SUMMER INTERNSHIP REPORT

conducted at

AFFINA GROUP
On

STREAMLINING THE TRAINING PROCESS

Submitted to Deenbandhu chhotu ram University of Science and Technology, Murthal in the partial fulfillment of requirements for the award of degree of Masters of Business Administration (Information Technology Management)

(2011-2013) Submitted by MEENAXI MBA/11/

DEPARTMENT OF MANAGEMENT STUDIES

DECLARATION
This is certified that I, MEENAXI, student of M.B.A(3rd Semester) of MURTHAL INSTITUTE OF MANAGEMENT STUDIES hereby declare that the project entitled, STREAMLINING THE TRAINING PROCESS at AFFINIA GROUP is an original work and the same has not been submitted to any other institute for the award of any other degree. The suggestions given by the faculty members were duly incorporated in consultation with supervisor.

Signature of Project Incharge

Signature of the Candidate MEENAXI MBA/11/08

Signature of H.O.D

_________NAME

Principal
MURTHAL INSTITUTE OF MANAGEMENT STUDIES

PREFACE
This project attempts to understand the training process in AFFINIA GROUP and streamline the process to the best possible manner such that it starts to contribute towards achieving the companys objectives in terms of Training and Development. Within the course of this journey I redesigned the Training Need Identification form and Training feedback form, the starting steps towards achieving the goal of streamlining the entire process. I concluded the project by preparing a requirement sheet for a training software program.

ACKNOWLEDGEMENTS
Here we take this opportunity to express our sincere thanks to those who have helped us to complete this project successfully. First of all I would like to thank to my HOD _______, Department of Management Studies for extending his support and ensuring that all necessary procedures were completed well before time. I am also indebted to my lecturer ________ of MBA Department who inspired me. My heart is so much filled with gratitude for my respected teacher and people who are the part of this project in numerous ways. Now I extend my heartfelt gratitude to, ________ (HR Manager) in AFFINIA GROUP who in his guidance has enabled me to accomplish my project. He has been a great source of inspiration all the way. Without his keen interest, encouragement & invaluable suggestions this report couldnt have attained his present shape with zeal & enthusiasm. I am also very thankful to all respondents for their Welcoming attitudes and their wholehearted responses. Without their help this study would not have been possible.

MEENAXI MBA/11/
.

TABLE OF CONTENTS
CHAPTER NO. 1. 2. 3. Preface Acknowledgements Introduction to AFFINIA GROUP 3.1 HR POLICY 4. 3.2 Org. Chart Training structure i. Types Of Training ii. Training Methods iii. Consequences Assessment 5. The Training process i.Training Need Identification Form ii.Submission of the tentative Departmental schedules to the Personnel department. iii.preparation of the Training Plan iv.Preparation of the Training Calendar v.Notification of the schedule to the particular department vi.Feedback form to be filled by the trainee vii.Filling the Evaluation form. 13 13 13 14 14 14 Of Absence Of Training Need 9 10 11 PARTICULARS PAGE NO. 2 3 8

6.

Existing format of Need Identification Form Observations

15

7.

Redesigned versions of Need Identification Form i.Need Identification form and the modifications required

19

8.

Managers Need Analysis

29

9. 10. 11. 12. 13. 14. 15. 16.

Training Plan Training Calendar Existing Feedback Plan Evaluation form Requirement Sheet Conclusion Bibliography Annexure

31 33 34 36 38 40 40 41

COMPANY PROFILE

INTRODUCTION TO AFFINIA
AFFINIA GROUP INC. is an innovative global leader in the design, manufacture, distribution and marketing of industrial grade products and services, including extensive offerings of aftermarket parts for automotive and heavy-duty vehicles. With $2.0 billion in annual revenue, AFFINIA has operations in North and South America, Europe, China and India. Since its founding in 2004, AFFINIA GROUP has completed a successful transformation of the company from a North America-focused organization into a truly global enterprise. AFFINIA is well positioned to meet the world's needs for quality replacement parts and services - a market that is forecast to experience steady growth in the coming years as the number and age of vehicles increase each year. At AFFINIA, we recognize that a diverse workforce leads to a greater depth of perspective, bringing about innovative ideas and creative solutions. We appreciate unique viewpoints on life and work, and foster respect for individual differences. An Equal Opportunity Employer, we believe that diversity enriches our performance and products, the communities in which we live and work and the lives of our people. The Affinia environment is structured to engage our people. Its an atmosphere of freedom, fairness and trust where everyone is encouraged to use creativity for the greater good. Whatever piece of the puzzle, AFFINIA people are expected to question, offer suggestions and champion improvements that will sustain our leadership position.

PRODUCTS

Offerings from AFFINIA GROUP include brake systems, steering/suspension components, filtration products and commercial distribution services. While our products are manufactured and sourced from all around the world, AFFINIA has made a global commitment to quality, assuring the highest possible level of fit, form and function in all products regardless of where they are made. Our commitment is to meet or exceed OE specifications, providing best in class products in all markets served.

Our brake systems are comprehensive, covering every component from friction to drums and rotors, many of which are marketed under the industry leading Raybestos brand. Affinias filtration offerings have a long history owing to the WIX Filters brand, which is recognized as one of the most innovative lines in the industry. In addition to our branded products, we provide a substantial private label service for leading outlets, including NAPA and CARQUEST. Commercial distribution services are located strategically around the globe to assure fast, reliable and efficient customer service. In addition to distribution services in North America, we also offer distribution services based in South America.

MISSION/VISION OF COMPANY

AFFINIA GROUP VISION, MISSION AND VALUES

MISSION

We will inspire our people, delight our customers and impress our investors with the world's most innovative aftermarket products and services that are of consistently high quality and always market competitive. VISION To become the recognized global leader in the design, manufacture and servicing of innovative replacement products and services needed by a great diversity of commercial and industrial markets all around the world.

VALUES

Affinia Group will fulfill its vision and mission through the adherence to these core values: Integrity - Absolute integrity with our people, customers, suppliers, investors and community Respect - One team pursuing one result, with one purpose, we completely believe in one another Innovation - Fostering new ideas and creative solutions in every aspect of our company Quality - Dedication to consistently high quality standards on a goal basis Diversity - Commitment to diversity in people, products, services, markets and ideas Perpetual learning - Continuous improvement in a constantly changing business environment Financial responsibility - Stewardship for all assets entrusted to us

POLICIES OF THE COMPANY

POLICES REGARDING EMPLOYEES:
We believe that a companys most valuable resource is its people. Thus, we are never shy of going that extra mile for our employees. We ensure the finest working conditions keeping their health in mind."

POLICES REGARDING CUSTOMERS:

We, as an organization, dare to experiment and tap our inherent potential to innovate and configure as per the the best for our customers." growing market demands and customer aspirations. We are the veritable market leader with an eye to see beyond time to create trends and seek out

POLICES REGARDING ENVIORNMENT:

We understand our responsibility towards the environment and never compromise in our efforts to build a safer, greener world. We thus employ stringent pollution emission controls to safeguard the environment. As a company policy, there is no smoking in the work place. We also make concerted effort to continually plant trees by distributing free saplings on a regular basis. They have maintained 2 large green houses where plants are propagated, nurtured and multiplied. Preservation of Nature and Environmental Consciousness is a personal pursuit for Chairman M.K. Daga. We believe that it is our responsibility to leave the environment in a better state than when it was handed down to us to ensure the best for our future generations." "We believe that with very little effort we can make a better place for us and our future generations

COMPENSATION
The management staff is classified into 9 grades from A to I and accordingly their salary scales are prepared. Increments: Annual increments For satisfactory performance On promotions On confirmations

ALLOWANCES
Dearness allowance House rent allowance (HRA) Professional pursuit allowance Non-practicing allowance (NPA) Project allowance Acting allowance Deputation allowance Hill-cum-winter allowance Business travel (conveyance + daily allowance + guest houses or hotel expenses) Daily allowance on training Conveyance reimbursement

 Transportation/fixed conveyance Shift allowance Tanker allowance

BENEFITS
Housing loan Transfer/repeat housing loan Loan for repair & renovation Vehicle loan Furniture advance & rental recovery Leave fare assistance Children education allowance

MEDICAL BENEFITS
Periodical medical examination Merit award schemes for employees/ children

 Special merit award Canteen & lunch facilities Family planning incentive scheme Sports & recreational facilities Service award Gas connection Telephone Club membership Computer facility at residence of officers in grade A to G Group savings linked insurance scheme Group personal accident insurance

LEAVE
Casual leave Earned leave Leave on half pay Special sick leave Study leave Maternity leave

Transfer Benefits
Joining time

 Salary advance Travel Conveyance Transportation of personal effects Loading/unloading/packing charges Insurance Setting allowance Daily allowance Children education expenses

Retirement/Separation Benefits
Resettlement benefits Long service award Leave encashment Medical benefits Group personal accident insurance Group savings linked insurance scheme Accommodation after retirement/separation Gratuity Superannuation benefit fund scheme (SBFS) Employee pension scheme

 Employee deposit linked insurance (EDLI) In case of sudden death

QUALITY POLICY
AFFILIA GROUP is committed to organizational growth by providing precision quality components through enhancing customer satisfaction, controlling waste, by using latest mfg. technology with involvement of all employees and our valued suppliers to achieve excellent quality & on time delivery by continually improving Quality Management System.

Quality Objective

Reduction in Rejection, rework On time delivery Customer Complaint towards zero Reduce tool cost Minimizing down time Motivating & training to all employees

ORGANIZATION STRUCTURE OF THE COMPANY

MD

SCM Head

Prod. Head

Eng. Head

F& A Head

HR Head

IT HEAD

Middle Mgmt.

Middle Mgmt.

Middle Mgmt.

Middle Mgmt.

Middle Mgmt.

Middle Mgmt.

Junior staff

Junior staff

Junior staff

Junior staff

Junior staff

Junior staff

Blue color

Blue color

Blue color

Blue color

Blue color

Blue color

DIFFERENT DEPARTMENT AND THEIR FUNCTION

The organization chart for the Human Resources function is shown below:

OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE The primary objective of my study at AFFINIA GROUP to lay down the foundation of training and development. SECONDARY OBJECTIVE The objective of my study about employees training and development to improve the current process of employees training and development at AFFINIA GROUP. My another objective is to apply my learning in the area of Human Resources so that I gain significant practical and Understand the nature and importance of training and development and identify the various inputs that should go into any programme. Delineate the different stages in a training and development programme and describe each step. And understand the need for and the ways of training for international assignments.

SCOPE OF THE STUDY

This research provides me with an opportunity to explore in the field of Human Resources. This research also provides the feedback of people involved in the Training and development process Apart from that it would provide me a great deal of exposure to interact with the high profile managers of the company.

INTRODUCTION TO TRAINING
Training is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. Training makes the employees versatile in the operation. The need for training and development is determined by the employees performance deficiency, computed as follows: Training and Development need = Standard performance Actual Performance Training and Development offer competitive advantage to a firm by removing performance deficiencies; making their employees stay long; minimizing accidents, scrap and damage; and meeting future employee needs. There is a greater stability, flexibility, and capacity for growth in an organization Training contributes to employee stability in at least two ways. Employees become efficient after undergoing training. Efficient employees contribute to the growth of the organization which intern renders stability to the workforce. Needs assessment diagnoses present problems and future to be met through training and development. Needs Assessment occur at two levels Group and individual level An individual obviously needs training when his or her performance falls short of standards, that is, when there is performance deficiency. Inadequacy in performance may be due to lack of skills or knowledge or any other problem. The problem of performance deficiency caused by absence of skills and knowledge can be remedied by training. Faulty selection, poor job design, improving quality or some personal problem may also result in poor performance.

Assessment of training needs must also focus on anticipated skills of an employee coping up with the technology change, increasing variety in challenging tasks in their career path. Individuals may also require new skills because of possible job transfers. Assessment of training needs occurs at the group level too. Any change in the organizations strategy necessitates training of group of employees. The root of the TNA is the gap analysis. This is an assessment of the gap between the knowledge, skills and attitudes that the people in the organization currently possess and the knowledge, skills and attitudes that they require to meet the organizations objectives.

Types of Training
Conference Lecture Seminar Demonstration Panel Role Playing Case Studies Simulations Self-Discovery Movies/Videos/Computer based Trainings On-the-job training Mentoring

"No

one

can

predict

to

what

heights

you

can

soar;

Even you will not know until you spread your wings"

TRAINING METHODS:
On the job training: on the job training (OJT) is conducted at the worksite and in the context of the job. An experienced worker shows a trainee how to work on the job. It is the most effective method as the trainee learns by the experience, making him or her highly competent. To be successful, the training should be done according to a structured program that uses task lists, job breakdowns, and performance standards as a lesson plan. This method is least expensive since no formal training is organized; also it is free from an artificial situation of classroom training. The training can be made extremely specific to the employee's needs. It is highly practical and reality based. It also helps the employee establish important relationships with his or her supervisor or mentor. The trainee is highly motivated to learn since he or she is aware of the fact that their success on the job depends upon the training received. The methods of on the job training are as follows: On-the-Job Training on the Field Apprentice Training Coaching/mentoring Job Rotation

Off- the job training: off the job training is basically external training which is done either in the training center of the company or it is done outside the company

by an external faculty. In GPI, off the job training is generally preferred for either for new machinery, or for any of the self development course.

The methods of on the job training are as follows: Lectures/Seminars Programmed/Computer Assisted instruction Simulation Role Playing Behavior Modeling

Consequences of Absence of Training Needs Assessment:

The significance of needs assessment can be better understood by looking at the consequences of inadequate or absence of needs assessment. Failure to conduct needs assessment can contribute to: Higher labor turnover Increased overtime working Poorer-quality applicants Higher recruitment cost, including advertising, time and incentives Greater pressure and stress on management and staff to provide cover Pressure on job-evaluation schemes, grading structures, payments systems, and career structures

Additional retention costs in the form of flexible working time, job-sharing, part-time working, shift-working, etc

Need for job redesign and revision of job specification lower performance than competitors

General Benefits from Employee Training and Development: Increased job satisfaction and morale among employees Increased employee motivation Increased efficiencies in processes, resulting in financial gain Increased innovation in strategies and products Reduced employee turnover Enhanced company image, e.g., conducting ethics training, Risk management, training about sexual harassment.

COMPANY PRACTICE IN TRAINING

FedEx Corporation Spends $155 million on training each year. Each employee spends 4 to 6 weeks a year in compulsory training, voluntary course of 15 days in class rooms. Every employee is also entitled to an additional $2500 as Tuition refund. This encourages many employees pursue short-term courses to acquire multi-skills. LG Electronics Has made mandatory for its staff to do two modules a month & each module has test that has to be cleared. Every 3 months a summary of all the tests is made & PRIZES are doled out to encourage people to learn under training. IBM Has virtual university. IBM Global Campus provides employees

across the globe self-driven learning via the corporate intranet. Extensive Lotus Training modules complete with tutorials and multimedia courseware are available online. Employees are encouraged to develop relationships with dispersed mentors. Infosys Every Infosys employee receives an average of 47 hours of training. 2.65% of turnover is spent on education and research. Motorola Every employee receives training for 40 hours annually. Motorola University is the most widely benchmarked university in the world. It is a $ 100 million global service business operating through 99 sites across 21 countries employing 400 staff members. University is run as an independent business operation, a profit center. NIIT 80% of the training is delivered in-house. No. of training days per employee is 13 days. "Back to School is followed where partial course fee is reimbursed for completion of part time professional courses. In-house tutorials and training procedures are distributed on the network without having to print huge documents. GE On the job training approach for training its employees, trains customer service operators on the job. Cisco Uses web-based training as an integral tool to make employees more productive because available anytime, anywhere.

THE TRAINING PROCESS

Start

Individual training needs

No Staff OR worker Management cadre

Yes Staff/Workmen cadre P.A. will form basis of need identification

HOD responsible for identifying training needs of its respective dept.

Training need identification form is filled for each individual Finalization of individual training needs in consultation of personnel dept.

Training need identification form are collected

Based on the training needs training plan & calendar for the year is prepared

Training plan is implemented dept. wise

As per plan the trainers are identified and internal and external programs are conducted

The training effectiveness and feedback of the training is obtained

Review of the training plan done every six months & corrective action if any is taken
Individual training needs satisfied?

End yes

All training records and a MIS is maintained

No

C/F for next

year

The main steps of the above training process are as follows: STEP I: Training Need Identification FormTraining Need Identification form identifies the training needs of an employee required in his work area for the current year. This form is filled by the immediate supervisor or the Department I/c at the beginning of the financial year. The form contains the employees name, department, token no., educational qualification, experience, date, etc along with various broad parameters like Job Knowledge, Working Proficiency, Self Development Series and systems (i.e. Japanese systems like TQM, Six Sigma, Kaizen Teian, Quality Focus, TPM and ISO 900; ISO 14000; OHSAS) that are carried out in the company. The supervisors are supposed to grade the employees Current level and Expected level based on these parameters. Both Technical and Non Technical needs are identified by evaluating the performance of the employee, education, observation and records of the evaluation of last years training need as compared to the present year.

STEP II: Submission of the tentative Departmental schedules to the Personnel departmentThe Training Need Identification Form of each employee when submitted by the particular department is recorded in the personnel department. The personnel department then has to prepare a training plan and a calendar considering the need identified by each department. Hence, they ask for a tentative plan as in when the employees can be released for training considering the production pressure and the problem of manpower crunch. This plan is prepared by the Departmental In charge for the entire financial year mentioning the activities of the entire year.

Step III: Preparation of the Training PlanConsidering the tentative plan of each department, the personnel department makes the Training Plan. The training plan, which is made according to each department, consists of the employee name; code no.; department; training course, as identified from the need identified form; mandays required for that particular employee; mandays required for that are required for that course; total mandays planned; actual mandays; mandays that have not been planned but have been completed in that month; plan differed, etc.

Step IV: Preparation of the Training CalendarThe training calendar is the final weekly plan of the activities of each department for the whole financial year in terms of the training & development. It is prepared considering the training plan and the need identification forms of each department. Apart from the course name, department, week; planned and actual mandays are also mentioned in the training calendar.

Step V: Notification of the schedule to the particular departmentAfter identifying and recording the needs of all the employees and preparing the calendar, the personnel department notifies the particular department in the beginning of every month about the training to be carried out for every employee in any specific month. This bridges the communication gap and avoids the backlog of training.

Step VI: Feedback form to be filled by the traineeAfter the implementation of the training programme, a feed back form is been filled by the trainees. These evaluation forms are supposed to be filled only in case of external training programmes. These feedback forms contain detailed information about the course design, relevancy, faculty, tools used, place of training, communication with the trainer, etc.

Step VI: Evaluation form

The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether trainee is able to implement his learning in his regular work routines. In GPI, Training evaluation form is filled in by the immediate supervisor or the departmental in charge or the shift manager after the completion of two months of external training.

Existing form:
This form is been used in GPI from a long time. This need identification form was designed for all the departments in the company. The department In-charge or the shift managers or the immediate supervisors are supposed to fill these forms. For every employee, a separate form (hard copy of this form) has to be filled mentioning the areas of training to be imparted. This form contains entire information about an employee starting from his name, token No. (four digit employee code), experience, department, education, date and designation. This form has to be filled in the month of March, for the next financial year beginning from April. These forms are submitted to the personnel department in the last week of March so that they could prepare the training plan and the training calendar for the entire year, once the training needs are identified for each employee. It contains five broad parameters in which they were divided into five broad aspects like: Job Knowledge Working proficiency Self development series- 1 Self development series-2

Systems, etc

Job Knowledge refers to the basic knowledge required by an employee to perform the job allocated to him. It starts from having the basic knowledge of starting and running machinery to the point of understanding functional knowledge required to perform the support activities of the job. The sub-parameters that are included in Job Knowledge are as follows: Equipments, Machineries, Utilities, Functional knowledge in terms of Administrative Support

Working Proficiency refers to the proficiency level displayed by the employee in performing job assigned to him. Training needs to be imparted which would enhance help him improve his skills to perform the job in a better way. For instance, if an employee knows how to operate a machine then understanding how to increase its productivity considering the same time limit would be working proficiency. At GPI it also refers to the extent to which the employee uses improvement measures while performing his duties. The sub-parameters that are included in for working proficiency are: Quality Focus-(7QC tools, Six Sigma, Judgments Std). TPM (Total Preventive Measures). Maintenance System.

Self Development Series (SDS) contains training programs which are not related to the individual productivity or organizational productivity but these are for the personal

development of the employee. It contains parameters which would help the individual for their overall personality development. It is divided into two parts SDS 1 and SDS2. The first part contains individual development series whereas the second part contains personality development series. For Self Development Series 1 (SDS1): Motivation & Goal Setting Leadership Time Management Team Building

For Self Development Series 2 (SDS2): Communication Skills. Interpersonal Skills. Emotional Intelligence. Personality Development. Creativity.

Systems refer to the various Japanese systems that were introduced by the management in the year 1993, during a visit to Japan to increase productivity, reduce wastage, and increase the profit margins and having proper discipline in the work area. The training for systems was classified as Awareness training, specialized training and updates.

And for Systems: ISO 9000 ISO 14000 OHSAS Six sigma Kaizen Teian 5S SA 8000

This form also includes the evaluation part, which has to be filled after the training is imparted and the results are verified after a particular period depending upon the type of training. The evaluation part contains three columns which are, Actual level (AL), training done yes / no, remarks. This has been merged into the same form so that it would be easier for a person who fills the form to verify the CL, EL could thereby decide the AL. also, and he can also give his remarks about the performance of that employee after attending the training course. Modifications required: The CL (current level), EL (expected level) and AL (Actual level) were not defined but were subjective to the person filling the form. Hence the auditors once questioned about the specific definitions of the ratings given to these levels which were subjective to the rater. This form was applicable for the entire organization; it could have been department specific to make it more reliable and accurate. It should not be time consuming it should be user-friendly

Version of the Re-designed Need Identification Form

This was the first version of the re-designed form. The entire form was designed as a word format. The main issue that was looked upon was to make it comprehensive and time consuming. Hence the entire form was made to fit it in a single page with the parameters being the same like, Job Knowledge, Working Proficiency, Self Development Series and Parameters. A version of this format has been displayed in Annexure II. These parameters were divided into Functional/Technical and Behavioural Aspects. Job Knowledge was placed in the Functional aspect while Working Proficiency was under Behavioural aspects. One parameter that was introduced in this form was CRITICALLITY OF TRAINING. It can be rated a scale of 1to3, which is defined in the form. One more parameter was added in this form which was BY WHEN. This parameter explained the maximum time limit till which the employee should be trained. The superior has to specify the quarter by when he should be trained. An example of the same is given below.

The form also contained short information about the employee like name, employee code, department, designation, education, experience and remarks. At the end of this form, certain instructions were given about the definitions of Criticality, the by-when column and the functional and Behavioural aspects.

Modifications required:
The columns like CL (current level), EL (expected level) and AL (actual level) should be included; as specified by the OHSAS (Occupational Health & Safety Assessment Series) to determine the specific level of the employee i.e. where he stands and the level at which he is expected to reach. This also helps in determining the intensity of training to be imparted. Should be department specific, the main format being the same It should be more of an objective type; which will not consume more time. Insufficient space to note down the requirements. It should be user friendly A drastic change in the format may not be accepted.

IInd Version of Re-designed Need Identification Form:

Considering the suggestions of various Department I/c, and the people filling these forms; the next version was designed in an excel format. The main layout for the entire company was decided having the broad parameters namely, Job Knowledge, Working Proficiency, Self Development Series and Systems. . A version of this format has been displayed in Annexure III.

Now, since it was recommended to make the form department specific, I went to each and every department to interview the Department I/c to get the inputs of that particular department. These inputs contained the parameters on which training has to be imparted to the employees of that department. An example of the same can be given as: For Brake Making Department (BMD); the parameters in Job Knowledge would be: Equipments & Machines Instruments Auditing techniques Supervisor function Administration techniques

For example, a technician is expected to take care of small technical snags faced during the routine daily operations of the machines along with being responsible for running of the machines. Thus the technicians are the people who posses the basic technical know-how of the machines. In contrast operatives are the employees who are responsible for the routine working of the machines for daily production and are not to solve the technical issues. The next broad parameter mentioned the form was Working Proficiency. Even the parameters to be included under this were the inputs taken from different departments. Rest of the three broad parameters like SDS 1, SDS2and Systems was presented in a similar manner for all the other departments. A version of this format has been displayed in Annexure IV.

MANAGERS NEED IDENTIFICATION FORM

As per the requirements, there was a need for a separate need identification form for the managers. Earlier there was no need identification form for managers. Hence, a form was designed taking into consideration the difference in the type of training required by a worker and a manager. This would mean that a worker would require training on a particular machine or training for on working on a system like six sigma with its implications in his work area; whereas a manager would require training on Effective use of IT and equipment, esp. communication, planning and reporting systems. A format of this form has been displayed in Annexure VII. This form was a consolidated excel sheet for the entire company instead of making it department specific since there were less managers and above in a particular department.

There are no sources in the current document.

A drop down box defining the grading scale for CL and for EL The inputs were taken from each and every department on interviewing the heads of each department. The columns that were included here were Skills required, individual name, total of the grades of an individual and his average, the departments total and average. Apart from this CL (Current Level) and EL (Expected Level) were also included in this sheet. Two graphical sheets were attached to the main excel file. One indicated the departments requirement about the all the skills and second sheet about an individuals requirement as compared to his colleges.

Skills as defined in the main sheet

Same as this sheet, the second graphical sheet i.e. graphical representation indicating the overall Organizations need to a particular skill can be identified.

TRAINING PLAN:
Training plan is a monthly training plan of the departments individually as well as a consolidated plan of the entire organization. The training plan is prepared by the personnel department considering the tentative plan submitted by each department. It depends upon the production pressure and the manpower crunch that the employees can be released for training programmes. The format of the training plan has been displayed in the Annexure VIII. The training plan consists of the employee name; code no.; department; training course, as identified from the need identified form; man days required for that particular employee; man days required for that are required for that course; total man days planned; actual man days; man days that have not been planned but have been completed in that month; plan differed, etc.

For instance, the following is the Training Plan of Primary Making Department (PMD) of the year 2007-08. Planned Man days Actual Man days

The next table is consolidating training plan of entire organization:

A consolidated training plan for OHSAS 18001/2007 and ISO 14001/2004 was prepared for the financial year 2008-09which included all the departments. The contents of this plan were, category of employees (i.e. Operative, Technicians, Staff, Workmen, Manager and Departmental I/c); name of the training course; department; number of employees to be trained; duration per days (hrs.); man days planned and actual; plan differed; not planned but actual in the month; month in which the training has to be imparted and the company wide total (man days) across all the departments. The mail course of OHSAS and ISO 14000 was broken down into various insights specially designed for each category of employees as per their work and designation. For instance, for technicians, in OHSAS18001/2007, Safety Instructions, Occupational Health, First Aid, Fire Fighting and Maintenance of Devices were allotted. Whereas for Managers, Occupational Health, Operational Controls, Root Cause analysis and Accident Investigations were allotted.The same type of breakdown was done in case of ISO 14001/2004 as well.

TRAINING CALENDER
The training calendar is a weekly planner of the activities of each department for the whole financial year. It is prepared considering the training plan and the need identification forms of each department. Apart from the course name, department, week; planned and actual man days are also mentioned in the training calendar. The format of the training calendar is given in the Annexure IX. While constructing a training calendar, the managers were asked as when they want their employees to get trained considering the manpower crunch and the production pressure. For a training calendar to be effective, it needs to be tailored for the organizations real needs. Training calendars are best suited to repeatable and regular demand, such as refresher skills training for infrequently performed technical tasks and for new recruits joining the organization.

Planned Man days

Actual Man days

Feedback Form
A process of providing information to those involved in training regarding questions they genuinely want answer for. The feedback form is to be filled by the trainee only in case of external training which exceeds 3 days. Existing feedback form is given in the Annexure X. This form acts as a review of the entire training programme. It contains general information like the name of the training programme, time, faculty and place. It also contains detailed information about the course design, relevancy, faculty, tools used, place of training, communication with the trainer, etc The grading scale is defined as strongly disagree, disagree, neutral, agree & strongly agree. Purposes & Uses of a Feedback form are as follows: To determine whether the programme is accomplishing its objective. To identify the strengths & weaknesses in the HRD process. To determine whether a programme justifies costs. To decide who should participate in future programmes. To test the clarity & validity of tests, questions & exercises. To identify which participants benefited the most or the least from the programme. To reinforce the major points made to the participants To gather data to assist in marketing future programmes To determine if the programme was appropriate

For instance:

Training Evaluation Form

The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether trainee is able to implement his learning in his regular work routines.

Purposes of Training Evaluation

Feedback:
It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes.

Research: It helps in ascertaining the relationship between acquired knowledge, transfer

of knowledge at the work place, and training.

Control: It helps in controlling the training program because if the training is not
effective, then it can be dealt with accordingly.

Power games: At times, the top management (higher authoritative employee) uses the
evaluative data to manipulate it for their own benefits.

Intervention: It helps in determining that whether the actual outcomes are aligned with
the expected outcomes.

Level Training Outcomes (based on by Donald Kirkpatrick1976) are:

Reactions: Did employees like the training, think it was useful, Learning: Did employees learn anything new? Job Behavior: Do trainees behave any differently back on the job? Results: Did the training have the desired outcome? In Affinia group, Training evaluation form is filled in by the immediate supervisor or the departmental in charge or the shift manager after the completion of two months of external training.

Techniques of Evaluation
The various methods of training evaluation are as follows: Observation Questionnaire Interview Self diaries Self recording of specific incidents

Requirement Sheet
The Requirement sheet is comprehensive sheet which provides the inputs and the requirements that has to be provided to prepare proper training software to revamp the entire training process. Training software will provide a single window interface to access the various training heads such as TNI, Training Plan, Training Calendar, Training Evaluation & Training Record by means of tabs.

Training Need Identification:

Department wise Training need Identification forms satisfying the training need identification requirements of each department for various level of employees A write-up summary of standard training programs describing the course contents, that are conducted regularly or almost every year, to be attached along with the TNI forms for the reference of departmental heads Satisfying the basic auditing needs. For example showing the current level and expected level to be a part of the form in some format or another Ability to view the list of training needs identified for any particular employee or department Ability to view the list of total number of employees for whom a specific training need has been identified A GUI (Graphical User Interface) based automated form with minimal manual insertion of text to specify something Training Plan: A tentative time frame to be provided by the respective department heads for the employee to get trained. Best served if they can forecast the production pressure in advance and then assign or nominate the employees for training The training need identification form for each department to be integrated with the training plan of the respective departments to avoid manual preparation of the plan A summarized training plan for the organization to be prepared automatically from the training plan sheets of all the departments

Training Calendar
The training need identification form for each department along with the training plan to be integrated with the training calendar of the respective departments to avoid manual preparation of the calendar.

Training Evaluation
Training Evaluation form to be redesigned to find the effectiveness of training in subjective as well as objective terms

Maintaining the Records

The complete and comprehensive training records right from the inception of the factory for each and every employee Ability to view the list of trainings imparted to any particular employee right from the date of his joining the organization along with the training need identified for him in the current year. Ability to view the list of total number of employees for whom a specific training need has been identified.

WHAT DID YOU LEARN? HOW WILL THIS EXPERIENCE HELP YOU IN THE FUTURE?
I learnt that how to deal with the different kind of people in the organization. How to communicate with other people How to face the difficulties during the project I learnt how to manage the resource for a particular task In a company a huge kind of difficulties I personally face off, during the survey, its needed to make calm and patience in front of employees It help me to make calm and patience during any kind of work The main thing I learnt is face off the problem and smartly deal with it

PROBLEM FACED DURING THE TRAINING

Time problem It is very difficult to deal with the employees in survey process Find the agencies is difficult task for me To deal with the agencies is hectic To find out the best agency for training purpose is most difficult work

WHAT WAS MISSING/LACKING?

Time management Communication skill

 Deal with employees To pay more attention in canteen staff services

HOW COULD YOU HAVE DONE YOUR WORK BETTER?

Internship is the best way for me to learnt some practical work in a big company, and I learnt a lot during internship.

HOW COULD YOU HAVE GAINED MORE EXPERIENCE?

more determination hard work more practices

CONCLUSION
To streamline the Training & Development process at GPI, the need to revamp almost all the components of T & D i.e. TNI form, Training Plan, Training Calendar, Training Evaluation, Training Records and Training Reports, was felt. After discussion with my project guide and the HOD of HR department it was decided that to better serve the companys objectives within the perspective of T&D, the company must look for dedicated professionally designed software program to achieve this objective. I was asked to prepare a comprehensive requirement sheet from my understanding of the training process which would become the basis for discussion with the software vendor for desired functionality of the software program. I started working for the requirement sheet but had to leave because of the completion of stipulated duration of my training. The HR/ Personnel department will further review this requirement sheet and a final comprehensive sheet will be prepared after discussion with all the department I/Cs and top management.

BIBLIOGRAPHY
Affinia Manuals of Training & Development Human Resources & Personnel Management by ..

Annexure I

TRAINING NEED IDENTIFICATION FORMAT

Employees Name : Designation Experience Dept : : : :

Employee Code:

Education

Functional /Technical Proposed Area/Subject Development of C r i t i c a l i t y By Whe n (Spe cify the Quar ter)

Behavioral Proposed Area/Subject Development of C r i t i c a l i t y By When

(Specify the Quarter)

( 1 / 2 / 3 )

( 1 / 2 / 3 )

Job Knowledge: ( Equipments,

Self Development Series-1:

Machineries, Utilities, Functional knowledge in terms of Administrative Support, etc) 1.

(Motivation Goal

&

Setting,

Leadership, Time Management, Team Building.)

1. 2. 3. 4. 5. 2. 3. 4. 5.

Working Proficiency:

Self Development Series-2:

Quality Focus, 7QC tools, Six Sigma, Judgments Std., TPM Preventive Measures). Maintenance System (Total

(Communication Skills, Interpersonal Skills Emotional Intelligence, Personality Development, Creativity.)

1.

1. 2. 3. 4. 5. 2. 3. 4. 5.

Systems: ISO 9000, ISO

Systems: ISO Teian 9000, ISO

14000, Kaizen Teian Safety, 5S, OHSAS.

14000,

Kaizen

Safety, 1. OHSAS. 2. 3. 4.

5S,

5.

6.

Remarks:

(HOD/Dept.I/C)s Signature:

________________ Date : ________________

Explanation:

CRITICALITY:

1. 2. 3.

Good to know. Medium Criticality would help in better performance, not immediate. High Criticality, required at the earliest for performing on the job.

Note: Please note that 3 (High Criticality) may not be given to more then 1 per year

Functional/Technical Training:

These are the training inputs essential for effectively performing the roles and responsibilities of a Job as per KRA. These may also be inputs for learning new skills required for new responsibilities.

Behavioural Training:

These are the training inputs required for the enhancement of soft-skills and continuously achieve Personal Development.