGANISATIONAL GROTWH OF HAL
2002 2000
1998
1988
1982
1974
1970
1964 1962
NASIK DIVISION as Aircraft Manufacturing Division and Aircraft Overhauling Division
Establishment of SUKHOI ENGINE DIVISION at Koraput
Establishment of AIRPORT SERVICE CENTRE for Coordinating the Operation at HAL Airport Bangalore
Establishment of INDUSTRIAL & MARINE GAS TURBINE DIVISION FOR Aero derivative gas turbine /
Industrial engines
Establishment of AERO SPACE DIVISION for Structure of Aero Space Launch Vehicle
Establishment of FOUNDRY & FORGE DIVISION at Bangalore
Establishment of KORWA DIVISION foe Advanced Avionics
Establishment of AERONAUTICS INDIA LIMITED at Nasik, Koraput &Hyderabad for MIG Airframes, Engines
& Avionics
Establishment of LUCKNOW DIVISION for Accessories &
Instruments
Foundation of HINDUSTAN AERONAUTICS LIMITED by merger of three companies
Establishment of HELICOPTER DIVISION at Bangalore
1960
1940CORE BUSINESS OF HAL
Affirming its commitment to the Defence Services and to achieve strategic
self reliance in the Aerospace Sector in the country, HAL’s core business activities
comprise:
Design, Development and Production of Fixed Wing aircraft (Fighters, Trainers &
Transport) and Helicopters, their Engines, Avionics & Accessories.
Life Cycle customer support through Maintenance, Repair & overhaul of
Aerospace products.
Manufacture of Structures and Integrated systems for space launch vehicles and
satellites.
The Company is launching new design & development projects on Fifth Generation
Fighter Aircraft, Multi-role Transport Aircraft, Light Utility Helicopter, Turboprop
Trainer and UAVs to meet the future requirements of our Defense Services.
Establishment of AIRCRAFT MANUFACTURING DEPOT
atKanpur for HS - 748
Establishment of ENGINE DIVISION at Bangalore
HINDUSTAN AIRCRAFT LIMITED at Bangalore
HAL – LIASION OFFICES
London - Moscow
New Delhi - Mumbai
Vizag - Chenn
HAL HAS FORMED FOLLOWING
JOINT VENTURES (JVs):
BAE HAL Software Limited
Indo-Russian Aviation Limited (IRAL)
Snecma HAL Aerospace Pvt Ltd
SAMTEL HAL Display System Limited
HALBIT Avionics Pvt Ltd
HAL-Edgewood Technologies Pvt Ltd
INFOTECH HAL Ltd
Apart from these seven, other major diversification projects are Industrial Marine
Gas Turbine and Airport Services. Several Co-production and Joint Ventures with
International participation is under consideration. HAL's supplies / services are
mainly to Indian Defense Services, Coast Guards and Border Security Forces.
Transport Aircraft and Helicopters have also been supplied to Airlines as well as
State Governments of India. The Company has also achieved a Foothold in export in
more than 30 countries, having demonstrated its quality and Price
competitiveness.HAL has won several International & National Awards for
achievements in R&D, Technology, Managerial Performance, Exports, Energy
Conservation, Quality and Fulfillment of Social Responsibilities.783.61Crores
FINANCIAL PERFORMANCE
The year 2007-08 was a year of growth, achievement and recognition for the
company. During the year HAL registered all time record turnover of Rs. 8625.33
crs. Registering a 10.82% growth over the previous financial year. The profit for the
year was Rs. 2164.23 crs. as against Rs. 1743.60 crs. in the previous year. The net
worth of the company has gone up from Rs. 2084.99 crs. (in 2006-07) to Rs.
3326.33 crs (in 2007-08). HAL has attained the status of a Zero Debt company
during 2007-08.Return to the government on the investment in HAL is steadily on
the increase with the highest Dividend of Rs. 327 crs. (271%) paid for the year 2007-
08.
HAL MANAGEMENT ACADEMY (HMA)
HMA is a premier centre of learning having qualified faculty members and equipped
with all required training facilities. It regularly conducts series of training program
from entry level to senior executives of the company to facilitate continued
enhancement of their management skills and leadership qualities. It has embarked
on a journey to enable personal and professional development of executives of the
company belonging to all functions, through re-designing the required framework,
establishing of processes and making available opportunities for a sustained
learning and development, spanning their entire career. HMA has an ambitions
vision to go beyond training and enable executives of HAL to unleash their potential
and enrich their professional and personal lives
EXPORTS
HAL has emerged as a globally competitive Aerospace company. With the emerging
opportunities in the aviation sector and the scope in expanding HAL’s business
spectrum, export thrust is expected to reach new heights progressively.
HAL has established its credibility for supply of high precision structural work
Packages to Aviation majors like Airbus and Boeing. Follow-on orders from Airbus &
Boeing reaffirm customer’s confidence in HAL’s export quality & Reliability.
Recent contracts concluded for supply of Dhruv to Ecuador & Turkey helped HAL to
attain global presence. Towards this, HAL is in the process of setting up a regional
maintenance centre for Dhruv to cover after-sales logistic support in the entire Latin
American region.
HAL has been participating in outsourcing programs of renowned aerospace
companies and is manufacturing structural & composite work packages of
aircraft/helicopter. HAL is also exporting rolled rigs, forgings, and castings for civil
aircraft engine programs.
As an export initiative towards new market / product development, agreements have
been concluded for supply of TPE 331-12 Garrett engines, structural components
and assemblies for DO-228-212 aircraft and critical engine module components.
Dedicated facilities are being set up to address these new project requirements.
HAL’s expertise in software, design and analysis has also resulted in export orders
from reputed aerospace companies. HAL has also made a major foray into civil
aviation by joining a prestigious project for conversion of Boeing 737-300 to freighter
version.
HAL has been providing services support for MiG variants, Jaguar, Do-228, HS-748
And Cheetah/Chetak helicopters already in services
HAL’ S CORE VALUES
CUSTOMER SATISFACTION:
We are dedicated to build a relationship with our customers, where we become
partners in fulfilling their mission. We strive to understand our customer’s need ton
deliver products and services that fulfill and exceed all their requirements.
COMMITMENT TO TOTAL QUALITY:
We are committed to continuous improvement of all our activities. We will supply
products and services that confirms to highest standards of design manufacture,
reliability, maintainability and fitness for us as desired by our customers.
COST AND TIME CONSCIOUSNESS
We believe that our success depends on our ability to continually reduce cost and
our shorten the delivery period of our products and services. We will achieve this by
Eliminating waste in all activities and continuously improving all processes in every
area of our work.
INNOVATION AND CREATIVITY:
We believe in striving for improvement in every activity involved in our business by
pursuing and encouraging risk taking, experimentation and learning at all levels
within the company with a view to achieving excellence and competitiveness
TRUST AND TEAM SPIRIT:
We believe in achieving harmony in work life through mutual trust, transparency, co-
operation and sense of belonging. We believe strive for building empowered teams
To work towards achieving organizational goals.
RESPECT FOR INDIVIDUAL:
We value our people. We will treat each other with dignity and respect and strive for
individual growth and realization of everyone’s full potential.
INTEGRITY:
We believe in a commitment to be honest, trustworthy and fair in all our dealings.
We commit to be honest and devoted to our organization. We will practice self
discipline and own responsibility for our actions. We will comply with all
requirements so as to ensure that above organization is always worthy of trust.
AIM OF HAL
International leaders with Aeronautics - Achievement oriented
Progressive - Proactive
Competitive - Profit oriented
Climate conductive to employees - Collaborations
HAL – KEY TRUST AEREAS
Leadership in Aerospace Research and development.
Well defined financial goals and plans for 21st century.
Under taking new design and Development of Jet Trainers.
Two / four seated Helicopter, update MIG and JAGUAR series aircraft.
Satisfy and exceed the present and future requirements of customers.
Accelerate our efforts of production of Advance light helicopter.
Development and production of Light Combat Aircraft.
Participation in manufacture of new aircraft like Advanced Jet Trainer and
Sukhoi-30.
Manufacture of 50 to 100 seated civil aircraft.
New Strategies for export and diversification through joint venture and subsidiary
companies.
Self – reliance through indigenization.
Total quality in products and services.
PRODUCT OF HAL (LUCKNOW DIVISION)
ELECRONICS State inverters
o DC systems control and protection units
o AC system control and protection units
o Fuel management systems
o Land management system
PRECISION MANUFACTURING CAPABILITIES:
All ranges NC machines up to 5 axis Precision Conventional machines. As on 1-3-
02 the division has 3424 employees out of which 2734 are workme (1411 direct and
1323 indirect) and 690 officers. As on 25/7/04 the division has 3209 employees out
of whom 2616 are workmen (1350 direct and 1266 indirect) and 593 officers .As on
25-6-06 the Division has 3068 employees with breakup of 2508 workmen and 560
officers As on 25-7-06 the division has 3087 employees with breakup of 257
workmen (with 1331 direct workmen & 186 indirect workmen) and 570 officers.
STRATEGY OF THE COMPANY (H.A.L.)
Emanating from the Company's Mission Statement, the strategic Human Resource
Development (HRD) goal of HAL is to create an atmosphere of technological and
managerial excellence to become a globally competitive Aerospace Industry. With
the changing environment, rapid technological changes characterized by a paradigm
shift from licensed production to R&D based production duly balanced with co-
development / co-production, technological up gradation etc., greater customer
demand, focused diversification to civilian and export markets, the overall objective
of the Human Resource Development plan is to build a vibrant and learning
organization, so as to meet the challenges of quality and excellence, recruitment and
retention of competent human resources and develop high commitment and a sense
of belongings to the Company. Accordingly, the Company's HR Vision, Mission,
Objectives, Strategies and Policies.
HAL - RESEARCH AND DEVELOPMENT
Leadership in R & D in the field of Aerospace.
Enhancing HAL’s stature as a leader in Aeronautics.
Strengthening HAL Design set up to take leadership role to meet civil and military
needs.
To bring small and medium private industries under HAL umbrella by providing
technological support with the view to ensure that total internal and external
marketing for them is done through HAL.
Strategic alliances with DRDO, NAL and other R & D labs and organizations
Close co-operation with other defense PSU’s for work sharing
FOCUS OF HUMAN RESOURCE POLICY
Competence, Building
Commitment
Motivation
Employee Relations
In the backdrop of the above, the focus of Human Resource Development
PRESENT SET UP OF HAL
HAL has 3 production complexes (Bangalore, MIG, accessories ) and Design
complex each headed by a Managing Director (MD) reporting to chairman is
assisted by Director finance, Director corporate planning & Administration in the
corporate office.
P & A Department of HAL, LUCKNOW DIVISION
P & A Department of HAL, LUCKNOW division has 9 Sections.The personnel and
administration department has been divided into the following sections:
1) Recruitment Section
2) Establishment Section
3) HRD Section
4) General Administration
5) Industrial Relations Section
6) Legal Section
7) Rajbhasha Section
ROTARY WING RESEARCH AND DESIGN CENTRE
The center is responsible for design and development of helicopters. The bureau
also undertakes programme covering modification on Chetah, Chetak, FRB blades
or winds powered turbines. The prototype testing and flight certification of the multi
ole multi mission helicopter the Advanced Light Helicopter is in progress.
TENDERS AT H.A.L
CHAPTER-III
RESEARCH METHODOLOGY
Research methodology is a way to scientifically solve the research problem. It
may be understood as a science of studying how research is done scientifically. In it
we study the various steps that are generally adopted by a researcher in studying
his research problem along with the logic behind them. It is necessary for the
researcher to know not only the research methods / techniques but also the
methodology. It defines what the activity of research is, how to proceed, how to
measure progress, and what constitutes success.
It helps to understand not only the products of scientific inquiry but the
process itself. It aims to describe and analyze methods, throw light on their
limitations and resources, clarify their presuppositions and consequences, relating
their potentialities the twilight zone at the ‘frontier of knowledge’
BENEFIT OF RESEARCH METHODOLOGY:
Advancement of wealth of human knowledge.
‘Tools of Trade’ to carry out research; provide tools to looks at things in life
objectively.
Develops a critical and scientific attitude, disciplined thinking or a ‘bent of mind’
to observe objectivity (scientific deduction and inductive thinking); skills of
research will pay off in long term particularly in the ‘age of information’(or too
often of misinformation)
Enriches practitioner and his practices; Provides chance to study a subject in
depth; Enable us to make intelligent decisions; Understand the material which no
other kind of work can match.
Doing research is the best way to learn to read and think critical
Objectives of the Research
The main objective of the research is to study the t & d procedures adapt by the HAL
to fulfill the goal of the company, connection with various services provided by the
other International country..
The level of satisfaction of the employees by Training & Development
process.
The kind of relationship developed by the HAL with their employees for career
advancement.
The kind of facilities in terms of Training & Development provides by the HAL
to their employees.
To study about the overall performance of the team members.
To identify the various aspect of the training need
The above information is to be collected in order to help the HAL management under
the t & d department.
Research Design
The formidable problem that follows task of defining the research problem is the
preparation of the research project, popularly known as the ‘research design’
“The research design is the arrangement of conditions for collection and analysis of
data in a manner that aims to combine relevance to the research purpose with
economy in procedure.”
The study used a Descriptive Research design for the purpose of getting an insight
over the issue. Descriptive research design includes survey & fact finding inquiries of
different kinds. The major purpose of descriptive research is description of state of
affairs as it exists at present.
Method of data collection:
this research work, questionnaires and interview method were used to collect the
information. Discussions were held with some of the managers & other staff
members. The complete data has been collected from primary and secondary
sources:
Primary data:
Questionnaire method was adopted for collecting information from the employees of
AL Lucknow about their opinion and survey was done in order to find out the overall
performance of the HAL and the level of satisfaction of the employees.
.Secondary data:
Secondary data was collected through HAL profile, through websites on the
internet, Books, newspaper, and information’s provide by the HAL employees
Sample Design
The study used a simple random sampling. A sample design is a definite plan for
obtaining a sample from a given population. It refers to the technique or the
procedure the researcher would adopt in selecting items for the sample.
Universe
In this research the universe is Lucknow. The Universe is a complete, or the
theoretically specified aggregation of study elements. It is usually the ideal
population to which research results are to be generalized.
Sample size:
Respondents were drawn using random tables & samples size chosen was:
50 EMPLOYEES 10 EXECUTIVES
40 WORKERS
QUESTIONAIRE CONSTRUCTION:
The questionnaire prepared was structured and non-disguised. The Questionnaire
includes:
1) Multiple choice questions.
2) Subjective questions.
Through the questionnaire an attempt has been made to find out the training &
development programme which are provided to the employees by the HAL, whether
the employees are satisfied or not from this policy, and to know their job satisfaction
and facilities provide by the HAL.
CHAPTER IV
ANALYSIS AND INTREPRETATION
Q.1) - Are you aware of training policy of the organization?
Table No. 1: AVERAGE OF AWARENESS OF TRAINING POLICY
Response Yes No Partly
Executive 8 -- 2
Workmen 10 7 23
Figure No. 1: AVERAGE OF AWARENESS OF TRAINING POLICY
80%
20%
0% 0 0%
25%
17.50%
57.50%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Executive Workmen
INTERPRETATION
80% executives were fully aware of training policy while 20% executives were
partly aware.
Among workmen 25% are aware of training policy,
17.5% know nothing about training policy
57.5% employee knows only to some extent about training policy.
Q.2) - IS THE EXIST PROVISION FOR REGULAR TRAINING OF
EMPLOYEES?
Table No. 2 PROVISION FOR REGULAR TRAINING
RESPONSE YES NO TO SOME
EXTENT
EXECUTIVE 10 -- --
WORKMEN 18 10 12
Figure No. 2 PROVISION FOR REGULAR TRAINING
100%
0 0 0
45%
25%
30%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Executive Workmen
INTERPRETATION
All executives and that there is provision for training of employees but only
45% of the workmen agree with them.
25% workmen said that there isn’t regular provision for training at all.
30% workmen said that there is training provision but not so regular.
Q3) - Are suggestions taken from workmen to arrange need base
training programme?
Table No. 3: NEED FOR BASE TRAINING PROGRAMME
Response Yes No To some extent
Executive 2 -- 8
Workmen 8 20 12
Figure No. 3: NEED FOR BASE TRAINING PROGRAMME
20%
80%
0 0 0
20%
50%
30%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Executive Workmen
INTERPRETATION
20% executives said that the opinion of workmen is always incorporated.
80% executives said, views of workmen are incorporated whenever it is
possible.
20% workmen said their views are always welcomed.
30% workmen said only sometimes their views are incorporated.
50% workmen said their views are not taken at all while arranging training
programme.
Q.4) Do training imparted to employee really develop there skill/
knowledge in job?
Table No. 4: IMPORTANCE OF TRAINING FOR EMPLOYEE
Response Yes No To some extent
Executive 3 7
Workmen 32 8
Figure No. 4: IMPORTANCE OF TRAINING FOR EMPLOYEE
30%
70%
0 0 0 0
80%
20%
0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Executive Workmen
INTERPRETATION
30% executives were of the view that training really develop skills of
employee
70% executives said that training develop skill of employee only to some
extent
80% workmen said that training programmes really develop their skills.
20% said that their skills are developed only to some extent by these training
programmes.
Q.5) To what extent employees apply their knowledge/ skill which
they have gained through training in the work?
Table No. 5: SKILLS GAINED FOR TRAINING PROGRAMME
Figure No. 5: SKILLS GAINED FOR TRAINING PROGRAMME
Response Completely Partly Not at all
Executive 2 8
Workmen 10 30
20%
80%
0 0 0
25%
75%
0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Executive Workmen
INTERPRETATION
20% executive said that employees completely apply the knowledge, which
they have gained through training.
80% executives said that employees apply only a part of knowledge they
have gained through training.
25% workmen said they completely apply the knowledge.
75% workmen said they apply only apart of knowledge they have gained
through training.
CHAPTER V
LIMITATIONS OF THE STUDY
The study has been undertaken with full dedication and under the guidance of
experienced personnel yet certain limitations were perceived in spite of all the best
efforts against it, which are-
As the time was limited and organization was so large, view of all the
Employees could not to be taken. Thus a random sample was taken. Therefore the
findings may not exhibit the accurate figures but they give a fair idea of opinion of
employees.
Some employees were reluctant & hesitant to give their views.
As some respondents (technical persons) were not able to fill the
questionnaire due to time constraints the information collected from them
verbally, which might have affected the results to some extent.
CHAPTER VI
FINDINGS
From the research project undertaken by me, I found the following things:
1. In terms of Human Resources, HAL is one of the best organizations.
2. During my internship in HAL it has been found that the there is an ascending
order of the Grades i.e.; starting from 1 to 9. It means the person who is holding
the grade 9 is the high post in HAL.
3. The person recruited should be a well qualified (Engineer, MBA’s, etc.). It helps
them in further promotion.
4. The employees, who are ranked on the scale starting from 2 to 10, are either
graduate, SSC or high school for the lower post (scale 2).
5. HAL is a big organization. It consists of a huge number of employees and the
training and development programme is done at a grand level.
6. Being an organization associated to Defense, the documents related to the
organization are kept confidential and outsider’s interference is completely
prohibited.
7. The security department of HAL is highly organized.
8. The work is done in a systematic order with the full motivation of the employees
in the organization.
CHAPTER VII
CONCLUSION
In my point of view the measures of training & development in the HAL is
optimum. The process adopted in the organization is given in the project above.
In HAL the measures of training & development are easy and well planned
and I saw that the workers are very qualified & polite and they also co-operated me
with full heart. I realized that the training & development process is very systematic
and its rules are put up by highly skilled persons which are legal in accordance to
government.
Hence, at the end of the internship training at HAL, I concluded that the
highest posts are filled mostly by promotion on the basis of experience and
performance. And lastly I would like to conclude that the processes and working of
HAL as a whole is very good and preplanned.
CHAPTER VIII
SUGGESTIONS
Following suggestion is based on the feedback and information collected from
the employees of HAL, Lucknow division- During the measures of training and
development it already maintain its standards. HAL training and development
programme is a good process but also require time to time situational modification.
1) - HAL can select highly skilled candidates through seminar and they should
continuously kept in touch with management institutions, science institution,
technical, technical institution and non technical institution like IIM Bangalore, IIT,
Diploma institution.
2) - Methods of training need assessment / identification should be made more clear
and known to employees, so that they don’t feel biasness in nomination of
participants for training programme.
3) - Employee’s suggestion should be given more importance while arranging need
Base training programme, then they will try hard to fulfill the purpose of training.
CHAPTER IX
QUESTIONAIRE
Q.1) Is every employee aware about the training policy?
a) yes
b) no
c) somewhat
Q.2) Does the every employee knows the provision of regular
training?
a) Yes
b) No
c) Partly
Q.3) what in your opinion should be the time period of conducting
continuous training programme?
a) Quarterly
b) Half Yearly
c) Yearly.
Q.4) Does the Training programme helps in improving
the skills and performance area?
a) Yes b) No c) Somewhat
Q.5) should the employee get the total over view about the training
& development activities?
a) Excellent
b) Satisfy
c) Somewhat
Q.6) Does the motivation scheme encourages them for training?
a) Yes
b) No
BIBLIOGRAPHY
BOOKS
Human resource management by RAO, V.S.P
Research methodology by KOTHARI C.
PRESS RELEASE
News papers - business standard
Monthly magazines
business world
Front line
WEBSITE
www.ctchr.com
www.hr.ac.in
www.answer.com