Minor Project Report On Training & Development Completed In Envirotech Instruments Pvt. Ltd.

Submitted In Partial Fulfillment Of the Requirement Of Bachelor of Business Administration Supervisor Mr. Dhawal Chowdhary Assistant Professor BCIPS, Dwarka Submitted By: Dharam Singh Bohra ENR. No.01861201709 Batch : 2009-2012

Submitted To: Banarsidas Chandiwala Institute of Professional Studies, Dwarka, New Delhi (Affiliated to Guru Gobind Singh Indraprastha University)

ACKNOWLEDGEMENT

I would also like to thanks college faculty for cooperating with me and be there whenever I needed their kind support and help. Last but not the least I would like to thank all the respondents who took out time from there busy schedules to help me in my project, this project could not have been a success without them.

DECLERATION

I hereby declare that this Minor Project Report titled training and development at Envirotech Instruments Pvt. Ltd. submitted by me to Banarsidas Chandiwala Institute of Professional Studies, Dwarka is a bonafide work undertaken during the period from 26 May 2011 to 16 August 2011 by me and has not been submitted to any other University or Institution for the award of any degree diploma / certificate or published any time before.

(Signature of the Student)

Date: 16/08/2011

Name: DHARAM SINGH BOHRA Enroll. No.: 01861201709

Table of Content
Chapter Topic Page no.

Executive Summary
Globalization and liberalization have made companies across the world face cutthroat competition from one another .The customer demands and the expectations from the companies are on a consistent rise. This compelling situation gives organizations every reason to feel the great need for tailoring more effective ways of delivering value to the organization by way of developing people. This demands attention to be paid to the activity of Training and Development in the company and to treat it as an inherent part of the organizational strategies and policies. This project is a study on the Training & Development practices followed at EIPL Any training process involves Training Need Identification, Training Design, Training Delivery and finally, Training Evaluation At EIPL, the following are some methods of capturing training inputs: Identifying Departmental Needs through meetings with departmental heads, Individual Needs gathered from the Performance Management System. (PMS),Training needs identified through training effectiveness feedback forms which gives provision to the employee to indicate training requirements and Training needs identified from the knowledge and skill matrix. Based on the above training needs, both short term and long term training plans are developed on an individual as well as departmental basis. The annual calendar is then made which is usually available by the end of March or First week of April. The next step would be to obtain the right training sources and deliver the training programs. Chiefly, the types of training programs are conducted are: Technical, Behavioral. , Organization specific and Training on Imbibing Values. The last phase in any training process is the Training evaluation. The main thrust of the project study was on the evaluation of the effectiveness of the program. Evaluation of a training program is very critical to ensure that training input is effective. The amount of time and money involved in training calls for effective evaluation of training programs. The programs should be such that the trainer and the trainee are benefited. At EIPL the Training Evaluation process includes:

Data Collection: Collection of the relevant information from the participants who have attended the training program. The participants of the training program belong to the cadre of D1 and above Grade. It also involves collection of information from the superiors who evaluate their subordinates on the training program attended; this is usually done 3 months from the date of the training program. This was done through feedback forms in the form of questionnaires to evaluate the effectiveness of the training program. Analysis & Interpretation: The collected data was analyzed and interpreted both statistically and qualitatively in order to measure the training effectiveness As stated earlier, one of the methods of identifying Training Needs at EIPLwas through the Knowledge and Skill matrix. The latter part of the project study was an understanding of how exactly training needs are identified from the Knowledge and Skill matrix. This involved a detailed Quantitative analysis which included calculation of a figure known as the Capability Index, Skill /Competency level and Demand. The Capability index is basically a measure of the potential that an employee possesses regarding a particular competency which he/she requires to perform his day to day tasks. It examines the difference between the actual and desired competency levels of employees and helps in identifying training needs. The Capability index was calculated for every employee across different departments.

CHAPTER 1 INTRODUCTION
Companies have access to the same tools, raw materials and markets as their competitors. One of the few remaining advantages that businesses retain is their ability to squeeze more out of the input by applying another input-knowledge-in a more cost effective, productive fashion. Today with almost all companies providing some or the other type of training to their employees, employee training has become far more prevalent than it used to be earlier. For some companies training is a very familiar process, where entire departments are devoted to conducting both initial and ongoing employee training programs, while others bring in outside consultants to conduct employee training sessions. A few companies are genuinely committed to enhancing the skills and competencies of their work force while others conduct training primarily to meet job safety regulations. Sadly, many companies are not serious about the purpose of conducting training. Regardless of the reasons or level of commitment to the process, the need for employee training has increased significantly in recent years. This increase is directly related to the rapidly expanding use of technology within society in general and business industry in particular. Companies are beginning to recognize that learning truly is a lifelong endeavor and developmental activities such as employee training have a profoundly positive impact on job satisfaction, productivity, and ultimately , overall profitability. The fact is that training, when carefully developed and appropriately implemented, can have a desirable impact on the bottom line. No matter where, when, why, how and for whom the training program is conducted, an effective training exercise must be a teaching method that advocates principles and practices of learning as its core focus. The act of training, by way of effective learning ,should always work in a macro perspective with a view to help employees acquire skills relating to basic knowledge and expertise ,skills to handle complex problems departmental problems and organizational problems as a whole. Every employee believes in seeing a better tomorrow-and that is why a knowledge worker always seeks training opportunities for career development and, thereby gain advantage in his area of specialization.
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This project study named Training and Development at EIPL was carried out Chapter 2 gives a brief description about the company and their business. The project study covered over duration of 3 months concentrated primarily on 2 areas. The first phase was on Training evaluation and the latter phase was on Training Need Identification from the Knowledge and Skill matrix. Chapters 3,4,5,6 and 7 deal with the concept of Training and Training evaluation where as Chapters 8,9,10, 11 deal with Training Need Identification. What exactly is training? What are the various steps involved in a training process? These Questions are dealt with in Chapter 3. Chapter 4,Training evaluation, discusses how to evaluate training programs and how exactly the process of training evaluation is carried out at EIPL. Chapter 5 Quantitative Analysis, includes a quantitative approach to monitor the training effectiveness of the Training programs. Chapter 6 is a graphical representation of the numbers that were crunched in chapter 5. In order to monitor the Training effectiveness, the Data collected had to be analyzed not only quantitatively but qualitatively as well. The Qualitative feedback that was obtained from the participants as well as the superiors is discussed in Chapter 7. The Second phase of the project study involved an understanding of how training needs are identified from the Knowledge and Skill matrix. Chapter 8,Needs Assessment, discusses how to identify when Training is appropriate. Chapter 9 briefly discusses the concept of Capability Index and how it has been used to Identify Training needs. Chapter 10 Quantitative Analysis focuses on the calculations that were involved in determining the figures-Capability Index, Skill/Competence Level and Demand. This was mainly carried out for 2 departments namely Mould shop &Assembly and Paint shop. Chapter 11-looks at a Graphical representation of the Capability Index calculated for 4 departments-Paint Shop, Mould shop & Assembly, BD and Tooling. Chapter 12-Other Assignments briefly discusses additional exercises which were done during the course of the project study. Chapter 13 looks at the Recommendations made towards the project study. Chapter 14- Contains the Conclusion of this project study. The objectives, scope, limitations of the project study and the methodology followed are explained briefly in the following pages.
8

OBJECTIVES
The primary objective of this project study was to get a rich understanding and get hands on experience of the Training and Development practices of employees at EIPL. In order to provide the right training to the right employees, competency gaps between the actual and desired performance of the employee need to be identified. This study aimed at understanding how Training needs are identified from the Knowledge and Skill matrix .The project also sought to understand concept of the Capability Index and how it can be used to identify Training Needs. The project also aims at learning how to coordinate and facilitate the actual execution of training programs-deciding the time, the venue, the faculty and other administrative arrangements and preparing training calander. Another objective of this study was to understand the concept of training evaluation and to monitor the training effectiveness of the training programs conducted. As a coordinator of the training and development activities at EIPL it is necessary to ensure that the target of 100 man days per month are achieved and that every employee in the organization has an opportunity to attend the training programs.

Training refers to a planned effort by a company to facilitate employees learning of job related competencies. These competencies include knowledge, skills, or behaviors that are critical for successful job performance. The goal of training is for employees to master the knowledge, skill, and behaviors emphasized in training programs and to apply them to their day to day activities. For a company to gain a competitive advantage, its training has to involve more than just basic skill development. [J.B Quinn, P.Anderson, and S.Finkelstein (1960)] Any training process involves the following 4 functions:

Training Needs Identification

o Training Design
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o Training Delivery o Training Evaluation

TRAINING NEEDS IDENTIFICATION: Management can determine a need for training by answering four questions: 1. What are the organizational goals? 2. What tasks must be completed to achieve these goals? 3. What behaviors are necessary for each job incumbent to complete his or her assigned tasks? 4. What deficiencies, if any, do incumbents have in skills, knowledge, or attitudes required to perform the necessary behaviors?

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Literature review
For the Participants: The participants can derive the maximum benefit from the training programs conducted. The techniques and the concepts talked about in the training programs are of much relevance to the participants and can be applied back on their current jobs, as well as it leads to their overall development. The participants belong to the cadre from the D1 and above Grade.

For the Superiors: It was evident from the interactions with the superiors, that the training programs which help in the overall development of the participant, also helps them in their current jobs in line with enhancement in the divisional/departmental productivity, work efficiency, quality enhancement, leading to the accomplishment in organizational goals and objectives. Scope of Needs Assessment: The scope of Needs Assessment depends on various pressure points such as legislation, lack of basic skills, poor performance, higher performance standards etc. If the points seem to be local and has a potentially small impact on the business then the information gathering part of needs assessment should consist of a few interviews with managers and employees. If the points have a larger impact on the business, then more information gathering should be conducted. By being attuned to business problems, technological advancements, and other issues facing the organization, one will be able o anticipate Training needs.

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Company profile

What advances a nation or community is not so much to prop up its weakest and most helpless members, as to lift up the best and most gifted, so as to make them of the greatest service to the country. Envirotech is a leading Indian manufacturer of Air Pollution Monitoring Instruments. Our current product range includes Stack Sampling systems, High Volume Samplers, PM 10 Samplers, Weather Monitors and Personal Samplers. Envirotech has a dominant share of the Indian market with customers ranging from State Pollution Control Boards, leading environmental consultants and several hundred private and public sector industries spread all over the country.

Envirotech uses its own 5000 square feet industrial premises at New Delhi to manufacture these systems. Fifty staff comprises of fifteen engineers and scientists, twenty-five technicians and balance administrative and marketing personnel. Our Center for R&D is recognized by the Department of Scientific and Industrial Research, Govt. of India and is currently working on the development of a PM 2.5 sampler. An Organic Vapor Sampler developed last year is currently under evaluation as a sponsored project at the National Environmental Engineering Research Institute (NEERI), Nagpur. The Center for R&D also takes up challenging studies in the field of Air Pollution Measurement and Dispersion
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Modeling. Product focus for appropriate technology The modern Instrumentation field has been invaded by processor chips and automation, yet often the equipment has degenerated into hi-tech black boxes incompatible to the harsh operating environment in developing countries. Besides being expensive, automated instruments are based upon secondary properties which require calibration and support facilities often not available in the local markets. Envirotech has therefore, consciously based its instruments on primary / standard methods by US EPA and WHO. Wherever necessary, features have been added to make the systems suitable for hot weather and sometimes erratic power supply. For example, gaseous sampling units of our Stack Monitors, Sequential Samplers and High Volume Samplers have insulated cold boxes surrounding the wet-bubblers to ensure complete absorption of gaseous pollutants.

R&D To maintain its leadership in the field of air monitoring, Envirotech has continuously upgraded its instruments and endeavored to introduce better technology. To support the in house R & D effort, the company has developed close associations with a number of leading experts in important national institutes like IITs, Roorkee University, NEERI, and NPL, Recent efforts have led to the addition of an Organic Vapor Sampler and a PM 2.5 Fine Particulate Sampler to our product range. Envirotech's in house R & D center has won recognition from the Department of Scientific and Industrial Research, Government of India.

13

Strong emphasis on reliable calibration Besides strengthening the development effort, Envirotech has sought institutional support in calibrating its equipment. Flow metering devices used in Envirotech's Stack Monitors and High Monitor Samplers are periodically calibrated at IIT Delhi in test rigs developed for the purpose. The Wind Monitor has been wind tunnel tested at IIT Delhi. Sophisticated techniques like scanning electron microscope and laser particle counters have been used to evaluate our Respirable Dust Sampler's particle size cut-off.

Exports With increasing urbanization the need for pollution monitoring instrument has been felt by our neighboring countries. Over the past few years instruments worth Rs. 5 million have been exported by our export division, Envirotech International, to neighboring countries, the Middle East and the Far East . Besides providing instruments in Bangladesh and Nepal teams from Envirotech have actively participated in vehicular Smoke Surveys and helped local manpower.

Training Even the best equipment can give erratic results if it is not handled properly, due to a dearth of trained manpower. Envirotech has therefore made consistent efforts to help train our users and their staff by organizing several short courses and workshops all over the country in locations like Ghaziabad, Patiala, Parwanoo, Raipur, Baroda, Indore, Hyderabad, Chennai, Salem, Kolkata, Guwahati, Shillong and NepalKathmandu. These courses have often been co-sponsored by the pollution control boards and also included faculty from local universities and engineering colleges.

14

EIPL PRODUCTS: Products: The Company manufactures a variety of products at its state-of-the-art plant in technical collaboration with Faurecia Industries, France. It can provide world-class interior and exterior products with contemporary styling and finish. Envirotech Instrumentshas a long track record as Indias leading manufacturer of Air Quality Monitoring Instruments. The company has recently forged alliances with some of the worlds leading manufacturers of Continuous Air Quality Monitoring Systems and our Online Instruments division now provides fully automated Air Quality Monitoring Stations besides individual Analyzers for all the important Air Pollutants.

Samplers

Continuous Air Quality Monitoring Systems

Emissions from Stationary Sources

( + ) Analyzers for Inorganic Pollutants

( + ) Community Air Quality

- Products from Ecotech, Australia

- PM10 / Respirable Dust Samplers

SO2 NOX CO Ozone PM10 / PM2.5

APM 460 BL APM 460 NL APM 460 NLDX APM 541

( + ) Analyzers for Organic Pollutants

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- Gaseous Sampling Attachments

APM 411 APM 411 TE

- Products from Synspec, Holland Benzene/Toluene/Xylene (BTX)

Methane + Non Methane(Total HC)

- PM2.5 / Samplers APM 550 - Organic Vapor Sampler APM 856 - Soap Film Calibrator - Top Loading Calibrator

Toxic Organics

( + ) Meteorological Parameters

Wind Speed Wind Direction

- Sound Level Meter

- Meteorological Instrument and Sensors

Temperature / Humidity

Solar Radiation Rainfall Vertical Wind Speed

Datalogger

Wind Speed & Direction

Temperature Relative Humidity Solar Radiation Rainfall

Barometric Pressure Sensor

( + ) Shop-floor Air Quality

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- APM 800 Personal Sampler for Particulates & Fibers

- APM 821 Handy Sampler for gaseous pollutants

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SWOT ANALYSIS

STRENGTHS:
The company has some its own strengths and competencies. They are as under: Good brand image in the market. Market leader in quality. Conducts training activities
Strong motivation

Good dealership network and area officer. Low power cost in manufacturing.

WEAKNESS:
Everyone should have its own weaknesses like this company also has some weaknesses. They are:
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 Inconsistency in appearance. No direct contact with seniors. Weakness core expertise on prevention maintenance.

OPPORTUNITIES:
The company has some opportunities in future for its growth. They are mentioned as under: The company has a good share in the market. The company maintains employee relationship. Can capitalize an upswing in market demand because of all India presence.

THREATS:
The company has some threats by competitors, market environment and some legal & political changes. They are mentioned as under: Strong Competitors of envirotech are Geinstruments, kibron, globalspec, macartney Competitors product price is low in comparison to Gentech products. More increase in competition. Non exclusively with dealers.

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LIMITATIONS OF THE STUDY

It was seen that getting appointments with the superiors as well as with the participants was a difficult task as they were usually tied up with work. It was also seen that 100 % adherence to the Training calendar was not present as training programs would sometimes get cancelled due to unavailability of faculty etc. Mostly reaction-level evaluations are used to asses training effectiveness; hence when the immediate reactions of the participants are captured right after the training program, it is very important that they fill in the feedback forms carefully. However this rarely the case, with participants sometimes leaving many fields entirely blank.Also, Employees (trainees) have a tendency to underestimate their skills before training and over estimate their skills post training to validate their participation in the training program. In this way it is seen that it is difficult to comprehensively evaluate or capture the effectiveness of a training program. With Respect to the Training Need Identification, it was found that the competencies in the Knowledge and Skill matrix for different employees within the same department and same grade differed. This made calculations related to the Capability Index very tedious.

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RESEARCH METHODOLOGY
The Methodology has been explained in 2 parts: one with respect to Training Evaluation and the next with respect to the exercise carried out on Training Need Identification. Methodology Used for Training Evaluation: DATA COLLECTION: The first milestone for any research is the data collection work. In order to make this journey more effective, the course contents of the program were referred to get an idea of the training provided. Also, some of the training programs were attended. A questionnaire was used for the participants, in order gather information regarding the effectiveness of the training programs, their relevance to the participants current job profile, an edge to enhance their skills and ability etc, Data was also collected from the superiors regarding the training programs attended by their subordinates- Aspects like Learning, Behavioral Change , Impact on organizational effectiveness with respect to the employees(who attended the training)are looked into. For Superiors a different questionnaire was used. 1. Methods of Data Collection: The term method of data collection refers to how the researcher obtains the data to be used for answering the research question.
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Some methods of Data collection are: through Questionnaires, Observations and Secondary Data. At EIPL, Primarily, the data for monitoring training effectiveness was collected from the feedback forms (both for the participants as well as the superiors) which were in the form of a questionnaire. For the participants: Program And Faculty Evaluation Feedback form: The immediate reactions of the trainees (participants) regarding the training program and the trainer are collected and the training is rated on a 5 point likert rating scale. The participants have to give feedback on areas such as -program evaluation, related to the program content and the administrative arrangements, the faculty evaluation related to the trainers. Feedback was also collected regarding the overall evaluation of the training program. For the Superiors: The long term outcomes of the training programs are evaluated through a superior feedback form. A superior feedback form is a method of evaluation of the training programs where in which the superiors of various departments act as evaluators and rate the training effectiveness of the employee on a 4 point rating scale. This is done after a reasonable span of time (usually 3 months i.e., every quarter) .In the superior feedback form attributes like Learning, Behavioural change, Skill enhancement, Impact on organizational effectiveness of the employee are evaluated in order to measure how effective the training program has been and whether it has actually benefited the employee and whether it has a made any impact on his/her current job. Once the data is collected a Statistical as well as a qualitative analysis is done.

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GRADE STRUCTURE :
Description E8 E7 E6 E5 E4 E3 E2 E1 D3 D2 D1 Generic Designation President Excutive Vice President Senior Vice President Vice President Senior General Manager General Manager Deputy General Manager Senior Manager Manager Deputy Manager Assistant Manager

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3. DATA INTERPRETATION

Overall Satisfaction & faculty evaluation:

A score of 3.5 and above for overall satisfaction and overall faculty evaluation is considered very good, that the program was successful and the participants could grasp the concepts and techniques imparted in the training programs in their current job. It suggests that the participants were satisfied with the content of the training program as well the coordination and administrative arrangements for the training program. With respect to the overall faculty evaluation, it implies that the participants felt that the trainers had adequate knowledge on the subject and that the trainers communicated the matter in an effective manner.

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Methodology Used for Training Needs Identification: 1. Data Collection: Collection of the Relevant from the knowledge and skill matrix for each employee across the various departments in the organization. The knowledge and Skill matrix of each employee across all departments like Paint Shop, mould shop, Tooling, Engineering and business development etc was referred to in order to calculate the Capability Index and identify the Training Need. 2. Quantitative Analysis: (i)Calculation of the Capability Index: Capability Index = (Actual skills of the employee/Desired Skills of the employee)*100 Scale of Rating Under Training Aware User Proficient UT A U P Coding 0 1 2 3 The Actual and Desired skills were rated according to the following:

The Capability index was calculated for each employee in a department across all the departments in the organization
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(ii)Calculation of Demand: This figure was calculated in order to determine whether a particular skill/competency was highly or lowly demanded. This figure was calculated for each Competency required by the employees in a particular department. Demand = Sum of Desired Skills/ Number of employees.

(iii)Calculation of Skill and Competence Level: Skill /competence level= (Sum of the Actual competency levels of employees in department)/ (sum of the Desired competency levels of employees in a department)*100. 3. Data interpretation: If an employee has a Capability Index of greater than 75- he is considered to be highly competent and skilled- He can be assigned to higher Responsibilities or given a promotion etc.If an employee has a Capability index that is less than 60 it shows that he is still not sufficiently competent to handle the tasks that his job requires. Hence he should be given Training in order to improve his skills.While calculating Demand if a particular competency has a Demand of greater than 1.5-it is considered to be a highly demanded competency/ skill. Whereas if the Demand is less than 1 it is considered to be a lowly demanded competency/skill. While calculating the sill and competence level , if the Skill and Competency level is greater than 75 it shows that the employees in a particular department are relatively strong in that particular competency.If the Skill and Competency level is less than 60 it goes to show that the employees in a particular department are relativity weak in that particular competency. Only if a particular skill is BOTH a weak skill AND a highly demanded skill, does it constitute a Training Need.

WHAT IS TRAINING?
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Training Needs Identification is an essential first step in management development if one wishes to achieve the greatest improvement in performance and best value from your investment in training, development, practical experience or networking. A comprehensive training needs analysis is the basis for designing a cost effective management or talent development program. This can incorporate a 360 feedback survey, or an analysis of current corporate needs. For senior individuals an intensive interview program. At EIPL, the following are some methods of capturing training inputs: -Identifying Departmental Needs through meetings with departmental heads. -Individual Needs gathered from the Performance Management System. (PMS) -Training Desire: Training needs identified through training effectiveness feedback forms which gives provision to the employee to indicate training requirements. - Individual Development plan. -Training needs identified from the knowledge and skill matrix. TRAINING DESIGN: A training design is a blueprint for a training event or experience. It is a detailed plan for what we will do, why we will be doing it, and the best ways to reach our training objectives. Any training design would include the following eight steps: Step 1. Define purpose of the training and target audience Step 2. Determine participants needs Step 3. Define training goals and objectives Step 4. Outline training content Step 5. Develop instructional activities Step 6. Prepare the written training design Step 7. Prepare participant evaluation form(s) Step 8. Determine follow-up activities for the event

TRAINING PROCESS IN ACTION:

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The figure below is a pictorial depiction of how a training process works:

Identify Training Needs.

Chalk out the detailed Training time Schedule.

Identify and nominate the Trainee.

Identify & correctly select the right training program.

Manage Resources

Conduct the training exercise.

CHAPTER 6
Evaluate the Training.

GRAPHICAL REPRESENTATION-I
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The Graphical representation of the Training Effectiveness Analysis is shown below. Note: Graphical Representation 1: is with respect to the overall satisfaction and faculty evaluation. Graphical Representation 2: is with respect to the overall satisfaction index and the overall faculty evaluation index. The Analysis has been done for the year 2010-11 and has been segregated into 4 quarters: Quarter 1-Apr to June 10 Quarter 2-July to Sept 10 Quarter 3-Oct to Dec 10 Quarter 4-Jan to Mar 11 Graphical representation 3: shows two Trend Charts- Chart 1-Depicting the Adherence to the Training calendar and Chart 2-Depicting the Number of Training man days.

GRAPHICAL REPRESENTATION 1

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Quarter 1(April-June 10)

Fig 1.1- Overall satisfaction and overall faculty evaluation for Quarter1.

Quarter 2 (July-Sept 10)

Fig 1.2- Overall satisfaction and overall faculty evaluation for Quarter 2

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Quarter 3 (Oct-Dec 10)

Fig 1.3- Overall satisfaction and overall faculty evaluation for Quarter 3.

Quarter 4 (Jan-March 11)

Fig 1.4- Overall satisfaction and overall faculty evaluation for Quarter 4.

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GRAPHICAL REPRESENTATION 2 Quarter 1 (April-June 10)

Fig 2.1- Overall satisfaction index and overall faculty evaluation index for Quarter 1.

Quarter 2(July-Sept 10)

Fig 2.2- Overall satisfaction index and overall faculty evaluation index for Quarter 2.
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Quarter 3 (Jan to Feb 11)

Fig 2.3- Overall satisfaction index and overall faculty evaluation index for Quarter 3.

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Quarter 4 (Jan-March 11)

Fig 2.4- Overall satisfaction index and overall faculty evaluation index for Quarter 4.

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GRAPHICAL REPRESENTATION 3TREND CHARTS

Fig3.1 Adherence to Training Calendar

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CHAPTER 7 QUALITATIVE FEEDBACK

For the above programs, qualitative feedback was also collected from the participants as well as the superiors in terms of:In case of Participants:-

Relevance of the program to their work- whether the training session would help them develop skills that would facilitate their work. Feedback was also collected in terms of how the participants would actually apply what they learnt and what project they would propose to take up as a result of the training. In case of the Superiors:Whether any learning took place i.e. whether concepts, ideas explained during the training were assimilated by the employee Feedback was taken from the superiors as to whether there was any enhancements in the skills during the participants day to day execution of the work. Feedback was also collected in terms of whether the training program helped Contribute to positive results such as increase in Divisional/Departmental productivity, quality, work efficiency and cost effectiveness.

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CHAPTER 8 TRAINING NEEDS ASSESSMENT

Training Practices involve the use of a training design process. The design process begins with needs assessment. Needs Assessment refers to the process used to determine whether training is necessary. Needs analysis typically involves organizational analysis, person analysis, and task analysis. An organizational analysis considers the context in which training will occur. That is organizational analysis involves determining the appropriateness of training, given the companys business strategy, its resources available for training, and support by managers and peers for training activities. Person analysis helps to determine who needs training. Person analysis involves (i) Determining whether performance deficiencies result from a lack of knowledge, skill, or ability(training issue)or from a motivational or work design problem,(ii) identifying who needs training,(iii)determining employees readiness for training. Task analysis identifies the important tasks and knowledge, skills and behaviors that need to be emphasized in training for employees to complete their tasks. 8.1 What is a Training Need? Training Need can be defined as the gap between the actual performance and the desired performance of the employee. It can also be described as the gap between current abilities and job requirements that can be closed by training. Broadly there are 2 categories of Training 1. Training needs of the organization. 2. Training needs of the individual employees Sometimes, organizational Training needs and employee training needs are identical but not always.The training needs of an organization have to do with the requirements to meet the organizations objectives. In other words , the unique required for the job within a company are organizational training needs .it is a specialized ability unique to the job-that typical ne
37

employees cannot be assumed to have learned elsewhere. On the other hand, individual employee training needs are those that are required by a specific employee. The purpose is to improve performance, to be eligible for other jobs or to acquire specific skills or abilities that other employees may have. 8.2 Training Needs Analysis As the name suggests the TNA is an attempt to understand the training needs in an organization. The analysis presents an approach to identify the gap between the existing performance level in the employees and the desired level of performance to achieve the organizational goals. In other words, it identifies the gaps in the knowledge, skills and attitudes of the work force and indicates the training inputs required to improve the employee performance. It is essentially the diagnostic tool for the trainers. Ideally, approach to training need analysis is customer oriented .A structured TNA is an iterative process, it starts with a problem and returns to the problem at the end. Throughout the analysis, the chief point of reference of TNA is the problem and how to solve it. The customer approaches the trainer because he would like to solve the problem there is always a desired outcome and the recommendations made at the end of the TNA should permit the outcome to be materialized. Broadly speaking the TNA will be expected to address a mismatch between the actual performance and the desired performance .Another variation is to take a long term view- a mismatch between anticipated performance (based on current trends) and desired future performance. The role of TNA would be to suggest strategies, tactics and techniques to address the identified training needs.

Lev el

Desired Skill level GAP= Training Need

Actual skill level Skill

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CHAPTER 10 QUANTITATIVE ANALYSIS II

The calculations for Skill and Competence level as well as Demand have been shown below. Due to space constraint only 2 Departments - Paint shop and Mould shop & Assembly have been shown. Department: Paint Shop

Knowledge Process Controls Material Flow In Paint Shop TS16949,ISO14000/Improv ements Pretreatment in Plastics Shade Matching Effective communication Painting Systems

Skills
Planning&Organising

Skill/Competence Level Demand

Competency

72.9 2.8

63.4 2.4

70.5 2.6

69.0 2.5

57.9 2.2

70.7 2.4

70.2 2.8

66.7 3.0

Co-coordinating 67.4 2.5

Interpersonal

Cost Control

Leadership

68.3 2.4

The Scale used is: Skill / Competency level >75- Strong Skill <60- Weak Skill Demand >1.5 Highly Demanded skill <1-Lowly Demanded Skill
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As seen earlier only those competencies which are both highly demanded and weak, constitute Training Needs. For the Paint Shop Department it is seen that only one competency i.e, TS 16949/ISO140001 improvements will constitute a training need.

Department: Mould shop & Assembly

KNOWLEDGE Plastic injection&Moulding Process TS16949,ISO14000&TAE M Assembly Techniques Lean Manufacturing Managerial Skills Trouble Shooting

SKILLS Computer Operation Interpersonal Skills Presentation Skills 64.3 1.9

Competencies

Skills/ Competence level Demand

72.5 1.9

55.6 1.5

56.1 1.6

50.9 1.5

Six sigma 28.3 1.3

100.0 0.1

62.3 1.9

81.7 2.0

83.6 1.5

From the above calculated values for Skills /competence level and Demand we can see that3 competencies, namely,Assembly Techniques, Lean Manufacturing and TS16949, ISO14000&TAEM are areas which are both highly demanded and weak competencies. Hence Training programs should be conducted in those areas. The above Calculations were done for all the departments in the organization.

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CHAPTER 12 OTHER ASSIGNMENTS

Ayushman Bhava-Birthday Celebration: One of the employee motivational Tools used at EIPL is an event known as Ayushman Bhava which is the birthday celebration of the employees at EIPL.Ayushman Bhava is celebrated at the end of each month where the Birthdays of employees which fall in a particular month are celebrated. The project involved organizing the event in the months of June and July. It involved making arrangements regarding venue, refreshments, organizing games, Gift distribution etc.

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CHAPTER 13 RECOMMENDATIONS
A coded identity for the participant in order to facilitate a more open feedback. Training implementation by participants to be displayed in a motivational manner in order to motivate the future participants. A training brochure covering the details of all the programs in brief. Customized programs for different divisions. Customized questionnaire for different programs. Contents of the training program should also be communicated to the superiors Apart from the feedback forms, an informal feedback session should be conducted immediately after the program with the trainer, the HR coordinator and the participants so that their suggestions can be considered for improving the course.

While preparing the Knowledge and Skill matrix, Employees within the same department under the same grade should have the same competencies. This makes any analysis based on the knowledge and skill matrix simpler.

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CHAPTER 14 CONCLUSIONS
This project study titled-Training and development at EIPL has been an excellent learning venture all the way, with respect to understanding Training and Development practices followed in Manufacturing set ups. Training and Development activities are designed, considerable cost withstanding, to impart specific skills, abilities and knowledge to employees. After a training program has been implemented, the organization should evaluate the program. This evaluation helps the organization identify the areas for improvement, which can help in designing future training programs. The basic yardstick to measure the success of a training program is the learning benefits that have accrued to the trainees. The data obtained from the participants and the superiors for the program they attended could provide a platform as to how effective the programs were. As per the scores obtained, the programs were quite effective. The participants could put into implementation the techniques and concepts on their current jobs. The attitude of the participants changed after attending the training program. Both the participants and their superiors made certain suggestions regarding the training program they attended, which were very useful and more stress could be put forth to work on them and make the program more effective. Organizations must conduct a Training Need Analysis (TNA) to understand the training needs of the organization. Once a TNA is done in a structured way, it will facilitate cost effective working with no time wasted in asking irrelevant questions. Precise questions will be in line with the organizations needs. This, in turn, leads to a clear, understandable analysis of data and specific action plans can be designed so as to help an organization achieve its mission.

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REFERENCES

Raymond A Noe,Employee Training & Development. Udai, Parekh and Linton, Training and Development. K Ashwathappa-Human Resource Management Stephen Robbins, Organizational Behavior.

www.google.com www.hrfolks.com http://www.envirotechindia.com www.hrvillage.com www.info@ftindia.com www.wikipedia.com/ers www.khoj.com

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ANNEXURE 1
CALCULATIONS:
Overall Satisfaction and Overall Satisfaction Index: Overall satisfaction: In a particular training program, Average of the points rated by the employees (who attended that training program) in the program & faculty evaluation feedback form, pertaining to the attribute overall satisfaction is calculated. Overall satisfaction= Sum of points/5 Overall satisfaction Index: Overall satisfaction Index= [(calculated points)/ (Maximum points)]*100 Or Overall Satisfaction Index= [(Overall satisfaction)/5]*100 Overall Faculty Evaluation and Overall Faculty Evaluation Index: Overall Faculty Evaluation: In a particular training program, Average of the points rated by the employees (who attended that training program) in the program & faculty evaluation feedback form, pertaining to the attribute Faculty evaluation is calculated. Overall Faculty Evaluation=Sum of points/5 Overall Faculty Evaluation Index:
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Overall Faculty Evaluation Index= [(Calculated points)/ (Maximum points)]*100. Or Overall Faculty Evaluation Index= [(Overall Faculty Evaluation) /5] *100.

ANNEXURE 2
PROGRAM & FACULTY EVALUATION Please take time to complete this training form, it provides valuable information which will help us improve the effectiveness of our programs & give you a way of letting us know how we are doing. Program Name Faculty names Dates Venue Duration of the program Name

Emp No Department PROGRAM EAVALUATION Please rate according to the 5- point scale 5- Strongly agree 4- Agree disagree

3- No opinion 2-Disagree

1- Strongly

PROGRAM CONTENT Was relevant to my work Will help me to develop skills that will facilitate my work CO-ORDINATION & FACILITIES The coordination / communication before & during the training was well managed. Administrative arrangements were well managed. Training aids provided were adequate Course Material / handouts were adequate and relevant Overall satisfaction of the program (5=very high) FACULTY EVALUATION Please rate according to the 5- point scale
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5- Strongly agree disagree TRAINERS

4- Agree

3- No opinion 2-Disagree

1- Strongly

Faculty Faculty Faculty 1 2 3 X X X X X X X X X X X X X X

Had adequate knowledge of the subject Communicated subject matter in an effective manner, using practical examples Created a comfortable & an open learning environment Led productive & meaningful discussions & facilitated participation by all Responded to the needs of the group Time management The delivery mode of this training was satisfactory

OVERALL EVALUATION The duration of the program Too short The pace of the program Too short Program objectives were met Totally Would you recommend this course to your colleagues? Yes Partially Not sure Not at all No Just Right Too Long Just Right Too Long

Which Project do you propose to undertake to implement the learning of this training? What will be the duration of the project? _____________________________________________________________________ _____________________________________________________________________ Any other comments / suggestions to improve the course. ____________________________________________________________________

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OTHER Is there any other training program which you need to attend? Yes No

If yes, Please specify the name of the training program.

_______________________________________________________________

How do you think this new program will help you in the work?

___________________________________________________________

What should be the delivery mode of this program? (tick where applicable) Class room Workshop Case Studies Group discussion Outbound training Other , Please specify On the job

Date:

Signature of the Employee

ANNEXURE 3
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SUPERIOR FEED BACK

Emp No Name Department Grade

Knowledge 1 2 3 4 5 Skills 1 2 3 4 5 Talent & Capability 1 2 3 4 5 Behaviour & Attitude 1 2 3 4 5

Present Level 2006-2007

Expected Level 2007-2008 2008-2009

List training needs of the employee to be addressed in the year 2007

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Sr No

Name of the Training requirement/ need

Type of need (Technical/ Behavioural)

Method to fulfill this training need (classroom, external, reading books, etc)

Name of the superior:

Signature

Scale of rating Under Training Aware User Proficient

UT A U P

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