A

PROJECT REPORT
ON
TRAINING & DEVELOPMENT
AT
HERO MOTO CORP
Under Guidance of :
Mr.
!acu"#$ Me%&er
...............................................................
..
'u&%i##ed &$:
..............................................
M(A )IV 'e%.*
Ro"" No.: .................................
[
in #+e fu"fi""%en# of #+e re,uire%en# for #+e
A-ard of de.ree of
Ma/#er of (u/ine// Ad%ini/#ra#ion

A('TRACT
Today, in every organization personnel planning as an activity is necessary. It is an
important part of an organization. Human Resource Planning is a vital ingredient for
the success of the organization in the long run. There are certain ways that are to be
followed by every organization, which ensures that it has right number and ind of
people, at the right place and right time, so that organization can achieve its planned
ob!ective.
The ob!ectives of Human Resource "epartment are Human Resource Planning,
Recruitment and #election, Training and "evelopment, $areer planning, Transfer and
Promotion, Ris %anagement, Performance &ppraisal and so on. 'ach ob!ective
needs special attention and proper planning and implementation.
'very organization needs to have well trained and e(perienced people to perform the
activities that have to be done. If current or potential !ob occupants can meet this
re)uirement, training is not important. *hen this not the case, it is necessary to raise
the sill levels and increase the versatility and adaptability of employees. It is being
increasing common for individual to change careers several times during their
woring lives. The probability of any young person learning a !ob today and having
those sills go basically unchanged during the forty or so years if his career is
e(tremely unliely, may be even impossible. In a rapid changing society employee
training is not only an activity that is desirable but also an activity that an organization
must commit resources to if it is to maintain a viable and nowledgeable wor force.
The entire pro!ect tals about the training and development in theoretical as well as
new concepts, which are in trend now. Here we have discussed what would be the
input of training if we ever go for and how can it be good to any organization in
reaping the benefits from the money invested in terms lie +R,I- i.e. return on
.
investment. *hat are the ways we can identify the training need of any employee and
how to now what ind of training he can go for/ Training being covered in different
aspect lies integrating it with organizational culture. The best and latest available
trends in training method, the benefits which we can derive out of it. How the
evaluation should be done and how effective is the training all together. #ome of the
companies practicing training in uni)ue manner a lesson for other to follow as to how
to train and retain the best resource in the world to reap the best out of it.
0
PRE!ACE
The global economy of the day has endangered the survival of every organization and in
particular those who want to have a competitive edge over the others. The competitive
edge may be a distant dream in the absence of #uperior 1uality Products which otherwise
is the function of well2trained employees. Today resources are scarce and have to be used
carefully and trainers of all inds are re)uired to !ustify their position and account for their
activities. Training activities, which are ill, directed and inade)uately focused, do not serve
the purpose of the trainers. The trainees or the organization hence identification of training
needs becomes the top priority of every progressive organization. Identification of training
needs, if done properly, provides the basis on which all other training activities can be
considered and will lead to multisilling, fitting people to tae e(tra responsibilities
increasing all round competence and preparing people to tae on higher level
responsibility in future.
3
AC0NO1LEDGEMENT
'very wor constitutes great deal of assistance and guidance from the people
concerned and this particular pro!ect is of no e(ception.
& pro!ect of the nature is surely a result of tremendous support, guidance,
encouragement and help.
*ish to place on record my sincere gratitude my pro!ect guide Mr.
22222222222222222222. I than him for his constructive help and
encouragement throughout the pro!ect. *ithout his support and guidance taing this
would not have been possible.
&lso, wish to acnowledge enthusiastic encouragement and support e(tended to me
by my family members. &t last, I would lie to than all the faculty of business
management to help me completing this pro!ect.
Im also thanful to my friends who provided me their constant support and assistance.

4
DECLARATION
I do hereby declare that the research report titled Study of 3Trainin. and
De4e"o5%en# Pro.ra% a# HERO MOTO CORP Luc6no-7 submitted by me in
partial fulfillment of the re)uirement of Ma/#er of (u/ine// Ad%ini/#ra#ion,
e(clusively prepared and conceptualized by me and is not submitted to any other
Institution or 5niversity or published anywhere before for the reward of any
"egree6"iploma6$ertificate. It is the ,riginal wor of mine and has not been
obtained from any other part.
7
TA(LE O! CONTENT

TITLE PAGE NO.
ABSTRACT 2
PREFACE 4
ACKNOWLEDGEMENT 5
DECLARATION 6
INTRODUCTION 8
TRAINING & DEVELOPMENT 11
COMPANY PROFILE 49
RESEARCH METHODOLOGY 63
DATA ANALYSIS 69
FINDINGS 85
RECOMMENDATIONS 87
CONCLUSION 89
LIMITATIONS 91
ANNEXURE 93
o BIBLIOGRAPHY 94
o QUESTIONNAIRE 95
8
9
INTRODUCTION TO TOPIC
:
INTRODUCTION
'mployee training tries to improve sills, or add to the e(isting level of nowledge so
that employee is better e)uipped to do his present !ob, or to prepare him for a higher
position with increased responsibilities. However individual growth is not and ends in
itself. ,rganizational growth need to be measured along with individual growth.
Training refers to the teaching or learning activities done for the primary purpose of
helping members of an organization to ac)uire and apply the nowledge sills,
abilities, and attitude needed by that organization to ac)uire and apply the same.
;roadly speaing training is the act of increasing the nowledge and sill of an
employee for doing a particular !ob.
In today<s scenario change is the order of the day and the only way to deal with it is to
learn and grow. 'mployees have become central to success or failure of an
organization they are the cornucopia of ideas. #o it high time the organization realize
that =train and retain is the mantra of new millennium.>
?@
O(JECTIVE O! THE 'TUD8
The broad ob!ective of the study of training A development in H'R, %,T, $,RP
is to study the impact of training on the overall sill development of worers. The
specific ob!ectives of the study areB
9. To e(amine the effectiveness of training in overall development of sills of wor
force.
:. To e(amine the impact of training on the employees.
;. To study the changes in behavioral pattern due to training.
<. To measure the differential change in output due to training
=. To compare the cost effectiveness in implanting training programmes.
??
TRAINING &
DEVELOPMENT
?.
AN OVERVIE1 TO TRAINING AND DEVELOPMENT
It is a subsystem of an organization. It ensures that randomness is reduced and
learning or behavioral change taes place in structured format.
TRADITIONAL AND MODERN APPROACH O! TRAINING AND
DEVLOPMENT
Tradi#iona" A55roac+
%ost of the organizations before never used to believe in training. They were holding
the traditional view that managers are born and not made. There were also some views
that training is a very costly affair and not worth. ,rganizations used to believe more
in e(ecutive pinching. ;ut now the scenario seems to be changing.
T+e %odern a55roac+
of training and development is that Indian ,rganizations have realized the importance
of corporate training. Training is now considered as more of retention tool than a cost.
The training system in Indian Industry has been changed to create a smarter
worforce and yield the best results.
?0
TRAINING DE!INED
It is a learning process that involves the ac)uisition of nowledge, sharpening
of sills, concepts, rules, or changing of attitudes and behaviors to enhance the
performance of employees. Training is activity leading to silled behavior
It<s not what you want in life, but it<s nowing how to reach it
It<s not where you want to go, but it<s nowing how to get there
It<s not how high you want to rise, but it<s nowing how to tae off
It may not be )uite the outcome you were aiming for, but it will be an outcome
It<s not what you dream of doing, but it<s having the nowledge to do it
ItCs not a set of goals, but it<s more lie a vision
It<s not the goal you set, but it<s what you need to achieve it
Training is about nowing where you stand +no matter how good or bad the
current situation loos- at present, and where you will be after some point of
time. Training is about the ac)uisition of nowledge, sills, and abilities
+D#&- through professional development.
?3
I%5or#ance of Trainin. and De4e"o5%en#
O5#i%u% U#i"i>a#ion of Hu%an Re/ource/
Training and "evelopment helps in optimizing the utilization of human resource that
further helps the employee to achieve the organizational goals as well as their
individual goals.
De4e"o5%en# of Hu%an Re/ource/
Training and "evelopment helps to provide an opportunity and broad structure for
the development of human resources< technical and behavioral sills in an
organization. It also helps the employees in attaining personal growth.
De4e"o5%en# of /6i""/ of e%5"o$ee/
Training and "evelopment helps in increasing the !ob nowledge and sills of
employees at each level. It helps to e(pand the horizons of human intellect and an
overall personality of the employees
5roduc#i4i#$
Training and "evelopment helps in increasing the productivity of the employees that
helps the organization further to achieve its long2term goal
?4
Tea% /5iri#
Training and "evelopment helps in inculcating the sense of team wor, team spirit,
and inter2team collaborations. It helps in inculcating the zeal to learn within the
employees
Or.ani>a#ion Cu"#ure
Training and "evelopment helps to develop and improve the organizational health
culture and effectiveness. It helps in creating the learning culture within the
organization.
Or.ani>a#ion C"i%a#e
Training and "evelopment helps building the positive perception and feeling about
the organization. The employees get these feelings from leaders, subordinates, and
peers.
?ua"i#$
Training and "evelopment helps in improving upon the )uality of wor and wor2life.
Hea"#+$ -or6@en4iron%en#
Training and "evelopment helps in creating the healthy woring environment. It
helps to build good employee, relationship so that individual goals aligns with
organizational goal.
?7
Hea"#+ and 'afe#$
Training and "evelopment helps in improving the health and safety of the
organization thus preventing obsolescence.
Mora"e
Training and "evelopment helps in improving the morale of the wor force.
I%a.e
Training and "evelopment helps in creating a better corporate image.
Profi#a&i"i#$
Training and "evelopment leads to improved profitability and more positive attitudes
towards profit orientation.
Trainin. and De4e"o5%en# aid/ in or.ani>a#iona" de4e"o5%en#
i.e. ,rganization gets more effective decision maing and problem solving. It helps in
understanding and carrying out organizational policies.
Training and "evelopment helps in developing leadership sills, motivation,
loyalty, better attitudes, and other aspects that successful worers and managers
usually display.
?8
TRAINING AND DEVELOPMENT O(JECTIVE'
The principal ob!ective of training and development division is to mae sure the
availability of a silled and willing worforce to an organization. In addition to that,
there are four other ob!ectivesB Individual, ,rganizational, Eunctional, and #ocietal.
Indi4idua" O&Aec#i4e/
help employees in achieving their personal goals, which in turn, enhances the
individual contribution to an organization.
Or.ani>a#iona" O&Aec#i4e/
assist the organization with its primary ob!ective by bringing individual
effectiveness.
!unc#iona" O&Aec#i4e/
maintain the department<s contribution at a level suitable to the organization<s
needs.
'ocie#a" O&Aec#i4e/
ensure that an organization is ethically and socially responsible to the needs
and challenges of the society.
?9
I%5or#ance of Trainin. O&Aec#i4e/
Training ob!ective is one of the most important parts of training program. *hile some
people thin of training ob!ective as a waste of valuable time. The counterargument
here is that resources are always limited and the training ob!ectives actually lead the
design of training. It provides the clear guidelines and develops the training program
in less time because ob!ectives focus specifically on needs. It helps in adhering to a
plan. Training ob!ectives tell the trainee that what is e(pected out of him at the end of
the training program. Training ob!ectives are of great significance from a number of
staeholder perspectives.
?. Trainer
.. Trainee
0. "esigner
3. 'valuator
Trainer
The training ob!ective is also beneficial to trainer because it helps the trainer
to measure the progress of trainees and mae the re)uired ad!ustments. &lso,
trainer comes in a position to establish a relationship between ob!ectives and
particular segments of training.
Trainee
The training ob!ective is beneficial to the trainee because it helps in reducing
the an(iety of the trainee up to some e(tent. Fot nowing anything or going to
a place which is unnown creates an(iety that can negatively affect learning.
Therefore, it is important to eep the participants aware of the happenings,
rather than eeping it surprise.
#econdly, it helps in increase in concentration, which is the crucial factor to mae the
training successful. The ob!ectives create an image of the training program in trainee<s
mind that actually helps in gaining attention. Thirdly, if the goal is set to be
?:
challenging and motivating, then the lielihood of achieving those goals is much
higher than the situation in which no goal is #et. Therefore, training ob!ectives helps
in increasing the probability that the participants will be successful in training.
De/i.ner
The training ob!ective is beneficial to the training designer because if the designer is
aware what is to be achieved in the end then he<ll buy the training pacage according
to that only. The training designer would then loo for the training methods, training
e)uipments, and training content accordingly to achieve those ob!ectives.
Eurthermore, planning always helps in dealing effectively in an une(pected situation.
$onsider an e(ampleG the ob!ective of one training program is to deal effectively with
customers to increase the sales. #ince the ob!ective is nown, the designer will design
a training program that will include ways to improve the interpersonal sills, such as
verbal and non verbal language, dealing in une(pected situation i.e. when there is a
defect in a product or when a customer is angry. Therefore, without any guidance, the
training may not be designed appropriately.
E4a"ua#or
It becomes easy for the training evaluator to measure the progress of the trainees
because the ob!ectives define the e(pected performance of trainees. Training ob!ective
is an important to tool to !udge the performance of participants.
.@
Trainin. and Hu%an Re/ource Mana.e%en#
The HR functioning is changing with time and with this change, the relationship
between the training function and other management activity is also changing. The
training and development activities are now e)ually important with that of other HR
functions. Hone are the days, when training was considered to be futile, waste of time,
resources, and money. Fow2a2days, training is an investment because the departments
such as, mareting A sales, HR, production, finance, etc depends on training for its
survival. If training is not considered as a priority or not seen as a vital part in the
organization, then it is difficult to accept that such a company has effectively carried
out HR%. Training actually provides the opportunity to raise the profile development
activities in the organization. To increase the commitment level of employees and
growth in )uality movement +concepts of HR%-, senior management team is now
increasing the role of training. #uch concepts of HR% re)uire careful planning as well
as greater emphasis on employee development and long term education.
Training is now the important tool of Human Resource %anagement to control the
attrition rate because it helps in motivating employees, achieving their professional
and personal goals, increasing the level of !ob satisfaction, etc. &s a result training is
given on a variety of sill development and covers a multitude of courses.
.?
Ro"e of HRD Profe//iona"/ in Trainin.
This is the era of cut2throat competition and with this changing scenario of businessG
the role of HR professionals in training has been widened. HR role now isB
?. &ctive involvement in employee education
.. Rewards for improvement in performance
0. Rewards to be associated with self esteem and self worth
3. Providing pre2employment maret oriented sill development education and post
employment support for advanced education and training
=. Ele(ible access i.e. anytime, anywhere training.
Mode"/ of Trainin.
Training is a sub2system of the organization because the departments such as,
mareting A sales, HR, production, finance, etc depends on training for its survival.
Training is a transforming process that re)uires some input and in turn it produces
output in the form of nowledge, sills, and attitudes +D#&s-.
..
THE TRAINING '8'TEM
& #ystem is a combination of things or parts that must wor together to perform a
particular function. &n organization is a system and training is a sub system of the
organization. The #ystem &pproach views training as a sub system of an organization.
#ystem &pproach can be used to e(amine broad issues lie ob!ectives, functions, and
aim. It establishes a logical relationship between the se)uential stages in the process
of training need analysis +TF&-, formulating, delivering, and evaluating. There are 3
necessary inputs i.e. #ec+no"o.$B %anB %a#eria"B #i%e re,uired in e4er$ /$/#e% #o
5roduce 5roduc#/ or /er4ice/. &nd every system must have some output from these
inputs in order to survive. The output can be tangible or intangible depending upon
the organization<s re)uirement. & system approach to training is planned creation of
training program. This approach uses step2by2step procedures to solve the problems.
5nder systematic approach, training is undertaen on planned basis. ,ut of this
planned effort,
one such basic model of five steps is system model that is e(plained below.
,rganization are woring in open environment i.e. there are some internal and
e(ternal forces, that poses threats and opportunities, therefore, trainers need to be
aware of these forces which may impact on the content, form, and conduct of the
training efforts. The internal forces are the various demands of the organization for a
better learning environmentG need to be up to date with the latest technologies.
The three model of training areB
?. #ystem %odel
.. Instructional #ystem "evelopment %odel
0. Transitional model
.0
'$/#e% Mode" Trainin.
The system model consists of five phases and should be repeated on a regular basis to
mae further improvements. The training should achieve the purpose of helping
employee to perform their wor to re)uired standards.
%odel of training are as followsB
?. &nalyze and identify the training needs i.e. to analyze the department, !ob,
employees re)uirement, who needs training, what do they need to learn, estimating
training cost, etc.
.. The ne(t step is to develop a performance measure on the basis of which actual
performance would be evaluated.
0. "esign and provide training to meet identified needs. This step re)uires developing
ob!ectives of training, identifying the learning steps, se)uencing and structuring the
contents.
3. "evelop2 This phase re)uires listing the activities in the training program that will
assist the
participants to learn, selecting delivery method, e(amining the training material,
validating information to be imparted to mae sure it accomplishes all the goals A
ob!ectives.
4. Implementing is the hardest part of the system because one wrong step can lead to
the failure of whole training program.
7. 'valuating each phase so as to mae sure it has achieved its aim in terms of
subse)uent wor performance. %aing necessary amendments to any of the previous
stage in order to remedy or improve failure practices Instructional #ystem
"evelopment %odel+I#"-%odel Instructional #ystem "evelopment model was made
.3
to answer the training problems. This model is widely used now2a2days in the
organization because it is concerned with the training need on the !ob performance.
Training ob!ectives are defined on the basis of !ob responsibilities and !ob description
and on the basis of the defined ob!ectives individual progress is measured. This model
also helps in determining and developing the favorable strategies, se)uencing the
content, and delivering media for the types of training ob!ectives to be achieved.
.4
The Instructional #ystem "evelopment model comprises of five stagesB
9. ANAL8'I'
This phase consist of training need assessment, !ob analysis, and target
audience analysis.
:. PLANNING
This phase consist of setting goal of the learning outcome, instructional
ob!ectives that measures behavior of a participant after the training, types of
training material, media selection, methods of evaluating the trainee, trainer
and the training program, strategies to impart nowledge i.e. selection of
content, se)uencing of content, etc.
;. DEVELOPMENT
This phase translates design decisions into training material. It consists of
developing course material for the trainer including handouts, worboos,
visual aids, demonstration props, etc, course material for the trainee including
handouts of summary.
<. E2ECUTION
This phase focuses on logistical arrangements, such as arranging speaers,
e)uipments, benches, podium, food facilities, cooling, lighting, paring, and
other training accessories.
=. EVALUATION
The purpose of this phase is to mae sure that the training program has
achieved its aim in terms of subse)uent wor performance. This phase consists
of identifying strengths and weanesses and maing necessary amendments to
any of the previous stage in order to remedy or improve failure practices.
The I#" model is a continuous process that lasts throughout the training program. It
also highlights that feedbac is an important phase throughout the entire training
program. In this model, the output of one phase is an input to the ne(t phase.
Transitional model focuses on the organization as a whole. The outer loop describes
the vision, mission and values of the organization on the basis of which training
model i.e. inner loop is e(ecuted.
.7
Vi/ion
Eocuses on the milestones that the organization would lie to achieve after the defined
point of time. & vision statement tells that where the organization sees itself few
Iears down the line. & vision may include setting a role mode, or bringing some
internal
Transformation, or may be promising to meet some other deadlines
Mi//ion
'(plain the reason of organizational e(istence. It identifies the position in the
community. The reason of developing a mission statement is to motivate, inspire, and
inform the employees regarding the organization. The mission statement tells about
the identity that how the organization would lie to be viewed by the customers,
employees, and all other staeholders.
Va"ue/
is the translation of vision and mission into communicable ideals. It reflects the
deeply held values of the organization and is independent of current industry
environment. Eor e(ample, values may include social responsibility, e(cellent
customer service, etc.
The mission, vision, and values precede the ob!ective in the inner loop. This model
considers the organization as a whole. The ob!ective is formulated eeping these three
things in mind and then the training model is further
.8
DI!!ERENCE (ET1EEN TRAINING AND DEVELOPMENT:
Training and development go hand in hand and are often used synonymously but there
is a difference between them. Trainin. is the process of learning a se)uence of
programmed behavior. It is an application of nowledge. It gives people an awareness
of the rules and procedures to guide their behavior. It intends to improve their
performance on the current !ob and prepares them for an intended !ob.
De4e"o5%en# i/ a related process. It covers not only those activities, which improve
!ob performance, but also those, which bring about growth of the personality. It helps
individual in the progress towards maturity and actualization of potential capabilities
so that they can become not only good employees but better human beings.
.9
LEARNING AND TRAINING
Irrespective of the type or method of training, a trainer has to eep in mind some of
the principles of learning or motivation, which would enhance internationalization of
what is taught.
PRINCIPLE' O! TRAINING
MOTIVATION
Jearning is enhanced when the learner is motivated. Jearning e(perience must be
designed so learners can see how it will help in achieving the goals of the
organization. 'ffectiveness of training depends on motivation.
!EED(AC0
Training re)uires feedbac. It is re)uired so the trainee can correct his mistaes. ,nly
getting information about how he is doing to achieve goals, he can correct the
deviations.
REIN!ORCEMENT
The principle of reinforcement tells the behaviors that are positively reinforced are
encouraged and sustained. It increases the lielihood that a learned behavior well be
repeated.
PRACTICE
Practice increases a trainee<s performance. *hen the trainees practice actually, they
gain confidence and are less liely to mae errors or to forget what they have learned.
INDIVIDUAL DI!!ERENCE'
.:
Individual training is costly. Hroup training is advantageous to the organization.
Individuals vary in intelligence and aptitude from person to person. Training must be
geared to the intelligence and aptitude of individual trainee.
0@
O(JECTIVE' O! TRAINING
TO INCREA'E PRODUCTIVIT8
&n instructor can help employees increase their level of performance on their
assignment. Increase in human performance leads to increase in the operational
productivity and also the increase in the profit of the company.
TO IMPROVE ?UALIT8
;etter2trained worers are less liely to mae operational mistaes. It can be in
relationship to the company or in reference to the intangible organizational
employment atmosphere.
TO HELP A COMPAN8 !UL!ILL IT' !UTURE PER'ONNEL NEED'
The organizations having good internal training and development programmes will
have to mae less changes and ad!ustments. *hen the need arises, vacancies can be
easily staffed.
TO IMPROVE ORGANICATIONAL CLIMATE
&n endless chain of positive reactions result from a well planned training programme.
TO IMPROVE HEALTH AND 'A!ET8
Proper training can prevent industrial accidents. & safer atmosphere leads to
more stable attitudes on part of the employees.
PER'ONAL GRO1TH
'mployees on a personal basis gain individually from their e(posure to educational
e(pressions. Training programmes give them wider awareness and sills

0?
NEED !OR TRAINING
To impart to the new entrants the basic nowledge and sills they need for definite
tass.
To assist employees to function more effectively in their present positions by
e(posing them to new concepts.
To build a line of competent people and prepare them to occupy more responsible
positions.
To reduce the supervision time, wastage and spoilage of new material.
To reduce the defects and minimize the industrial accidents.
To ensure the economical output of the re)uired )uality.
To prevent obsolescence.
To promote individual and collective morale, responsibility and cooperative
attitudes etc.
0.
TRAINING INPUT'
There are three basic types of inputsG
+i-#ills
+ii-&ttitude
+iii-Dnowledge.
The primary purpose of training is to establishing a sound relationship is at its best
when the worers attitude to the !ob is right, when the worers nowledge of the !ob
is ade)uate, and he has developed the necessary sills. Training activities in an
industrial organization are aimed at maing desired modifications in sills, attitudes
and nowledge of employee so that they perform their !obs most efficiently and
effectively
00
(E'T TIME TO IMPART TRAINING TO EMPLO8EE
9. NE1 RECRUIT' TO THE COMPAN8
These have a re)uirement for induction into the company as a whole in terms of its
business activities and personnel policies and provisions, the terms, conditions and
benefits appropriate to the particular employee, and the career and advancement
opportunities available.
:. TRAN'!EREE' 1ITHIN THE COMPAN8
These are people who are moved from one !ob to another, either within the same wor
area, i.e. the same department or function, or to dissimilar wor under a different
management. 5nder this heading we are e(cluding promotions, which tae people
into entirely new levels of responsibility.
;. PROMOTION'
&lthough similar to the transferee in that there is a new !ob to be learned in new
surroundings, he is dissimilar in that the promotion has brought him to a new level of
supervisory or management responsibility. The change is usually too important and
difficult to mae successfully to permit one to assume that the promotes will pic it
up as he goes along and attention has to be paid to training in the tass and the
responsibilities and personal sills necessary for effective performance.
<. NE1 PLANT OR E?UIPMENT
'ven the most e(perienced operator has everything to learn when a computer and
electronic controls replace the previous manual and electro2mechanical system on the
process plant on which he wors. There is no less a training re)uirement for the
supervisors and process management, as well as for technical service production
control and others.
03
=. NE1 PROCEDURE'
%ainly for those who wor in offices in commercial and administrative functions but
also for those who we worplace is on the shop floor or on process plant on any
occasion on which there
is a modification to e(isting paperwor or procedure for, say the withdrawal of
materials from stores, the control of customer credit the approval of e(pense claims,
there needs to be instruction on the change in the way of woring in many instances, a
note bringing the attention of all concerned the change is assume to be sufficient, but
there are cases, such as when total new systems in corporating IT up dates are
installed, when more thorough training is needed.
D. NE1 'TANDARD'B RULE' AND PRACTICE'
$hanges in any one these are liely to be conveyed by printed note or by word of
mouth by the manager to his subordinates, and this can be the most satisfaction way
of dealing with the change from the point of view of getting those affected to
understand their new responsibility. However not all changes under this heading can
be left to this sort of handling. 'ven the simplest looing instruction may be regarded
as undesirable or impracticable by whoever has to perform it he may not understand
the purpose behind the change and lose confidence in a management which he now
believes to be Kmessing about<, or he may understand the purpose and have a better
alternative to offer if it is not too late.
E. NE1 RELATION'HIP AND AUTHORITIE'
These can arise, as a result of management decisions, in a number of ways. In
e(amples, the recognition of the accounts department can result in a realization of
responsibilities between the section leaders of credit control, invoicing and customer
records, although there is no movement of staff between the sections +i.e. no
04
transfers-. &lthough the change in wor content for each cler and supervisor is
defined clearly for each person in the new procedures, there is nevertheless a need for
each person to now where he stands in the new set up, which is responsible for what,
and where to direct problems and en)uiries as they arise in the future.
F. MAINTENANCE O! 'TANDARD'
*e are here concerned with maintenance of standards through training, for it must be
remembered that supervision and inspection and )ualify control are continuously
responsible for standards and e(ercise their own authorities to this end. &lthough it is
generally agreed that some retraining from time to time, taing varied forms even for
the on group of employees, does act as both a reminder and a stimulus, there is not
much agreement on the ne(t fre)uency and form that such retraining should tae, of
there is as yet little scientific nowledge on this sub!ect which is of much use in
industrial situations.
G. THE MAINTENANCE O! ADAPTA(ILIT8
&gain, whilst there is little scientific study of the loss of ability to learn new sills in
those cases where people spend a long time without change, and without the need to
learn, there is increasing evidence in current e(perience to suggest that this is the case
in industrial employment. &dd, of course, there is the inference arising from the
laboratory e(periments of psychologists.
9H. THE MAINTENANCE O! MANAGEMENT '0ILL' &
'TANDARD'
#ills in supervising, employee appraisal, communications, leadership etc are
important in all companies. #ome of these sills are seen to be critical to ma!or
developments in company organisation, culture, employee empowerment and so on.
Initial training in these sills is not uncommon in the largest companies on
07
appointment into management and supervision. ;ut continuous training and
performance monitoring is rare, despite the common nowledge that standards are as
varied as human nature.
99. RETIREMENT AND REDUNDANC8
'mployees of any position in the company who are heading towards retirement will
benefit from learning about health, social life, wor opportunities money management
etc. Internal or e(ternal courses are best attended a year or two before retirement date,
in a few companies a member of Personnel will act as a counselor as re)uired.
08
T8PE' O! TRAINING
Training is re)uired for several purposes. &ccordingly training programmes may be of
the following typesB
Orien#a#ion #rainin.B
Induction or orientation training sees to ad!ust newly appointed employees to the
wor environment. 'very new employee needs to be made fully familiar with his !ob,
his superiors and subordinates and with the rules and regulations of the organization.
Induction training creates self2confidence in the employees. It is also nows as pre2
!ob training.
It is brief and informative.
Jo& #rainin.B
It refers to the training provided with a view to increase the nowledge and sills of
an employee for performance on the !ob. 'mployees may be taught the correct
methods of handling e)uipment and machines used in a !ob. #uch training helps to
reduce accidents, waste and inefficiency in the performance of the !ob.
'afe#$ #rainin.B
Training provided to minimize accidents and damage to machinery is nown as
safety training. It involves instruction in the use of safety devices and in safety
consciousness.
Pro%o#iona" #rainin.B
It involves training of e(isting employees to enable them to perform higher2level
!obs. 'mployees with potential are selected and they are given training before their
promotion, so that they do not find it difficult to shoulder the higher responsibilities of
the new positions to which they are promoted.
09
Refre/+er #rainin.B
*hen e(isting techni)ues become obsolete due to the development of better
techni)ues, employees have to be trained in the use of new methods and techni)ues.
*ith the passage of time employee may forget some of the methods of doing wor.
Refresher training is designed to revive and refresh the nowledge and to update the
sills of the e(isting employees. #hort2term refresher courses have become popular on
account of rapid changes in technology and wor methods. Refresher or re2training
programmes are conducted to avoid obsolescence of nowledge and sills.
0:
METHOD' O! TRAINING
ON@THE@JO( TECHNI?UE'
,n the !ob techni)ues enables managers to practice management sills, mae
mistaes and learn from their mistaes under the guidance of an e(perienced,
competent manager. #ome of the methods are asB
L Jo& Ro#a#ionB It is also referred to as cross straining. It involves placing an
employee on different !obs for periods of time ranging from a few hours to several
wees. &t lower !ob levels, it normally consumes a short period, such as few hours or
one or two days. &t higher !ob levels, it may consume much larger periods because
staff trainees may be learning comple( functions and responsibilities. Mob rotation for
managers usually involves temporary assignments that may range from several
months to one or more years in various departments, plants and offices. Mob rotation
for trainees involves several short2term assignments, that touch a variety of sills and
gives the trainees a greater understanding of how various wor areas function.Eor
middle and upper level management, it serves a slightly different function. &t this
stage, it involves lateral promotions, which last for one or more years. It involves a
move to different wor environment so that manager may develop competence in
general management decision2maing sills.
3@
METHOD' O! TRAINING
?. ,F2 TH'2 M,; %'TH,"#
.. ,EE2 TH'2 M,; %'TH,"#
;y giving an employee added !ob duties, and increasing the autonomy and
responsibilities associated with the !ob, the firm allows an employee to learn a lot
about the !ob, department and organization.
Jo& in/#ruc#ion #rainin.B
It is also nown as step2by2step training. Here, the trainer e(plains the
trainee the way of doing the !obs, !ob nowledge and sills and allows
him to do the !ob. The trainer appraises the performance of the trainee,
provides feedbac information and corrects the trainee. In simple
words, it involves preparation, presentation, performance, and tryout
and follow up.
Coac+in.B
The trainee is placed under a particular supervisor who functions as a
coach in training the individual. The supervisor provides the feedbac
to the trainee on his performance and offers him some suggestions for
improvement. ,ften the trainee shares some duties and responsibilities
of the coach and relives him of his burden. & drawbac is that the
trainee may not have the freedom or opportunity to e(press his own
ideas.
3?
Co%%i##ee a//i.n%en#/B
Here in, a group of trainees are given and ased to solve an actual
organizational problem. The trainees solve the problem !ointly. This
develops team wor and group cohesiveness feelings amongst the
trainees.
O!!@THE@JO( TRAINING
It includes anything performed away from the employee<s !ob area or immediate wor
area.
Two broad categories of it are
IN HOU'E PROGRAMME'
These are conducted within the organizations own training facilityG either by
training specialists from HR department or by e(ternal consultant or a
combination of both.
O!!@'ITE PROGRAMME'
It is held elsewhere and sponsored by an educational institution, a professional
association, a government agency or an independent training and development
firm. The various off2 the2 !ob2training programmes are as followsB
Ve/#i&u"e #rainin.:
Herein, actual wor conditions are simulated in a classroom. %aterial, files
and e)uipment those are used in actual !ob performance are also used in
training. This type of training is commonly used for training personnel for
clerical and semisilled !obs. The duration of this training ranges from few
days to a few wees. Theory can be related to practice in this method.
3.
Ro"e@5"a$in.:
It is defined as a method of human interaction that involves realistic behaviour
in imaginary situations. This method involves action doing and practice. The
participants play the
o role of certain characters, such as production manager, HR manager,
foreman, worers etc. This method is mostly used for developing
interpersonal interactions and relations.
Lec#ure %e#+od:
The lecture is a traditional and direct method of instruction. The instruction
organizes the material and gives it to the group of trainees in the form of a
tal. To be effective, the lecture must motivate and create interest among the
trainees. &n advantage of this method is that it is direct and can be used for a
large group of trainees.
Conference or di/cu//ion:
It is a method in training the clerical, professional and supervisory personnel.
It involves a group of people who pose ideas, e(amine and share facts and
data, test assumptions and draw conclusions, all of which contribute to the
improvement of !ob performance. It has an advantage that it involves two way
communication and hence feedbac is provided. The participants feel free to
spea in small groups. #uccess depends upon the leadership )ualities of the
person who leads the group.
30
Pro.ra%%ed in/#ruc#ionB
This method has become popular in recent years. The sub!ect matter to be
learned is presented in a series of carefully planned se)uential units. These
units are arranged from simple to mere comple( levels of instructions. The
trainee goes through these units by answering )uestions or filling the blans.
This method is e(pensive and time consuming.
33
E2ECUTIVE DEVELOPMENT PROCE''
EIecu#i4e/ are the people who shape the policies, mae the decisions and see their
implementation in any business organization. They are the president, the vice2
president, the managing director, wors manager, plant superintendent, controller,
treasurer, office managers, engineers, directors of functions such as purchasing,
research, personnel, legal, mareting etc.
EIecu#i4e de4e"o5%en# may be stated as the application of planned efforts for raising
the performance standards of high level managers, and for improving the attitudes and
activities that enter into or influence their wor and their wor relations.
Eollowing are the steps, which are involved in the development process of e(ecutivesB
O(JECTIVE'
The first and foremost step is to define the long2 term ob!ectives of training and
development of e(ecutives.
'TRENGTH AND 1EA0NE''
&n inventory of managers is taen with special focus on their strength in terms of
managerial sills and other attributes. Their uni)ue capabilities, specialist nowledge
and achievements are listed down against each. & comparison with the re)uirement of
the organization will bring the gap in nowledge and sills of e(isting e(ecutive. This
is the weaness.
LONG@ RANGE PLAN'
Here the management prepares long2term training and development plans for their
e(ecutives, which include the annual training targets, the annual budgets and the
specific area of training.
34
'HORT@ TERM PROGRAMME
This programme specify the duration, starting time, ending time, number of
e(ecutives being trained, identify the resources etc.
IMPLEMENTATION
The training programme envisaged before is put into operation. The actual training is
initiated by proper timetable and other arrangements.
EVALUATION
In this step, the effectiveness of the e(ecutive training programme is evaluated by
measuring the improved performance of e(ecutives who underwent the programme,
on their !ob. There are various criteria of measuring effectiveness such as validity,
reliability etc.
37
EVALUATING THE E!!ECTIVENE'' O! TRAINING
&n Investor in People evaluates the investment in training and development to assess
achievement and improve future effectiveness. 0earn/ +?::3- suggests that there are
four groups of Kmeasures< of training effectiveness, which are used by organization.
The groups are as followsB
2 Fo %easurement
2 #ub!ective %easures
2 1ualitative %easures
2 ,b!ective %easures
The first group, in which no real measurement occurs, includes activities undertaen
as an =&ct of Eaith>, where no form of measurement is attempted, such as initiatives
to improve communications in organization, which seem to mae people feel good
and appear to have wored in some intangible manner.
The second group includes sub!ective responses from trainees6course delegates, as
e(emplified by the =Happy #heet>. The main )uestion ased is about how individuals
feel after the training. ,rganizations often mae the assumption that positive
responses indicate training success and therefore value to the organization. However,
course delegates may well give strong positive response scores for a number of
reasons, including the presentational sills of the trainer, the )uality of the venue, and
the =feel good> factor of indulging in a creative wor group, and so on. 1uality
measures appear to be more ob!ective than the previous group, but are often flawed by
sub!ectivity as well. They are typified by )uestionnaires asing delegates to =put a
value on> the liely benefits of a training programme. ,b!ective measures are the only
really meaningful ones. However, they challenge the provider of training to
demonstrate how their training activities feed through to the =bottom line>B in terms of
38
return on investment and return on the capital employed. There has often been an
assumption, in times past,that training somehow =!ustifies itself>, because it is all
about developing people. However, it is incumbent on organizations to loo critically
at the ways in which they evaluate their training activities, lest they fall prey to the
sub!ect approach and are badly caught out when a rigorous analysis of all the
functions of the organization<s business is called for. & desirable, if not essential,
characteristic of all training programmes is a built2in provision for evaluation.
The four main dimensions of evaluation areB
EVALUATION O! TRAINING INPUT'
This involves the evaluation of the training curriculum and its se)uencing.
EVALUATION O! THE TRAINING PROCE''
The climate of the training organization, the relationship between participants and
trainers, the general attitude, and approaches of the trainers, training methods, etc are
some of the important elements of the training process which also needs to be
evaluated.
EVALUATION O! TRAINING OUTCOME'
%easuring the carry2home value of a training programme in terms of what has been
achieved and how much is the main tas of evaluation. This, however, is a comple(
technical and professional tas. ;enefits of a training programme are not obvious and
they are not readily measurable. Payoffs from training are intangible and rather slow
to become apparent. & central problem is the absence of ob!ective criteria and specific
definitions of relevant variables by which to measure the effectiveness either of
specific programmes or changes in employee behaviour. Fevertheless, the good
personnel managers do mae an effort to systematically appraise the benefits and
results of their programmes.
39
In !ob2related training, the ob!ective is to train people for specific !ob sills so that
their productivity may increase. 'valuation can be done either to the direct criterion of
increase in output or to the indirect criteria of decrease in cost, breaage or re!ects.
'ven more indirect are measures that point out changes in absenteeism or turnover.
The most difficult problems of evaluation lie in the area of human relations sill
training, which is given to the supervisors and middle2 level managers. #upervisory
and managerial training programmes are, for this reason, less amenable to ob!ective
review procedures. %uch sub!ectivity enters into evaluations of these programmes,
since e(act standards and criteria are hard to devise.


3:
COMPAN8 PRO!ILE
4@
COMPAN8 PRO!ILE
The Hero %oto $orp +previously Hero Honda- story began with a simple vision N the
vision of a mobile and an empowered India, powered by Hero %oto $orp +previously
Hero Honda-. This vision was driven by Hero %oto $orp +previously Hero Honda-Cs
commitment to customer, )uality and e(cellence, and while doing so, maintain the
highest standards of ethics and societal responsibilities. Twenty five years and .4
million two wheelers later, Hero %oto $orp +previously Hero Honda- is closer to
fulfilling this dream. This vision is the driving force behind everything that we do at
Hero %oto $orp +previously Hero Honda-. *e understood that the fastest way to turn
that dream into a reality is by remaining focused on that vision. There were many
unnowns but we ept faith, and today, Hero %oto $orp +previously Hero Honda- has
been the largest two wheeler company in the world for eight consecutive years. ,ur
growth has ept compounding. The company crossed the ten million unit milestone
over a ?:2year span. In the new millennium, Hero %oto $orp +previously Hero
Honda- has scaled this to ?4 million units in !ust five yearsO In fact, during the year in
review, Hero %oto $orp +previously Hero Honda- sold more two wheelers than the
second, third and fourth placed two wheeler company put together. *ith Hero %oto
$orp +previously Hero Honda-, the domestic two wheeler maret was able to show
positive growth during the year in review. *ithout Hero %oto $orp +previously Hero
Honda-, the domestic maret would have actually shrun. ,ver the course of two and
a half decades, and three successive !oint venture agreements later, both partners have
fine2tuned and perfected their roles as !oint venture partners. *hat the two partners
did was something )uite basic. They simply stuc to their respective strengths. &s one
of the worldCs technology leaders in the automotive sector, Honda has been able to
consistently provide technical nowhow, design specifications and RA" innovations.
4?
This has led to the development of world class, value 2 for2 money motorcycles and
scooters for the Indian maret. ,n its part, the Hero Hroup has taen on the singular
and onerous responsibility of creating world2class manufacturing facilities with robust
processes, building the supply chain, setting up an e(tensive distribution networs and
providing insights into the mind of the Indian customer. #ince both partners continue
to focus on their respective strengths, they have been able to complement each other.
In the process, Hero %oto $orp +previously Hero Honda- is recognized today as one
of the most successful !oint ventures in the world. It is therefore no surprise that there
are more Hero %oto $orp +previously Hero Honda- bies on this countryCs roads than
the total population of some 'uropean countries put togetherO The companyCs
meteoric growth in the two2wheeler maret in India stems from an intrinsic ability to
reach out and come closer to its customers, with every passing year. Hero %oto $orp
+previously Hero Honda-Cs bies are sold and serviced through a networ of over 04@@
customer touch points, comprising a mi( of dealers, service centres and stocists
located across rural and urban India. Hero %oto $orp +previously Hero Honda- has
built two world2class manufacturing facilities at "haruhera and Hurgaon in Haryana,
and its third and most sophisticated plant at Haridwar has !ust completed a full year of
operations. It is difficult to imagine that all this has happened in the span of !ust two
and a half decadesO The best is yet to come. "uring the year in review, Hero %oto
$orp +previously Hero Honda- powered its way in a maret that, for all practical
purposes, was feeling the full effects of the economic slowdown in India. *ith an
economic recovery now clearly on the cards, Hero %oto $orp +previously Hero
Honda- is all set to ride into another summit. &s ;ri!mohan Jall %un!al, the
$hairman, Hero %oto $orp +previously Hero Honda- %otors succinctly puts it, P*e
4.
pioneered IndiaCs two wheeler industry, weCve steered it through difficult timesG now it
is our responsibility to set the pace again.CC
Few %odels The company has a large portfolio of brands, with the moneyspinners
being mainly #plendor Plus +the worldCs largest selling bie- and Passion. However,
the company claims it was the launch of the ?4@cc $;Q and ..4cc D&RIQ%& which
established Hero %oto $orp +previously Hero Honda- as an inspirational brand. PThe
launch of $;Q and D&RIQ%& got us into a different league altogether. &lthough the
sales are !ust about 0,@@@ a month, it made us an overall bie company>, Hero %oto
$orp +previously Hero Honda- would launch a new model of the D&RIQ%& by the
end of current year, the %anaging "irector, %r. ;ri!mohanlal %un!al, said.
%eanwhile, the company is yet to decide on the location of its proposed Eourth
manufacturing unit. =The feasibility study is onCC, he said, adding that the new plant
was liely to come up in the ne(t ?9 months. Few launches are liely to help Hero
%oto $orp +previously Hero Honda- gain a maret share in the coming )uarters. Hero
%oto $orp +previously Hero Honda- %otors Jtd, has launched a new ?@@2cc four2
stroe bie, $" delu(e and "awn is liely to be phased out of the maret once the
new model sells RR?@,@@@ plusCC units per month. #ales Performance Hero %oto $orp
+previously Hero Honda- went against the grain and created a growth tra!ectory all of
its own. #ales of the company grew by over ?? per cent in volume terms and in value
termsG they grew by over ?: per cent. 'ffectively, this helped the company end the
year with a maret share of around 7@ per cent. This robust performance helped the
company increase earnings margin ?.@ basis pointsSa remarable feat, considering
that elsewhere in the world, the automobile industry went through its worst year in
recent history.
40
Hero %oto $orp +previously Hero Honda-<s performance in its silver !ubilee year
helped it retain its position as the world<s largest two wheeler company for the eighth
year in a row. It also helped the company cross the .4 million unit marSbecoming
the first company in India to reach this milestone. Jast year, two new models were
launched, namely $;Q TTR'%' and H5FD to address super2style and economy
segments. Passion pro has found its position firm amongst Indian models, only ne(t to
#plendor, the largest selling bie in the world in terms of sales performance. $;Q was
re2launched as $;Q TTR'%', in &pril .@@8, with changes and value additions to
cater to specific needs of the customers. Reportedly $;Q TTR'%' is doing well in
its segments and has sold over ?@,@@@ units in the initial months itself. Hero %oto
$orp +previously Hero Honda- has targeted a sale of over 0 million bies for the year
.@@:2?@. This effort is supplemented by a ma!or launch this year, in ,ctober endG this
bie will have some e(clusive features and will be in the .@@cc plus range. There are
some ambitious programmes of launching a new range of bies with technical support
from Honda in the coming years. *ith a slew of such measures the capacity available
at present locations can at best support two2million production target at the e(isting
plants. The company, therefore, is looing at the possibility of setting up a third plant
to meet the future demand and for which techno2economic study is in progress.
Few Initiatives $ustomer and customer satisfaction is the purpose of our being an
entity. To increasingly understand him and mae him part of our ongoing business.
$ustomer related initiative has been the increase of warranty period to three years
since Muly .@@9. This has attracted a great deal of customer attention. "uring the year
the company has added nearly a hundred dealerships and ##Ps. In terms of sheer
numbers, the networ has grown by ?7U during the year .@@92@:. *e would
endeavor to increase our reach to every corner of this country. Plans for the future In
43
the previous year, the domestic two2wheeler industry entered a period of de2growth.
However, this was arrested in .@@92@:, largely on the bac of Hero %oto $orp
+previously Hero Honda-Cs performance. &fter the blip of last year, the two2wheeler
industry went bac to a growth phase, largely driven by Hero %oto $orp +previously
Hero Honda- and e(ports. The industry cloced total volumes of 9.4 million during
the year in review, a growth of 4 per cent compared to a fall of 4 per cent in the
previous year. The pace of growth was lower in the domestic maret, where the
industry cloced sales of 8.30 million, a rise of only ..7@ per cent. This, however, was
a significant improvement over previous year when the industry had shrun by 9 per
cent. %otorcycles continue to constitute the largest chun of the two wheeler industry,
and during the year in review, accounted for four fifth of sales. Interestingly, for the
second year in succession, scooters increased their share in the two2wheeler pie from
?3 per cent to ?7 per cent. This is clearly a trend reversal from the last ?@ years, where
the share of scooters in the two2wheeler pie had been shrining. $hanging lifestyles
among women, and the introduction of feature2rich, high2)uality scooters possibly has
much to do with the revival in demand
The entry segment N made up of basic ?@@ cc bies 2Had started slowing two years
ago, and during the year in review, sales in this segment were down by more than ?4
per cent. This could be attributed to the fact that delu(e segment bies have become
affordable on account of a 3 per cent e(cise cut, ? per cent reduction in $#T and the
special pacage of reduction in e(cise duty in "ecember, which most manufacturers
passed on to the consumers. The delu(e segment2made up of value for money and
feature2rich bies in the ?@@2?.4 cc category2grew by ?4.. per cent. The ?.42.4@ cc
category2grew at 9.9 per cent. The pace of growth has fallen from last yearCs levels.
There is no doubt that the higher interest rates have brought down growth.
44
Fevertheless, this segment was still able to cloc a growth rate in high single digits
mainly because of the e(citement caused by a slew of new models that came into this
segment during the year. The bigger story, of course, is that buyers in small2town
India and rural India, as well as employees of the state and $entral government, were
relatively less affected by the slowdown, and this benefitted the two wheeler industry.
T+e "e.end of Hero Mo#o Cor5 )5re4iou/"$ Hero Honda*
*hat started out as a Moint Venture between Hero Hroup, the worldCs largest bicycle
manufacturers and the Honda %otor $ompany of Mapan, has today become the
*orldCs single largest two wheeler $ompany. $oming into e(istence on Manuary ?:,
?:93, Hero %oto $orp +previously Hero Honda- %otors Jimited gave India nothing
less than a revolution on two2wheels, made even more famous by the CEill it 2 #hut it 2
Eorget it C campaign. "riven by the trust of over 4 million customers, the Hero %oto
$orp +previously Hero Honda- product range today commands a maret share of 39U
maing it a veritable giant in the industry. &dd to that technological e(cellence, an
e(pansive dealer networ, and reliable after sales service, and you have one of the
most customer2 friendly companies.
$ustomer satisfaction, a high )uality product, the strength of Honda technology and
the Hero groupCs dynamism have helped HH%J scale new frontiers and e(ceed limits.
In the words of %r. ;ri!mohan Jall %un!al, the $hairman and %anaging "irector,
P*e will continue to mae every effort re)uired for the development of the
motorcycle industry, through new product development, technological innovation, and
investment in e)uipment and facilities and through and through efficient
management.P
47
HI'TOR8 O! COMPAN8
9GF<
The $ompany was Incorporated on ?:th Manuary, at Few "elhi. The $ompany
%anufacture motor cycles up to ?@@ cc capacity. The $ompany was promoted by
Hero $ycles +P- Jtd. +H$PJ-.
The $ompany entered into a technical2cum2financial collaboration agreement with
Honda %otor $o. Jtd., Mapan +H%J-. &s per this collaboration agreement, H%J was
to furnish complete technical information and now2how and trade secrets and other
relevant data.
Hero %oto $orp +previously Hero Honda- $"2?@@ is the first four stroe motorcycle
to be introduced in India in ?@@cc range. Its most attractive features are fuel efficiency
and its light weight. $"2?@@ will be e)uipped with electronic ignition system,
illuminated speedometer, 3 speed gear bo(, neutral and flasher indicators, etc. ?4 Fo.
of e)uity shares subscribed for by the promoters, etc. In Fovember, ??:,::,:94 Fo. of
e)uity shares issued at par of which 8?,::,:94 shares reserved for allotment as underB
+i- 0?,?:,::9 shares to Hero $ycles +P- Jtd., Hero Investments +P- Jtd., and
;ahadur $hand Investments +P- Jtd.
+ii- 0?,.@,@@@ shares to Honda %otor $o. Jtd., Mapan and
+iii- :,4:,:98 shares to friends and association of promoters. ,ut of the balance
39,@@,@@@ shares, .,3@,@@@ shares were reserved for subscription by the
employees of the $ompany and :7,@@@ shares by business associates. The
remaining 33,73,@@@ shares were offered at par for public subscription during
Fovember.
48
9GF=
The $ompany embared on its .nd phase of e(pansion of increasing its installed
capacity from ?,.@,@@@ to ?,4@,@@@ vehicles per annum by the addition of several
critical aliminium and steel components.
9GFD
07,@@,@@@ rights e)uity shares issued at par in prop. 0B?@.
9GFE
The $ompany offered 7,@@,@@@ 2 ?4U secured redeemable non2convertible debentures
of Rs ?@@ each for cash at par on rights basis in the proportion ? debentureB ?9 e)uity
shares. &nother 0,@@,@@@ 2 ?4U debentures were allotted to retain oversubscription.
Thedebentures were to be redeemed at a premium of Rs 4 per debenture on the e(piry
of the 8th year from the date of allotment of the debentures
0,84,@@@ rights e)uity shares issued at par in prop.0B?@
9GFG.
The $ompany introduced a new model P#leeP during Muly.94@ Fo. of e)uity shares
forfeited.
9GGH
The $ompany was planning to launch a new model motor cycle2$" ?@@ ## sutiable
to semi2rural conditions. In the domestic maret the $ompany was reported to
have a maret share of 37U.2 94@ forfeited shares reissued.
9GG<
The $ompany proposed to e(pand the capacity of e(isting plant at "haruhera to
.,3@,@@@ nos. per annum. &nother plant with an installed capacity of ?,4@,@@@ nos. per
annum at Hurgaon Industrial 'state was being set up.
The $ompany issued 0:,8:,4@@ bonus shares to the e(isting shareholders in the ratio
49
of ?B3. The $ompany also issued .9,448 number of fractional coupons representing
?3,.4@ shares against which shares shall be allotted to presenting the same for
consolidation and allotment. The $ompanyCs production and turnover increased to
?,90,3:@ motorcycles and Rs.390.94 crores respectively due to growth in demand for
two wheelers and declining inflation.
9GG=
?3,3.@ bonus shares issued by way of consolidation of fractional coupons. 2 & new
Technical $ollaboration &greement has been signed with Honda %otor $o. Jtd.,
Mapan for the period up to the year .@@3 which includes technology related to models
of higher 'ngine displacement. The $ompany allotted 0:,8:,4@@ Fo. of ')uity #hares
of Rs. ?@62 each as ;onus shares on 8th Eebruary, by way of capitalization of Heneral
Reserves.
The $ompany had issued .9448 Fo. of Eractional $oupons representing ?3..4@
shares against which the #hares shall be alloted on presenting the same for
consolidation and allotment.
9GGE
Hero %oto $orp +previously Hero Honda- %otors has launched its newest
motorcycle, the #treet, a ?@@ cc bie designed for use in congested urban traffic
conditions. Hero %oto $orp +previously Hero Honda- %otors Jtd +HH%J- has set up
a new motorcycle plant in Hurgaon, near "elhi for the manufacture of the Honda
#uper $ub ?@@ cc step thro bie. Hero %oto $orp +previously Hero Honda- has set up
a new state2of2the2art plant, heralding a new phase of development of motorcycle
industry in India, to provide the most modern and technologically advanced
production facilities.
Hero %otors of the Rs.?,7@@ crore Hero group, as part of its globalisation plan, has
4:
set up a plant in ;razil for manufacturing hero winner scooters.
& new step thru model R#treet2?@@C with uni)ue feature was launched on .3th Manuary.
9GGF
The company proposes to increase the share capital to 4 crore e)uity shares of Rs. ?@
each, 3 lah cumulative redeemable preference shares of Rs. ?@@ each and 3 lah
cumulative convertible preference shares of Rs. ?@@ each with power to increase or
reduce it from time to time. The company further proposes to capitalise Rs.
?:,:7,98,4@@ from general reserve to share capital through issue and allotment of
bonus shares. &ltogether, ?,::,79,84@ fully paid bonus shares will be allotted and
distributed to members of the company holding e)uity shares of the company in the
proportion of one bonus share for every fully paid e)uity shares of Rs.?@ each.
%otorcycles ma!or Hero %oto $orp +previously Hero Honda- is considering entry
into scooters in collaboration with partners, Honda %otors, after the Mapanese
company decided to wal out of Dinetic Honda, their scooter venture with the
Eirodias of Pune. Honda %otors recently pulled out of its !oint venture with the
Eirodias in which it held a 4? per cent e)uity stae.
Honda %otor $ompany Jtd of Mapan +Honda- and Dinetic Honda %otor Jtd +DH%J-
have signed a five2year licence and technical assistance agreement under which
DH%J will continue to receive the technical nowhow, critical vehicle parts and
access to HondaCs marets even after the sale of Honda stae in DH%J to Dinetic
'ngineering Jtd +D'J-.
2 The $ompany changed the paradigm in two2wheelers by launching the most
powerful
and fast bie2 $;Q with a uni)ue feature of Transient Power Euel $ontrol +TP'$-
system.
7@
.0,:7.,4@@ bonus shares issued in prop. ?B?.
9GGG
Hero %oto $orp +previously Hero Honda- %otors Jtd +HH%J- and .@th $entury
Einance $orporation Jtd have signed a %emorandum of 5nderstanding +%o5- for
financing of Hero %oto $orp +previously Hero Honda- motorcycles.
The company, a !oint venture between Honda %otor $ompany of Mapan and Hero
group of India to produce four2stroe motorcycles, also aims to increase its share by ?
per cent to 09.7 per cent during the current fiscal. Jeading two2wheelers manufacturer
Hero %otors has formed a !oint venture with ;riggs #tratton of 5# to develop and
manufacture four2stroe engines for mopeds and scooters in India, a top company.
Honda %otor $ompany of Mapan has decided to re2enter the scooter maret in India as
also foray into three2wheelers in a !oint initiative with its e(isting !oint venture
company Hero %oto $orp +previously Hero Honda- %otors Jtd.
:HHH
Hero %oto $orp +previously Hero Honda- %otors Jtd. and Tata Einance Jtd. have
signed a national tie2up agreement. The $ompany is the largest manufacturer of
motorcycles in the country. The $ompany will relaunch its stepthru #tree #mart on
;aisahi ?0th &pril. Hero %oto $orp +previously Hero Honda- %otors Jtd +HH%J-,
has launched an upgraded version of the e(isting step2through motorcycle 2 the Hero
%oto $orp +previously Hero Honda- #treet. The $ompany was raned as the :th
Highest Value $reator among ?. industry groups within the ;ombay #toc '(change
top ?@@ companies over a five year period +?::32::-.
:HH9
Hero %oto $orp +previously Hero Honda- %otors Jtd. has launched a new ?@@cc
motorcycle named RPassionC. The $ompany has secured shareholdersC approval for
7?
splitting one e)uity share of Rs ?@ each into five e)uity shares of Rs . each in the
ratio of ?B4.
Hero %oto $orp +previously Hero Honda- %otors Jtd. has become the largest seller
of motorcycles amongst all Honda companies and ventures in the world by selling one
million motorcycles during the current financial year. $redit rating &gency $risil has
reaffirmed outstanding R&&&C rating assigned to the proposed Rs ?4 crore non2
convertible debenture issue, Rs ?7 crore commercial paper programme and fi(ed
deposit programme of Hero %oto $orp +previously Hero Honda- %otors.
Promoter2$hairman of the countryCs largest motorcycle manufacturing company, Hero
%oto $orp +previously Hero Honda- Jtd, ;ri!mohan Jall %un!al has bagged the
prestigious 'rnst A Ioung 'ntrepreneur of the Iear +',I- award here on #eptember
.8.
7.
HEROMO MOTO PRODUCT' PRO!ILE
HEROHONDA (I0E MODEL'
%odelB Ac+i4er E'
%odelB Ac+i4er 0ic6
'#ar#
%odelB C(C 2#re%e
E'
%odel: C(C 2#re%e
0ic6 '#ar#
%odel: CD Da-n %odelB CD De"uIe
%odelB G"a%our
E"ec#ric '#ar#
%odel: G"a%our !I
E'
%odelB G"a%our !I
0ic6 '#ar#
%odelB G"a%our
0ic6 '#ar#
%odel: Hun6 E'
%odelB Hun6 0ic6
'#ar#
%odelB Ne- 0ari>%a %odelB Pa//ion P"u/ %odelB P"ea/ure
%odelB '5"endor
N2G )A""o$*
%odelB '5"endor
N2G )'5o6e*
%odelB '5"endor P"u/
%odelB 'u5er
'5"endor
%odelB A%&i#ion %odelB C(C
%odelB C(CJ 0ic6
'#ar#
%odel: C(CJ
E"ec#ric '#ar#
%odelB CD 9HH ''
%odelB Da-n %odelB 0ari>%a %odel: Pa//ion
%odelB '5"endor %odelB '#ree# D"I
%odelB 'u5er
'5"endor 0'
70
RE'EARCH METHODLOG8
73
RE'EARCH METHODOLOG8
'very pro!ect wor is based on certain methodology, which is a way to systematically
solve the problem or attain its ob!ectives. It is a very important guideline and lead to
completion of any pro!ect wor through observation, data collection and data analysis
&ccording to $lifford *oody, =Research %ethodology comprises of defining A
redefining problems, collecting, organizing Aevaluating data, maing deductions
Aresearching to conclusions.>
&ccordingly, the methodology used in the pro!ect is as followsB 2
"efining the ob!ectives of the study
Eraming of )uestionnaire eeping ob!ectives in mind +considering the ob!ectives-
Eeedbac from the employees
&nalysis of feedbac
$onclusion, findings and suggestions.
74
O(JECTIVE' O! THE RE'EARCH
The first A foremost step in any research wor is to identify the problems or
ob!ectives on which the researcher has to wor on.
MAJOR O(JECTIVE
To analyze the e(isting training practices, its effectiveness and recommend measures
to improve the training practices in Hero %oto $orp.
MINOR O(JECTIVE'
To study the fre)uency of training, training methods and their effects on the
trainees and recommend certain measures for improvement.
To understand the present practices enforced in respect of training at the personnel
department and recommend any changes if necessary.
To tae feedbac and analyze the level of satisfaction amongst the employees in
respect of training activities and suggest alternatives.
'ELECTION O! 'AMPLE 'ICE
In order to tae a reasonable sample size and not to disturb the functioning of the
organization, a sample size of reasonable strength of the $ompany has been taen in
order to arrive at the present practices of training in the $ompany.
&ccordingly, 4@ emploees have been selected at random from all the departments of
the organization and feedbac forms +)uestionnaire- have been obtained. The data has
been analyzed in order to arrive at present training practices in the organization.
77
'AMPLING TECHNI?UE U'ED
The techni)ue of Rando% 'a%5"in. has been used in the analysis of the
data6Random sampling from a finite population refers to that method of sample
selection, which gives each possible sample combination an e)ual probability of being
piced up and each item in the entire population to have an e)ual chance of being
included in the sample. This sampling is without replacement, i.e. once an item is
selected for the sample, it cannot appear in the sample again.
78
TOOL' AND METHOD' O! DATA COLLECTION
To determine the appropriate data for research mainly two inds of data was collected
namely primary A secondary data as e(plained belowB
PRIMAR8 DATA
Primary data are those, which were collected afresh A for the first time and thus
happen to be original in character. However, there are many methods of collecting the
primary dataG all have not been used for the purpose of this pro!ect. The ones that have
been used areB
1uestionnaire
Informal Interviews
,bservation
'ECONDAR8 DATA #econdary data is collected from previous researches and
literature to fill in the respective pro!ect. The secondary data was collected throughB
Te(t ;oos
&rticles
Mournals
*ebsites
79
'TATI'TICAL TOOL' U'ED
The main statistical tools used for the collection and analyses of data in this pro!ect
areB
Pie $harts
Tables
'COPE O! THE 'TUD8
Training A "evelopment is the process wherein the management finds out how
effective it has been at training and developing the employees in an organization.
This study gives some suggestions for maing the present training and
development system more effective.
It gives organization the direction, how to deal differently with different
employees.
It identifies the training A development needs present among the employees.
7:
DATA ANAL8'I'
8@
DATA ANAL8'I'
In the study as said overly 4@ respondents were interviewed and analysis were drawn
on the basis of their opinions.
TA(LE 9: EMPLO8EE' INTERE'T IN T8PE O! TRAINING
P&RTI$5J&R# F,. ,E R'#P,F"'FT# P'R$'FT&H'
,F TH' M,; 03 94U
,EE TH' M,; 7 ?4U
T,T&J 3@ ?@@U
Erom the Table? and graph, it reveals that 94U of employees are interested in on2the2
!ob and only ?4U of the employees are interested in off2the2!ob.
8?
TA(LE :: METHOD' O! TRAINING ADOPTED IN THE ORGANI'ATION
P&RTI$5J&R#
F,. ,E
R'#P,F"'FT# P'R$'FT&H'
R'ER'#H'R 3 ?@U
#'F#ITIVITI ? ..4U
$,FV'RH'FT 3 ?@U
J&T'#T T'$HF,J,HI 9 .@U
$'P .0 48.4U
T,T&J 3@ ?@@U
The above stated training are the main training programmes conducted in the
organization, from the above Table. and graph 48U of the employees have attended
$'P i.e. continuous education propgramme, .@U of them have attended latest
technology, ?@U for both convergent and refresher training and Refresher training and
only ..4U have attended #ensitivity training.
8.
TA(LE ;: OPININON O! EMPLO8EE' IN CONTE2T TO TRAINING
PROGRAMME
P&RTI$5J&R# F,. ,E R'#P,F"'FT# P'R$'FT&H'
IFTR&P'R#,F&J ? 4U
IFT'RP'R#,F&J ?. 0@U
T'$HFI$&J .7 74U
T,T&J 3@ ?@@U
Erom the above Table0 and graph, it is highlight
ed that
74U of the employees opine training is helpful for their technical activities, 0@U of
the employees opine training is helpful for interpersonal activities and only ..4U said
training is helpful for intrapersonal activities.
Hence, the organization should also give priority for conducting training programmes
which can enhance the intrapersonal activities.
80
TA(LE <: 'ATI'!ACTION O! ENVIRONMENT DURING THE TRAINING
PERIOD
P&RTI$5J&R#
F,. ,E
R'#P,F"'FT# P'R$'FT&H'
I'# 09 :4U
F, ?. 4U
T,T&J 3@ ?@@U
Erom the above Table3 and graph, it can be viewed that :4U of the employees are
comfortable during the training programme, and only 4U are not comfortable during
the training period.
Thus most of the employees are comfortable during the training programme.
83
84
TA(LE =: 'ATI'!ACTION A(OUT 8HE TRAINING PROGRAMME
P&RTI$5J&R# F,. ,E R'#P,F"'FT# P'R$'FT&H'
I'# 07 :@U
F, 3 ?@U
T,T&J 3@ ?@@U
Erom the above Table4 and graph, it is analysed that :@U of the employees are
satisfied with the training programme they had and only ?@U are not satisfied with the
training programme.
Thus it can be concluded that most of the employees are fully satisfied with the
training programme conducted by the organization.
87
TA(LE D: PLACE O! THE EMPLO8EE' GETTING TRAINED
P&RTI$5J&R#
F,. ,E
R'#P,F"'FT# P'R$'FT&H'
*,RD #H,P . 4U
$J&## R,,%# ?7 0:U
$,FE'R'F$' H&JJ : .0U
,5T#I"' TH'
'#T&;JI#H%'FT ?0 00U
T,T&J 3@ ?@@U
The above are the places were the training are held, from the graph it is viewed that
4U of them were trained in wor shops, 0:U in class rooms, .0U in conference hall,
00U of them outside the establishment.
88
89
TA(LE E: OPININON O! EMPLO8EE' A(OUT TRAINER'
P&RTI$5J&R#
F,. ,E
R'#P,F"'FT# P'R$'FT&H'
?. 15&JIEI'" A
'TP'RI'F$'" .@ 4@U
.. #DIJJE5J A
DF,*J'"H'&;J' 4 ??U
0. 'F$,5R&H'"
$J&## P&RTI$IP&TI,F ? 0U
&JJ+?W.W0- ?3 07U
T,T&J 3@ ?@@U
Erom the Table8, it is analysed that 4@U of the employees view their trainers as
)ualified and e(perienced, ?..4U of them are sillful and nowledgeable, 0U of them
encourage class participation and other 07U said trainers are )ualified A e(perienced,
sillful A nowledgeable, and also encouraged class participation.
8:
TA(LE F: (EHAVIOURAL A'PECT' O! THE TRAINER'
P&RTI$5J&R# F,. ,E R'#P,F"'FT# P'R$'FT&H'
I%P&RTI&J 3 ?@U
R5"' @ @U
ERI'F"JI .9 .9U
'&#I H,IFH 9 .@U
T,T&J 3@ ?@@U
Erom the above graph and Table9 it reveals that ?@U of the employees feel that
trainers were impartial, 8@U feel that trainers were friendly, .@U feel they were easy
going and finally employees feel none of the trainers were rude that is @U.
9@
TA(LE G: TRAINING CONDUCTED IN PC'
P&RTI$5J&R# F,. ,E R'#P,F"'FT# P'R$'FT&H'
E,RTFIHHTJI @ @U
%,FTHJI ?7 3@U
15&RT'RJI 3 ?@U
H&JE I'&RJI ? 0U
&FF5&JJI ?: 38U
T,T&J 3@ ?@@U
Erom the
&bove Table: it reveals that, when all training courses are held, 3@U of them said the
fact that courses are conducted monthly, ..4U for half yearly, ?@U for )uarterly,
38.4U for annually.
9?
The table clearly indicates that most of the training programme were conducted
monthly+3@U- some of the training programs are conducted even once in a year+38.4-.
The table further reveals that no training programms is been conducted with a period
duration of a fortnight.
TA(LE 9H: DURATION O! THE TRAINING PROGRAMME
P&RTI$5J&R#
F,. ,E
R'#P,F"'FT# P'R$'FT&H'
,F' "&I ? 0U
.20 "&I# 3 ?@U
,F' *''D .. 44U
E,RTFIHHT ?0 00U
T,T&J 3@ ?@@U
&s regards the duration of the training programme, ..4U of the employees said it was
held for one day, ?@U said for .20 days, 44U said training taes place for a wee,
9.
90
TA(LE 99: EMPLO8EE OPINION A(OUT THE T8PE O! TRAINING

P&RTI$5J&R#
F,. ,E
R'#P,F"'FT# P'R$'FT&H'
*,RD #$H'"5J' 7 ?4U
P'RE,R%&F$'
&PPR&I#&J . 4U
$,FTIF,5# J'&RFIFH ?9 34U
&JJ ?3 04U
T,T&J 3@ ?@@U

Erom the Table??, it is highlighted, ?4U of the employees said training as a part of
their wor schedule, 4U of them for performance appraisal, 34U of them for
continuous learning and 04U of them vote for all.
93
TA(LE 9:: I' ORGANICATION CONDUCTING PRE@TE'T & PO'T@TE'T
P&RTI$5J&R# F,. ,E R'#P,F"'FT# P'R$'FT&H'
I'# 3 ?@U
F, 07 :@U
T,T&J 3@ ?@@U
Erom the Table?., it is analysed that the organization is not conducting regularly the
pre2test and the post2test.
It is most surprising fact inspite of its e(istence in the field for more than 023 decades
it is not taing interest in the pre2test and pro2test because out of 3@ respondents 07
respondents i.e. :@U of respondents opine that the pre and pro2test are not conducted.
94
TA(LE 9;: !EED(AC0 O! THE TRAINING
P&RTI$5J&R#
F,. ,E
R'#P,F"'FT# P'R$'FT&H'
I'# 09 :.U
F, . 9U
T,T&J 3@ ?@@U

Erom the above Table?0 it is analysed that :.U of the employees e(pressed that their
performance are evaluated and the feed bac is given, the remaining 9U e(pressed a
negative answer. It is one of the important aspects of HR" is that identification of the
type of the training re)uirements of the employees and also to evaluate their
performance of the trained worers during their post period .
It can be emphasized that the training component of the organization gives importance
for getting the feedbac about the impact of the training programme on the
employees.
97
TA(LE 9<: 'EL! E!!ICAC8 INCREA'ED (8 THE TRAINING
PROGRAMME
P&RTI$5J&R#
F,. ,E
R'#P,F"'FT# P'R$'FT&H'
I'# 04 98U
F, 4 ?0U
T,T&J 3@ ?@@

Erom the above table 98U of the employees opine is that there is an increase in their
self improvement and the remaining ?0U have not noticed any improvement.
98
TA(LE 9=: EMPLO8EE' CONCERN TO1ARD' TRAINING
ENCHANCMENT IN THE !OLLO1ING AREA
P&RTI$5J&R# F,. ,E R'#P,F"'FT# P'R$'FT&H'
?. ,P'R&TI,F&J
#DIJJ# 4 ?0U
.. 'EEI$I'F$I ?@ .4U
0. ;'H&VI,5R . 4U
3. $,%%5FI$&TI,F
#DIJJ# . 4U
4. T'&% ;5IJ"IFH 3 ?@U
&JJ+?W.W0W3W4- ?8 3.U
T,T&J 3@ ?@@U
It is seen from the graph that ,training has enhanced in the following areas lie ?..4U
in operational sills for few employees, .4U in efficiency for others, 4U in ;ehaviour
for others, 4U in communication, ?@U in team building for few employees and other
30U feel that training has enhanced them for all the areas stated.
99
!INDING'
9:
!INDING AND INTERPRETATION
The ma!or findings of the pro!ect are enumerated as followsB
Training is considered as a positive step towards augmentation of the nowledge
base by the respondents.
The ob!ectives of the training programmes were broadly nown to the respondents
prior to attending them.
The training programmes were ade)uately designed to cater to the developmental
needs of the respondents.
#ome of the respondents suggested that the time period of the training programmes
were less and thus need to be increased.
#ome of the respondents also suggested that use of latest training methods will
enhance the effectiveness of the training programmes.
#ome respondents believe that the training sessions could be made more e(citing if
the sessions had been more interactive and in line with the current practices in the
maret.
The training aids used were helpful in improving the overall effectiveness of the
training programmes.
The training programmes were able to improve on2the2!ob efficiency.
#ome respondents also recommended that the number of training programmes be
increased.
:@
RECOMMENDATION'
:?
RECOMMENDATION'
;ased on the data collected through the )uestionnaire and interactions with the
employees of Hero %oto $op. the following recommendations are made for
considerationB
$ompany may utilize both sub!ective and ob!ective approach for the training
programmes.
$ompany may consider deputing each employee to attend at least one training
programmes each year.
The In2house training programmes will be beneficial to the organization as well as
employees since it will help employees to attend their official wor while undergoing
the training.
$ompany can also arrange part time training programmes in the office premises
for short durations, spanning over a few days, in order to avoid any interruption in the
routine wor.
$ompany can arrange the training programmes department wise in order to give
focused attention towards the departmental
:.
CONCLU'ION
:0
CONCLU'ION
In Hero Mo#o Co5 training is very helpful towards organization and employees. The
employee attended training programme of the company the were also benefited by it
in terms that their performance increased, also almost 8@U of the employees also
found changes in terms of productivity i.e they gained more professional nowledge
also almost all of them can discuss their needs with their superiors. *e can therefore
say that training programs discuss their needs with their superiors. *e can therefore
say, that training programs are not only beneficial for the company but also beneficial
for the employees woring and personal life. Therefore training programs should be
implemented in every organization for the survival in the world and achievement of
the ob!ectives.
:3
LIMITATION'
:4
LIMITATION'
There are certain limitations, which cannot be ruled out after taing all possible
precaution regarding the basic rules of personnel departments.
Eirst of all, the scope of study is limited as Training and "evelopment program for
the organization.
The sample size was small here, the conclusion might not be right for the
remaining employees.
Fo consolidate date availableG means students depend upon the secondary data.
Research is based on H'R, %,T, $,RP., J5$DF,* only.
:7
ANNE2URE
:8
(I(LIOGRAPH8
D &shwathappa, +?::8- Human Resource and Personnel %anagement, Tata
%cHraw2 Hill ?0?2?87
$hris "ues, +.@@?- Recruiting the Right #taff
Mohn %. Ivancevich, Human Resource %anagement, Tata %cHraw2 Hill, .@@3
#teve Dneeland, +?:::- Hiring People, discover an effective interviewing
systemG avoid hiring the wrong person, recruit outstanding performers
#tone, Harold $ and Dendell, *.' 'ffective Personnel #election Procedures,
?:47
?. Tata %otor Training %anual
.. H. R. %anager %anual
The Industrial #ociety
0. Training 'valuation Hand ;oo
Mac. M. Phillips
3. Training 'valuation in India
Primila A Virmani
4. www.heromotocorp.com
?UE'TIONNAIRE
:9
?UE'TIONNAIRRE ON E2ECUTIVE TRAINING AND
DEVELOPMENT IN HERO MOTO CORP:
9* Ho- %an$ #rainin. 5ro.ra%%e/ +a4e $ou a##ended in "a/# = $ear/K
?. @24
.. 72?@
0. ?@2?4
3. %ore than ?4
:* T+e 5ro.ra%%e o&Aec#i4e/ -ere 6no-n #o $ou &efore a##endin. i#.
?. #trongly agree
.. %oderately agree
0. $an<t #ay
3. %oderately "isagree
4. #trongly "isagree
;* T+e #rainin. 5ro.ra%%e -a/ re"e4an# #o $our de4e"o5%en#a" need/.
?. #trongly agree
.. %oderately agree
0. $an<t #ay
3. %oderately "isagree
4. #trongly "isagree
::
<* T+e 5eriod of #rainin. /e//ion -a/ /ufficien# for #+e "earnin..
?. #trongly agree
.. %oderately agree
0. $an<t #ay
3. %oderately "isagree
4. #trongly "isagree
=* T+e #rainin. %e#+od/ u/ed durin. #+e #rainin. -ere effec#i4e for
under/#andin. #+e /u&Aec#.
?. #trongly agree
.. %oderately agree
0. $an<t #ay
3. %oderately "isagree
4. #trongly "isagree
D* T+e #rainin. /e//ion/ -ere eIci#in. and a .ood "earnin. eI5erience.
?. #trongly agree
.. %oderately agree
0. $an<t #ay
3. %oderately "isagree
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.. %oderately agree
0. $an<t #ay
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4. #trongly "isagree
F* T+e #rainin. -a/ effec#i4e in i%5ro4in. on@ #+e@ Ao& efficienc$.
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.. %oderately agree
0. $an<t #ay
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G* In $our o5inionB #+e nu%&er/ of #rainin. 5ro.ra%%e/ or.ani>ed durin. #+e
$ear -ere /ufficien# for officer/ of HAL.
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0. $an<t #ay
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0. $an<t #ay
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9:* T+e #i%e "i%i# of #+e #rainin. 5ro.ra%%e -a/ /ufficien#
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0. $an<t #ay
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9;* T+e #i%e "i%i# of #+e #rainin. 5ro.ra%%eB if increa/ed -ou"d %a6e i# %ore
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0. $an<t #ay
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4. #trongly "isagree
9<* T+e #rainin. -a/ effec#i4e in i%5ro4in. $our on@#+e@Ao& efficienc$.
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.. %oderately agree
0. $an<t #ay
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9=* T+e #rainin. aid/ u/ed -ere effec#i4e in i%5ro4in. #+e o4era"" effec#i4ene// of
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9D* T+e nu%&er of #rainin. 5ro.ra%%e/ or.ani>ed for -or6er/ in a $ear are
/ufficien#.
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.. %oderately agree
0. $an<t #ay
3. %oderately "isagree
4. #trongly "isagree
9E* T+e 5ar#ici5a#ion of -or6er/ in #rainin. 5ro.ra%%e -ou"d +e"5 increa/e i#/
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.. %oderately agree
0. $an<t #ay
3. %oderately "isagree
4. #trongly "isagree
?@3