Comparative analysis of

training programs
conducted in different
manufacturing and
service industries.
Project Report
On
Comparative analysis of
training programs
conducted in
different manufacturing and service
industries.

At

Mahindra & Mahindra LTD. (FES),

Kandivali

Under the guidance of

Mr. Shreyas Acharya
Manager –ER&D Department
Mahindra & Mahindra LTD.
(FES), Kandivali

By

Miss. Arpita .S. Deshpande

Master in Management Studies

2
 Fr. C. Rodrigues Institute of
Management Studies, Vashi
(02.05.2007 to 30.06.2007)

Declaration
I Arpita. S. Deshpande student of Fr. C.
Rodrigues Institute of Management Studies
pursuing Masters in Management studies from
Mumbai University, hereby declare that I have
completed project on Comparative analysis of
training programs conducted in different
manufacturing and service industries at Mahindra
& Mahindra Ltd. (FES) Kandivali. This information
submitted is true and original to the best of my
knowledge.

Signature of the
Student

(Miss. Arpita S
Deshpande)

3
 Acknowledgment

Mahindra & Mahindra Ltd. has an excellent work culture and

to have been a part of this environment was a great learning
experience.

On this occasion I wish to express my gratitude to Mr. S.S.

Ghogare(Vice- President -ER&D department), Mr. M.K. Bhosle
(General Manager- ER&D department) Mr. S. M. Acharya (Senior
Manager- ER&D department) for giving me this opportunity to
undergo summer training in such an esteemed organization.

I am thankful to my guide Mr. Shreyas Acharya for his in

depth and enlightening knowledge and guidance imparted to me
that this project has been successfully completed.

I also express my thanks to Mr. P.P Sawant for his immense

support, guidance and encouragement, which motivated me to
strive even harder.

I am also thankful to all the managers who extended their

support and help by giving me the required information for my
project.

I would like to convey my special thanks to Mr. Jungahare for

organising my training programme

4
 Arpita S
Deshpande

INDEX

Sr. Topic Page No.

No.
1 Profile of the company 5-42
2 Training and Development 44
3 Survey Details 45-46
4 Analysis 47- 63
5 Model for skill identification & 64-68
Individual skill measurement
6 Training effectiveness analysis 69-75
model
7 Annexure 76-83
8 Bibliography 83

5
 PROFILE OF THE COMPANY

Mahindra & Mahindra Limited (M&M) is the flagship company

of US $ 2.59 billion Mahindra Group, which has a significant
presence in key sectors of the Indian economy. A consistently
high performer, M&M is one of the most respected companies
in the country.

Set up in 1945 to make soon branched out into manufacturing

agricultural tractors and light commercial vehicles (LCVs). The
company later expanded its operations from automobiles and
tractors to secure a significant presence in many more
important sectors. The company has, over the years,
transformed itself into a Group Automotive Sectors, Farm
Equipment Sector, Information Technology, Trade &
Financial Services Sector, and Infrastructure
Development Sector, Automotive Components Sector.
The Company has, over the years, transformed itself into a
Group that caters to the Indian and overseas markets with a
presence in vehicles, farm equipment, information
technology, trade and finance related services, and

6
infrastructure development. The Company has recently
started a separate Sector, Mahindra Systems and Automotive
Technologies (MSAT) in order to focus on developing
components as well as offering engineering services.
M&M has two main operating divisions:
The Automotive Division manufactures utility vehicles, light
commercial vehicles and three wheelers.
The Company has recently entered into a JV with Renault of
France for the manufacture of a mid-sized sedan, the Logan,
and with International Truck & Engine Corporation, USA, for
manufacture of trucks and buses in India.
The Tractor (Farm Equipment) Division makes agricultural
tractors and implements that are used in conjunction with
tractors, and has also ventured into manufacturing of
industrial engines. The Tractor Division has won the coveted
Deming Application Prize 2003, making it the only tractor
manufacturing company in the world to secure this prize.
M&M employs around 11,600 people and has eight
manufacturing facilities spread over 500,000 square meters.
It has 49 sales offices that are supported by a network of over
780 dealers across the country. This network is connected to
the Company's sales departments by an extensive IT
infrastructure.
M&M's outstanding manufacturing and engineering skills
allow it to constantly innovate and launch new products for
the Indian market. The "Scorpio", a SUV developed by the
Company from the ground up, resulted in the Company
winning the National Award for outstanding in-house research
and development from the Department of Science and
Industry of the Government in 2003. In the tractor market,
the Company launched India's first tractor with turbo
technology - the Mahindra Sarpanch 595 DI Super Turbo.
M&M's commitment to technology-driven innovation is
reflected in Company's plans of setting up of the Mahindra
Research Valley, a facility that will house the Company's
engineering research and product development wings, under
one roof.
The M&M philosophy of growth is centered on its belief in
people. As a result, the Company has put in place initiatives
that seek to reward and retain the best talent in the industry.

7
M&M is also known for its progressive labor management
practices.
In the community development sphere, the company has
implemented several programs that have benefited the
people and institutions in its areas of operations. On the
occasion of its 60th anniversary, the Company announced a
range of CSR activities supported by a commitment of 1% of
Profit after Tax for its CSR initiatives.

CORE VALUES

Our core values are influenced by our past, tempered by our

present and are designed to shape our future. They are an
amalgam of what we have been, what we are and what we
want to be.
These values are the compass that will guide our actions,
both personal and corporate. They are:
• Good corporate citizenship
As in the past, we will continue to seek long term
success that is in alignment with our country's needs.

8
 We will do this without compromising on ethical
business standards.
• Professionalism
We have always sought the best people and given them
the freedom and the opportunity to grow. We will
continue to do so. We will support innovation and well-
reasoned risk-taking, but will demand performance.
• Customer first
We exist and prosper only because of our customers.
We will respond to their changing needs and
expectations speedily, courteously and effectively.
• Quality focus
Quality is the key to delivering value for money to our
customers. We will make quality a driving value in our
work, in our products and in our interactions with others.
We will do it "first time right".
• Dignity of the individual
We value individual dignity, uphold the right to express
disagreement and respect the time and efforts of
others. Through our actions, we nurture fairness, trust
and transparency.

FARM EQUIPMENT SECTOR

The FES plant at Kandivali (a suburb in Mumbai) is the single

largest facility in the world with all tractor-manufacturing
activities under one roof. The division has been the market
leader for over twenty consecutive years in the highly
competitive domestic market. It is currently also the fourth
largest Tractor manufacturing company in the world in
terms of units sold.

9
The FES has set its vision to become the world's largest
tractor manufacturer in the world in terms of volumes by
2005.
To pursue the vision, various initiatives have been adopted.
These include Business Process Re-engineering (BPR), Total
Quality Management (TQM), focus on enhancing productivity,
World Class Quality with least cost, Supplier Upgradation,
Strategic Sourcing, Global Sourcing, Product Development,
Channel Management coupled with lean manufacturing.
As a result of the above, the Farm Equipment Sector has won
the prestigious Deming Application Prize awarded by the
Union of Japanese Scientists and Engineers (JUSE) in 2003.
This prize is considered to be equivalent to the Nobel Prize in
the area of Quality of Management. The FES has become the
First Tractor Manufacturer in the world to win this prestigious
award.

PROFILE

The origins of M&M's Farm Equipment Sector lie in the

formation of a joint venture in 1963 between the Company,

10
International Harvester Inc., and Voltas Limited, christened
the International Tractor Company of India (ITCI). This
enterprise was a shot in the arm for the green revolution then
beginning to sweep the country. The launch of high-
performance tractors played a vital role in the mechanization
of Indian agriculture.
In 1977, ITCI merged with M&M and became its Tractor
Division. After M&M's organizational restructuring in 1994,
this division was called the Farm Equipment Sector.
M&M's Farm Equipment Sector is the largest manufacturer of
tractors in India with sustained market leadership of over 19
years. The Farm Equipment Sector is the first Tractor
Company in the world to win the Deming Application
Prize. Also, it is the fourth company in India and the
10th in the world, outside Japan, to win this prize. It
designs, develops, manufactures and markets tractors as well
as implements which are used in conjunction with tractors.
The tractor industry in India is segmented by horsepower into
the lower segment of 25 HP, mid-segment of 35 HP and
higher segment of 45 HP and above. The Company's Farm
Equipment Sector has a presence in all these segments
across all states.
The Farm Equipment Sector has also ventured into
manufacturing of Industrial Engines. M&M Industrial engines
are used for various applications like Genset, Industrial,
Construction, Marine Compressors etc. These engines are
manufactured at the Company's state of art Engine Assembly
plants at Kandivli and Nagpur.
M&M has two main tractor manufacturing plants located at
Mumbai and Nagpur in Maharashtra. Both these plants have
been certified for ISO 9001, QS-9000 and ISO 14001. Apart
from these two main manufacturing units, the Farm
Equipment Sector has satellite plants located at Rudrapur in
Uttaranchal and Jaipur in Rajasthan.
The Farm Equipment Sector of the Company has a strong and
extensive dealer network of over 450 dealers for sales and
service of tractors and spare parts. This dealer network is
managed by 28 area offices, situated in all the major cities
and covering all the principal states.
M&M tractors have earned goodwill and trust of more than
8, 00,000 customers and the 'Mahindra' tractor has come to

11
be recognized as a powerful symbol of productivity and
performance.
In addition to capturing the domestic market, M&M's Farm
Equipment Sector has also found significant success in the
international market. Whilst around 90% of our tractor
exports are to the USA, M&M also exports tractors to
neighboring countries like Nepal, Bangladesh and Sri Lanka
and African countries like Uganda, Nigeria, Zambia etc.
Mahindra USA, a wholly owned subsidiary based in the USA,
has established a network of 140 dealers. Several other
international markets are being developed to expand M&M's
global reach in the Farm Equipment Sector.

12
 HISTORY

∗ 1963  Incorporation of International Tractor

Company of India (ITCI), as a Joint
Venture between Mahindra & Mahindra
Limited (M&M), International Harvester
Inc, and Voltas Limited sharing the
responsibility of design, manufacturing
& marketing

∗ 1965  Rolled out first batch of 225 Tractors

in 35
H.P. range – Model B275 Regular

∗ 1970  Set up the Implements Division at

Nagpur

∗ 1977  Merger with M&M forming its Tractor

Division. Full fledged responsibility for
design, manufacturing & Marketing.

∗ 1978  100,000th Tractor rolled out.

∗ 1981  Market leader in domestic Tractor

market –
has maintained this position till date !

∗ 1983  Launched Quality Circle Movement as

part
of Total Quality Management.

∗ 1985  Launched Quality Circle Movement as

part
of Total Quality Management.

∗ 1988  Introduced fuel-efficient DI Tractor.

13
∗ 1989  Started the Juran Quality Improvement
Movement

∗ 1991  Launched 265 DI tractors in 25 HP

range.
 Launched Statistical Process Control
Cell.

∗ 1992  Launched 225 DI tractors in 25 HP

range.
 Vendor upgradation through self-
certification.

∗ 1994  Launched 575 DI tractors in 45 HP

range.
 Implements Division achieves ISO 9002
certification.
 Incorporation of Mahindra USA Inc. in
U.S, as wholly owned subsidiary of
M&M.

∗ 1995  A decade of QC movement - 152

Quality
Circles.
 Launched 475 DI tractors in 45 HP
range.

∗ 1996  Launched 365 DI tractors in 35 HP

range.
 Tractor assembly started at Implements
Division, Nagpur
 Kandivali Plant achieves ISO 9001
certification.
 Rolled out 5,00,000th tractor.

∗ 1997  Implemented SAP on 1st April 1998

14
  5005 DI model (51 HP) with constant
mesh transmission, power steering, and
alternator has been developed for US
market.

∗ 1998  Implemented SAP on 1st April 1998

 5005 DI model (51 HP) with constant
mesh transmission, power steering, and
alternator has been developed for US
market.
 Reached a level of 6, 00,000 tractors
sales
Implemented Business Process Re-
engineering.

∗ 1999  4005 DI & 4505 DI (40 HP) introduced in

USA.
 Nagpur Plant awarded QS-9000
certificate.
M&M acquired majority stake in Gujarat Tractors Corporation
Ltd.

∗ 2000  Launched 605 DI - 'Arjun', a new

generation
tractor – in 60 HP range.
 Kandivli plant received the QS 9000
certification.
 Set up its first satellite tractor plant at
Rudrapur.

∗ 2001  Nagpur Plant awarded the ISO 14001

certificate.
 Launched 'Arjun' 5500 DI & 6000 DI
tractors in the overseas market.

∗ 2002  Kandivli Plant awarded the IS0 14001

certificate.

15
  Launched 'Arjun' 555DI tractor in 45 HP
range & 445 DI tractors in the 40 HP
range.
 Launched 'Arjun' 6500 DI in overseas
market.
 Launched Compact series, Model C-27
& C-35, in the US market.
∗ 2003  Ventured into manufacturing of
Industrial
Engines.

MAJOR MILESTONES

1945  On October 2, Mahindra &

Mohammed
formed.

1947  The company was renamed

Mahindra &
Mahindra Limited.

16
  Steel trading business was started in
association with suppliers in U.K.
 Business connections in USA through
Mahindra Wallace.

1949  Wallace Steel trading on behalf of

European
suppliers.
 Jeep Assembly.

1950  The first business (for 5000 Tons) with

Mitsubishi Corporation for wagon
building
plates for supply from Yawata Iron &
Steel.

1953  Otis Elevator Co. of India

established

1954  Technical & Financial Collaboration with

Willys Overland Corporation.

1956  Dr. Beck & Co. formed – a JV with Dr.

Beck
& Co. Germany.

1957  Mahindra Owen formed – a JV with

Rubbery
Owen Ltd., UK.

1958  Machine Tools Division started.

1960  Mahindra Sintered Products Ltd

(MSP)
formed – a JV with the GKN Group, UK.

17
1961  International Tractor Co. of India
(ITCI)
formed – a JV with International
Harvester
Co., USA.

1962  Mahindra Ugine Steel Company

(MUSCO)
formed - a JV with Ugine Kuhimann,
rance.

1965  Vickers Sperry of India Ltd. A JV

with Sperry
Rand Corporation, USA
 Roplas (India) collaboration with
Ruberyt
Owen Manufacture of LCV’s
commenced.

1970  International Tractor Co. of India

(ITCI)
formed – a JV with Mahindra
Engineering &
Chemical Products Ltd. (MECP) formed.

1971  International Harvester

collaboration ended.

1975  Switch over to diesel vehicles in-

house
development.

1977  ITCI merges with M&M, to become

its
Tractor Division.

1979  License from Automobiles

Peugeot, France

18
 for XDP 4.90 Diesel Engine.

1982  License from KIA for 4 Speed

Transmission
“Mahindra” brand of tractors born Siro
Plast
formed.

1983  M&M becomes market leader in

Indian
Tractor Market. (Position retained ever
since)

1984  Mahindra Hellenic Auto Industries S.A.

formed a JV in Greece to assemble and
market utility vehicles in Europe.

1986  Mahindra British Telecom (MBT)

formed – a
JV with British Telecommunications plc
BT),
Uk.

1987  M&M acquired International

Instruments
Ltd.

1989  Automotive Pressing Unite (now

MUSCO
Stampings) acquired from GKW.

1991  Introduction of Commander series.

1992  Triton over water Transport

Agency Ltd.,
formed Implementation of the Service
Center
project at Kane.

19
1993  MC & NI invited to participate in Steel
Service Center project.
 JV signed and MSSCL formed
 Mahindra Acres Consulting Engineers
Ltd.
(MACE) formed– a JV with Acres
International, Canada.
 MBT International Inc., USA, a wholly
owned
subsidiary of MBT. The Company’s
maiden
international offering – the US$ 75M
GDR
issue
 Introduction of Armada.

1994  Mahindra Realty & Infrastructure

Developers
Ltd. (MRIDL) formed Mahindra USA Inc.,
formed for distribution of tractors in the
USA EAC Graphics (India) LTD, formed in
collaboration with The East Asiatic
Company
Ltd a/S, Denmark.
 Reorganization of the Group creating
six Strategic Business Units MSL
Division (Auto Components) hived off to
form Mahindra Sona Ltd.
 Mahindra Nissan Allwyn Limited merged
with the company.

1995  Mahindra Holding & Finance Ltd. (MHFL)

becomes a subsidiary of M&M to
carry out
business as an investment company.
 Technical collaboration with Mitsubishi /
Samcor to manufacture L300.

20
1996  Mahindra Ford India Ltd. (MFIL) – a
JV with
Ford Motor Co. USA to manufacture
passenger cars.
 The Company made a Foreign Currency
Convertible Bond (FCCB) issue of US$
115 million.

1997  Business connections in USA

through
Mahindra Wallace a new die shop was
inaugurated at Nasik.
 Inauguration of the Mahindra United
World College of India.

1999  Launch of ‘Bijlee’ a battery-

operated, 3-
Wheeler environmental-friendly vehicle.
 The largest online used vehicle website
in India launched by Mahindra Network
Services. The business of Intertrade
Division and Mahindra Exports Ltd.
Combined and renamed Mahindra
Intertrade Ltd.
 Mahindra USA Inc. Enters into a
strategic alliance with Tong Yang
Moolsan to
distribute its tractors under the
Mahindra
brand name.
 The Company acquires major stake in
Gujarat Tractors.

2000  The Company unveils new logo.

 Mahindra Auto Specialties Ltd. A new
100%
subsidiary is formed.

21
  M&M sets up its first satellite tractor
plant a Rudrapur.
 The Company launches New Age
Tractor, the Mahindra Arjun 605 DI (60
HP tractors).
 The Company launches Bolero GLX a
Utility Vehicle a response to needs of
urban Consumer.

2001  A 3-wheeler diesel vehicle

Champion is
launched.
 The Company launches Mahindra MaXX
a MUV positioned with the caption
Maximum Space, Maximum Comfort.
 M&M ties up with Renault for petrol
engines. M&M establishes a separate
division to provide Defense Solutions.

2002  M & M launches Scorpio.

2003  Scorpio - Recipient of prestigious

Awards -
 "Car of the Year" Award from Business
Standard Motoring
 "Best SUV of the Year" and "Best Car of
the
Year" Awards from BBC on Wheels
 "Car of the Year" Award from CNBC
Auto
Car
 M&M launches the "Invader" - a sporty
open top vehicle.
 M&M opens a second tractor assembly
plant in USA.
 M&M launches MaXX Pik Up.
 M&M Tractors awarded the prestigious
Deming Prize for excellence in Quality

22
  M&M launches India's first Turbo tractor
- Mahindra Sarpanch 595 DI Super
Turbo.
 Scorpio wins National Award for R&D.
 M&M ventures into Industrial Engine
business
 Mahindra Defense & Lockheed Martin
Information Systems, UK, strike an
alliance for Defense Products.

2004  Mahindra Group acquires Bristlecone

Inc.,
USA.
 Mahindra City gets permission for
Special Economic Zone.
 Forms new sector, Mahindra Systems
and Automotive Technologies
 M&M becomes first Indian company to
achieve sales of 1 million tractors
 Launches Bolero and Scorpio in Latin
American countries, Middle East and
South African markets

2005  Acquired 51% stake in SAR

Transmission
Pvt. Ltd, a company engaged in
making gears and transmission shafts
 M&M Tractors launches Australia operations
 M&M is first Indian auto maker to
launch
CRDe, offering it in the Scorpio
 M&M and Jiangling Motor Co. Group
enter
into a JV to form Mahindra (China)
Tractor Company Ltd.
 M&M and Renault enter into JV to
manufacture the mid-sized sedan,
Logan, in India

23
  M&M, International Truck and Engine
Corporation enter into a JV to
manufacture trucks and buses
 M&M completes 60 years
 Acquires UK's largest auto forging
company,
Stokes Group Ltd.

2006  M&M is first Indian auto maker to launch

CRDe
 M&M wins Overdrive Car Maker of the
Year
Award
 Mr. Anand Mahindra, Vice Chairman &
Managing Director, named Auto Monitor
Person of the Year
 Launches All New Scorpio with 43 new
features.
 M&M wins Nasscom award for IT
excellence
 Harvard Business School's India
Research
Center & Harvard University South Asia
Initiative in Mahindra Towers, Mumbai
 Scorpio crosses 1 lakh production
milestone
 M&M successfully completes FCCB issue
of
US $ 200 million
 Mahindra & Mahindra Financial Services
Ltd. goes public
 Global launch of Scorpio Pick-up in
South
Africa
 Tech Mahindra decides to enter Capital
market
 Mahindra United adjudged among the
top clubs in the world
 Mahindra announces 3rd SEZ in Pune

24
 PHILOSOPHY OF MAHINDRA &
MAHINDRA LTD.

To be respected as an organization at home and

abroad
that

 Cares for its customers

 Works for its share holders

25
 Provides a challenging environment to its empowered
employees
 Works together with its suppliers
 Is responsive and responsible to the community.

Operating principles and objectives

 Customer Focused.

Cost discipline

 By elimination of non-value added work

 Through continuous improvement
 By productive use of assets.

Time discipline

 By meeting set targets

 By delivering on time
 By ensuring service on time
 By quick response to needs
 By throughout time reduction.

People Culture

 By encouraging team work

 By training and developing
 By empowering
 By providing healthy & good work environment
 By safe work practices
 By fair appraisal & reward system

Community Culture

 By setting high ethical standards

 By responsible to environmental needs
 By contributing to community welfare

26
QUALITY POLICY

27
Customer satisfaction will be our top most priority
we shall meet this through –

 Customer Responsiveness.

 Continuous improvement in our products.

 Involvement of all our employees.

 Focus on process control & defect prevention in our

activities.

 Involvement of our subcontractors in continuous quality

improvement.

 Positive reputation for quality

 Following international quality assurance systems &

procedures

 Working through process control

 Delivering right first time every time.

28
 DEMING PRICE

The Farm Equipment Sector has won the prestigious Deming

Application Price awarded by the Union of Japanese Scientists
and Engineers (JUSE) in 2003. The price is considered to be
equivalent to the Nobel Price in the area of Quality of
Management. The FES has become the First Tractor
Manufacturer in the world to win this prestigious award.
The Farm Equipment Sector is the fist Tractor Company in the
world to win the Deming Price. Also it is the forth company
India and the 10th in the world, outside Japan to win this
price.

FES BAGS GOLDEN PEACOCK NATIONAL

TRAINING AWARD IN 2004

"Learning is not essential to growth but neither is survival"

said Edward Deming. To make learning a focused effort, M&M
Farm Equipment Sector enhanced its capability building
methods by strengthening its Training and Development
efforts for management officers as well as cell members.
These fruitful efforts are realized by the employees and were
also recognized when Mahindra and Mahindra- Farm
Equipment Sector won the Golden Peacock National Training
Award Award-Special Commendation at hands of Mr. Kapil
Sibal, Minister of Science and Technology on 20th Aug 04 in a
special ceremony organized at Delhi. Golden Peacock awards
are given by “Institute of Directors” an independent agency
under a jury presided by Ex-chief justice of India Mr. Ahmadi.
This recognition is for the excellence in training practices
adopted for all employees

The objective of training at FES has been on overall individual

development, which can contribute to achieving business
objectives as emphasized in the training policy. It has a
robust need assessment process, which strongly captures the
business needs. This process coupled with the training design

29
and training evaluation process adopted ensures the strong
linkage of training to business outcome.

In the last four years has focused on developing behavioral

programs like EDGE, APEX, for its management staff which
have been extremely successful and stand as benchmarks for
robustness of program design and linkage to business with
able guidance under the leadership of Dr. Sangram Tambe
Vice-President HR &Performance Management. Strong efforts
have also been taken by Employee Relations and
Development PU under leadership of Mr. Satish Ghogre GM
Employee relations & Development and his team for skill
building for its cell members. The skill building process for cell
members encompasses skills measurement, customized on-
the-job training and then evaluation.

Special efforts have been taken in F04 to make all the cell
members computer literate. It is the training and
communication efforts which have helped adapt the cell
members to changing business needs and increase
productivity.

A special feature of capability building efforts is the “Internal

Trainer Scheme” where line managers across functions are
encouraged to become “Learning Enablers”. FES boasts of
almost 85% of its internal trainers from a total group of 200
trainers are line managers from different functions.
It is this passion and commitment, which has yielded a
delightful fruit of the Golden Peacock Award-Special
Commendation. It, is the beginning of a journey to excel
further and has set higher targets to achieve.

30
 ORGANISATIONAL CHANGES

In February 1994 Mahindra & Mahindra adopted B.P.R.

Re-engineering is at fundamental rethinking and radical

design of business processes. Reengineering (BPR) is the set
of activities that taken together produce a result of value to
the customer.

Ex. Manufacturing process, New Product

Development.

Under the BPR initiative, Mahindra Top Gear Program [MTGP]

has been launched by the management to effect a step
change in main business like manufacturing, purchasing and
product development.

The company adopted the concept of Cellular Manufacturing

after the agreement of 26th May 1998. The change was
brought about in the basic design and the structure of
departments & the concept of factory in a factory emerged.
As a result, various departments and operations were divided
into 3 product units and some central functions. The Engine
PU, Tractor PU, Trans. PU were set up and responsibility of
these different product units were handed over to different
business heads.

The product unit comprises of the cluster modules & cells.

The Modules in PU are:

 Manufacturing Module

31
  Supplies Module
 Manufacturing Support Module
 Manufacturing Engineering Module
 Mahindra Production System Module
 HR& ER&D Module

 Human Resource and P&I R. Module

With the rapid changes in organizational set-up and keeping
in line the company’s belief in constant positive changes, the
human resource and I.R Module was also changed.

Each PU has an HRD Group that is responsible for training and

communication activities for all members of PU. The PU HRD
Co-ordinates with the central HRD with the aim of providing
the best support in area of HRD.

The P & I.R. Group in PU provides all Time Office and Record
Keeping Service for the workmen and staff in PU.

The group is responsible for redressal of personnel grievance.

All these strategic changes were brought about in order to

focus on the changing consumer needs. Today’s world is
changing fast. With the open door liberalization policy
customers are exposed to wide range of production.
Manufacturers are focusing more on customer needs
primarily the cost, quality and delivery of Goods.

32
 MAHINDRA GROUP OF COMPANIES

 Mahindra USA Incorporated [MUSA].

 Mahindra Exports Limited

 Mahindra Air Services Limited.

 Mahindra Hellenic Auto Industries S.A.

 Mahindra Applied System Technology Limited.

 Mahindra Holidays & Finance Limited.

 Mahindra Sintered Products Limited.

 Mahindra Construction Company Limited.

 Mahindra British Telecom Limited.

 Rolplas (India) Limited

 Mahindra Acres Consulting Engineers Limited

 MBT International incorporated.

33
 Siroplast Limited.

 Mahindra Holidays & Resorts India Limited.

 Mahindra Sona Limited.

 Guestline Hotels.

 Mahindra Engineering & Chemicals Products Limited.

 Mahindra Steel Service Centre Limited.

 Triton Overwater Transport Agency Limited.

 Mahindra Financial Services Limited.

 Mahindra Consultancy Limited.

MAJOR COMPETITORS OF MAHINDRA & MAHINDRA

 Tafe

 Escorts

 Eicher

 Ford New Holland

 John Deere

34
 E.R.& D. DEPARTMENT

OBJECTIVES & ACTIVITIES

 To maintain peaceful, cordial, harmonious and

meaningful
industrial relations.

 Increase workplace co-operation and effective

participation.

 Ensure maintaining proper discipline on the shop floor.

 Propagate, inculcate and maintain new and changing

work culture in the plant.

 Familiarize the union and workmen with new

Management
concepts.

 Develop flexible workforce to suit market / customer

demands.

35
 Appraise Govt., Semi-Govt. & Judicial authorities /
agencies o the changing work environment to seek their
support and cooperation for achieving management
goals.

 Apprise union leaderships of the changing work

environment to seek their support and co-operation for
achieving management goals.

 Negotiate with the union regarding company’s needs

and requirement and convince the union rank and file
on the same to increase shop floor productivity in the
face of changing market demands and challenges in the
industry.

 Maintaining High Morale amongst employees for

increase in productivity, quality, cost saving etc.
through various Forums like works committee,
grievance committee, canteen committee, welfare fund
committee, workers education, transport committee etc
and implementing welfare schemes like medical
services, educational aid, widows pension, employee
pension, canteen services, transport facilities, housing
assistance, organizing family get-together, various
awareness programs, counseling, persuasions, training
programs etc.

 Anticipate, identify and resolve various E.R. &D.

problems.

 Study various relevant case laws and legal provisions to

back-up our stand before various judicial authorities to
support our advocates extend necessary help to them,
and enter into preparation of various legal documents
and its authentication.

 Initiating disciplinary actions and conducting domestic

enquires into the charges against erring employees
depending upon the gravity of misconduct vis-à-vis
show cause notices,

36
 chargesheets,memos,cautionletter,warning,suspension,
memos,dismissal,termination, discharge orders etc.

 To devise remedial measures to arrest shop floor

absenteeism both regular as well as seasonal by taking
the union and the concerned workmen into confidence.

 To process re-deployment of manpower on the shop

floor as per the production needs.

 To offer IR support to line functions where productivity

as per settlement has not been achieved.

 To resolve day-today problems on the shop floor vis-à-

vis minor issues.

 To represent company’s case before the conciliation

authorities in complaints lodged by employees, union,
statutory compliance etc.

POLICY DEPLOYMENT

Policy Deployment (PD) is one of the most effective tools by

which the strategic intent of the company is translated into
operational plans throughout the organization. PD ensures
that everyone in the organization is aligned with the overall
objectives, and is "pulling in the same direction". At every
level it provides a basis for answering two questions:

 What do we need to achieve?

 How are we going to achieve it?

37
Policy deployment is a comprehensive, closed – loop
management planning and objectives deployment process.
The use of this process continuously improves both
management capability and the reliable achievement of
significant objective. Companies to help achieve and maintain
a competitive edge are increasingly using policy deployment.
In many leading organizations today, policy deployment is
viewed as a core enabling technology.

It starts with top management clearly articulating a vision for

the future of the company. This vision then leads to a mission
statement. How the mission will be achieved is defined in
strategic plans, tactical plans, and then operational goals.
Objectives are simply goals for which the “how to” has been
defined. Optimal objectives are comprised of both
quantifiable targets and feasible (and supported) action
plans.

Policy deployment is accompany – wide mechanism for

creating and propagating plans for the achievement of
objectives at all levels in your organization. it also provides
for the measurement and feedback of results as well as for
corrective actions to be implemented wherever appropriate.

There is a Simultaneous and equal focus on both the

achievement of performance results and the improvement of
managerial capability responsible for generating those
results.

Expected Outcomes of Policy Deployment

 Organization-wide deployment of priorities, goals &

objectives

 Accelerate the achievement of desired business objectives

38
 Enhanced managerial capabilities

 Improved operational planning

 A mechanism for results-based; organizational

performance
feedback

 Relevant management controls

 Majors increase in organizational velocity.

“Policy deployment is a way of aligning and assigning the

company’s objective or priorities through all levels. It is the
Western equivalent to Japan’s Hoshin Kanri that means
literally “gleaming metal” but translates to ‘management by
policy’. It becomes more detailed as each level is addressed
but the end result is a high degree of alignment through the
organization with everyone knowing what has to be achieved.
(Philips, Eindhoven)

THE PROCESS

Policy Deployment (PD) starts with the top management

clearly articulating a vision for the future of the company.
From our vision of global leadership the Sector draws up
mid term and long term plans for FES. Keeping in mind
these plans, the management strategy, business environment
and review of previous year’s policy, the President’s Policy
is drawn up which outlines the objectives for the year and
sets targets and major measures to achieve those
objectives.

Every PUL formulates a Vision for his own PU. Based on the
President’s Policy, the PU vision and the PUL’s role, the PUL
Policy is derived.

39
The PUL Policy comprises three elements – Managing Point,
Major Measure and Checking Point. The PULs Managing
Points (MP) are derived from the President’s Policy. Major
Measures (MM) for each managing point details the "how"
of achieving the Managing Points. Checking Points (CP)
enables the PUL to monitor the achievement of his managing
points.

Simply put – the PUL’s CP are sub goals which lead to

fulfillment of goals outlined for the MP.

President’s Policy to PUL Policy is the first step in the

deployment process.

STEPS IN POLICY DEPLOYMENT CYCLE.

1. Carry out self-assessment.

2. Gather information relevant to business development.
3. Determine each unit’s vision and priorities.
4. Establish priorities.
5. Agree metrics and targets.
6. Develop plans.
7. Agree personal objectives.
8. Share and communicate.
9. Monitor progress and review.
10.Refine priorities and
process.

PDCA

Every month, the manager is expected to do a self-

assessment of his performance through PDCA methodology.
Plan: Targets of every MP/CP which are mentioned in the
Policy.
Do: Against the planned target for MP/CP the actual
performance is to be recorded.
Check: Check to ensure that actual performance is in line with
the plan. If not, identify and record causes for deviation.
Act: Draw out action plan for correction and improvement.

40
REQUIREMENT FOR SUCCESS

 There must be management commitment to the process

and this must be evident to all.

 The start point must be based on some vision of the

future

 Priorities must be set with the intention of achieving

necessary change. Resources therefore must be
assigned differently. ‘Business as usual’ is not a
deployable policy.

 Responsibility for implementation must be clear.

 Objectives at every level must support the overall

priorities and be integrated to give one complete
structure of aligned effort.

 The effects of deployment must be measurable and

must be
measure.

 There should be an evolution – priorities should not be

totally replaced each year. Hoshin kanri is based on
the principle of continuous improvement.

 Visibility is vital – of priorities and of progress towards

them.

 There must be a reward strategy linked to success

in achieving the priorities.

IT GOES AS FOLLOWS

Policy Deployment can be used to build plans for annual

improvement and for the long – term. The first three steps –
‘carry out self – assessment ‘, gather information relevant to
business development’, and ‘determine each unit’s vision and

41
priorities’ – are all to provide input on the business position to
priority setting.

The goals must have a measurable outcome. Only then can

the next level – those who will execute – properly do their
planning to achieve each goal and say what it will cost. Goals
are upper level requirements. Specifying these to the next
level and accepting their bill for doing it is knows as “catch-
ball. Measurement becomes a basis for agreement and
alignment and then a way to assess progress.

Goals are progressively divided and allocated to lower levels

until they identify specific actions to be taken and precisely
who is responsible for carrying them out. Tow-way
communication ensures buy-in at all levels and links the
plans.

The ultimate level of deployment is to set individual targets

specifically related to the business priorities during personal
review sessions.

Once the policy deployment and measures are agreed they

must be constantly communicated. Group meetings, face-to-
face sessions, posters, progress charts need to continue
throughout the year to endlessly reinforce the fact that these
are the priorities and must therefore take first place.

During execution the measurements must be made and must

be reviewed so that feedback can be given to recognize
progress and steer around difficulties. These must be
maintained with a light hand so as not to interfere with the
main business.

Finally, the knowledge gained must be used as feedback all

along the chain both to improve the next round of priority
setting and to improve the process itself.

42
Checking points should be clear and deployable and should
allow for two things.
 Achieve the MP targets
 Give clear deployment to the next level

IT SHOULD IMPROVE

 Quality – either of product or process

 Cost – material cost saving, waste reduction, shortened
cycle
times, reduced inventory etc.
 Delivery – decreasing time and uncertainty surrounding
delivery

43
 WELFARE ACTIVITIES

The various welfare activities in Mahindra & Mahindra

are segregated as follows:

 Employee oriented
 Family oriented
 Community oriented
 General measures

HEALTH

Under the employees Medical Benefit Scheme various

facilities are extended to the employees such as panel
doctors situated locally, full reimbursement of treatment
taken in panel hospitals, family medical reimbursement, etc.
employees make voluntary contribution through their salaries
once in a year towards social agencies such as Cancer
Patients Aid Association, Bombay Leprosy Project. They are
also motivated to participate in publicizing the municipal
health initiatives such as pulse polio immunizations and clean
city campaign, Aids Awareness lectures are organized in the
Company as well as in the neighboring community.
Education: - In house workers education classes are
conducted on the basis of directives given by Ministry of

44
Labor Welfare Workers Education Board. So far, about 2000
employees have completed the said course. The curriculum
of the course and class has been adjudged as best Workers
Education class in Asia.

WELFARE

Counseling facilities provided to the employees and their

family members facilitate optimum performance and help
eliminate factors hindering employee’s role performance.

The activities and programs of family counseling department

have improved the quality of life of all our employees. Some
of them are parent education program, personality
development program, vocational guidance, retirement
planning etc.

TALENT EXCHANGE PROGRAMME

Hobby classes are arranged for employees, family members
and society during the summer vocation at various venues
such as Mahindra Students Academy, Samata Nagar High
School, Yojana Vidyalaya.

CULTURE
With a view to promote the cultural activities amongst the
employees and their family and acknowledge their
achievements, Company organizes various culture oriented
programs s follows :
 Annual gathering of employees with their family on
account of celebration of Republic Day.

 Children rallies cover arts and sports events for the

employees school going children.

 A series of professional drama shows were organized for

the employees and their family in various drama theaters

45
 at highly subsidized rates under the Natya-pandhari
scheme.

SPORTS

Cricket and Kabbadi teams have excelled at State level

tournaments besides winning Inter Company tournaments on
several occasions.

Employees have excelled in the solo sports event such as

Karate, Body building etc. besides leading teams trekking and
mountaineering.

ENVIRONMENT

Company has a deep concern for environment protection and

has practices it through various initiatives. Preservation of
huge trees of Coconut, Neem, Gulmohor, Ashoka etc. in spite
of building activity. The routine PUR check is carried out to
control the emission level of the Company and employee’s
vehicles. The pollution control activities in the area of water
pollution, air pollution etc. are carried out through processing
of sewerage water, used machine oil, boiler etc.

OTHER ACTIVITIES

WORKERS EDUCATION CLASSES

The workers education classes are held in M&M for better

education to workers in respect to productivity, industrial
relations and to achieve organization goal. They conduct
examination for the workers and those who pass this exam
can have a industrial tour organized by the company. It has
been judged to be the best in industrial setting both syllabus
and logistics wise.

QUALITY CIRCLE MOVEMENT

46
It was launched in 1985 and had 167 quality circles. Quality
Circles members have made presentations in State level,
National and international conventions apart from annual
Company wide conventions.

OPERATION HAMLA
This is their marketing strategy where workers are sent to
various States in India and asked to do marketing of their
product. i.e. Tractor.

CELL MEMBER TRAINING PROGRAMMES

These were the hey programs aimed at preparing the
mindsets to suit the progress towards our Company’s vision.

FIELD VISITS
The field visits by teams comprising of workers, Union
representatives and officers from the plant served to give first
hand feedback reports.

PERFORMANCE MANAGEMENT SYSTEM

The PMS was started in Mahindra for measuring the
performance of the Officers. Under this PMS Measurement Of
Performance (MOP) was formed wherein the every person is
given a target and one is given specific period for the
completion of that target. Here different Leaders are
appointed who looks after the MOP of his subordinates.

HOUSEKEEPING

The housekeeping program was started in January 2001

wherein each person from the organization right from the
Officers to the employee has to clean his department or any
area is allotted to clean up. The individual has to remove all
the wastage and arrange all its files or clean machines. The

47
housekeeping for the Officers was on Monday and for
employees was on Saturday.

COMMUNITY INITIATIVES

MAHINDRA FOUNDATION

This trust has been set up to contribute during national

calamities such as draughts, floods and earthquakes. The
foundation in the past has helped patients requiring cancer
treatment kidney transplant etc. The foundation has
extended its support to numerous academicians and other

48
professionals during their visits abroad to attend various
conferences and conventions.

NANHI KALI

Project for under privileged girl child in rural as well as urban

India. 1500 girls helped with the help of 16 NGO instituted by
KC Mahindra Trust.

MAHINDRA EDUCATION TRUST.

Established in 1953 by the late Mr. K.C. Mahindra, M&M is the

main sponsor of the KC Mahindra Education trust. The trust’s
objectives is the promotion of education at various levels and
it is involved in and contribution to various education
initiatives.

Every year the trust offers between 30 & 40 Internet – free

loan scholarships to PG students going abroad for higher
studies.

The trust has instituted the Mahindra search for talent

scholarships in 34 schools in India to encourage and reward
students who have achieved academic excellence. These
scholarships are awarded to 300 students all over India every
year. These are awarded to diploma students.

Training and Development

Training and development refers to the process of imparting

skills, abilities and knowledge to an employee.

49
It is an attempt to improve current or future employee
performance by increasing his or her skills and knowledge.

Any training and development program must contain inputs

which enable the participants to gain skills learn theoretical
concepts and help acquire vision to look into distant future.

The training and development of employees is a critical

function of the Human Resources job. It is important to
structure the process ahead of time so that the goals for
training are clearly delineated, and the long term results of
development of a company culture, work ethic, or way of
doing business can be cultivated effectively. Because
workforce training and development is so essential for
managing an organization, it is not surprising to note that
there are many training and development consultants.

A market survey was conducted to study the training

practices in different manufacturing and service industries
which have good quality training programs.

The details of the survey conducted are given further.

Survey Details

Subject: - Comparative analysis of training programs

conducted in

50
 different manufacturing and service industries.

Objective: - To understand training philosophy and practices

of companies, which are best known for providing
high quality training and development.

Introduction: -
Training provides theoretical support to an individual’s
development whereas coaching provides a more practical and
personal form of support. The combination of both creates a
powerful foundation stone for future development and
potential identification.
Every organization has different processes, and at times, a
different approach to work as well, leading to the need for
process-driven training and coaching to facilitate relevant
learning.

The survey was conducted in different sectors like

manufacturing, food, retail, consumer goods and engineering.

The study of training practices included the skill identification

techniques used, training need identification techniques, the
actual training process, training MIS, training report
maintenance etc.

Research tool: - Questionnaire and Interviews (Personal,

Telephonic as well as Internet Mails)

Research Design: -

The training managers and other concerned people were

interviewed and data was collected from them.
Questionnaires were used to collect the data. Also interview
was taken to collect some extra relevant information.

The basic purpose of the questionnaire was: -

• What is the training philosophy of your organization?

What are the main reasons training is imparted?

• What are the processes followed :-

51
 o Training need
o Designing programs to maximize organizational
learning
o Methodology
o Training effectiveness measurement
o Information systems for training

• What benefits has your company realized from training?

Specific instances as well as long term benefits.
How are they measured?

• Data on training and development programs conducted

in past (Information required on on-job, off-job as well as
other developmental programs)

• Objectives and content of training

o Methods used – type of training and venue
o Cost and duration of training
o Trainers – Who? How were they selected? How
were they evaluated?
o Training statistics : -
- Annual actual and budgeted expense
- Training man days per employee – Target
and actual
- Cost per training man day

• Specific information on on-job-training (if required)

• What works and what do not? (Tips based on

experience)

The data was further analyzed and data was presented. Also
certain methods were suggested and some recommendations
were given based on the data.

52
 Analysis

Some major parameters were considered for comparative

analysis

The brief description of the parameters and the practices

followed in different organizations are given below:-

1. Skill identification:-

Skills are the performance specifications of an

individual.

Skill identification is to indentify the core area in which

the person expertise.

It is the first step to identify the capabilities of a person

and in turn decide upon his training needs.

53
 Company Skill identification
Name
Mahindra & Assessed by supervisor by
Mahindra FES filling forms having specified
ratings on quarterly basis
Mahindra & Assessed by supervisor by
Mahindra AD filling forms having specified
ratings on quarterly basis
L&T Assessed during
performance appraisal-
annual basis
Tata Steel Assessed by supervisor as
and when needed
Mcdonalds Through periodic tests
(OCL’s)
‘Observation Checklist’ (It is
a test taken at each level
which emphasis on materials

54
 and techniques required to
accomplish a job)
HLL Assessed by immediate head
on annual basis and by
competency mapping.

2. Need assessment:-

55
A Needs Assessment is a systematic exploration of the
way things are and the way they should be.

There are 4 main steps in need assessment. They are:-

Step 1:- PERFORM A “GAP” ANALYSIS.

The first step is to check the actual performance of our

organizations and our people against existing standards,
or to set new standards.

Step 2:- IDENTIFY PRIORITIES AND IMPORTANCE.

The first step should have produced a large list of needs

for training and development, career development,
organization development, and/or other interventions.
Now we must examine these in view of their importance
to our organizational goals, realities, and constraints.
We must determine if the identified needs are real, if
they are worth addressing, and specify their importance
and urgency in view of our organizational needs and
requirements.

Step 3:- IDENTIFY CAUSES OF PERFORMANCE PROBLEMS

AND/OR OPPORTUNITIES.

Now that we have prioritized and focused on critical

organizational and personal needs, we will next identify
specific problem areas and opportunities in our
organization. We must know what our performance
requirements are, if appropriate solutions are to be
applied.

56
Step 4:- IDENTIFY POSSIBLE SOLUTIONS AND GROWTH
OPPORTUNITIES.

If people are doing their jobs effectively, perhaps we

should leave well enough alone. However, some training
and/or other interventions might be called for if
sufficient importance is attached to moving our people
and their performance into new directions.

Company Name Need assessment

Mahindra & • By skill identification
Mahindra FES
Mahindra & • By skill identification
Mahindra AD • By competitor analysis (Mostly
done at senior manager level)
• By organizational diagnosis
• Changes planned
(Technological, Cultural)
L&T • By skill identification
• By changes planned
(Technological, Cultural, Global
market analysis)
Tata Steel • By skill identification (To some
extent since workers are less in
number)
• By organizational diagnosis
Mcdonalds • Skill identification (Ongoing)
• Tests (OCL’S – Explained earlier)
• Organizational diagnosis
(Monthly training memo &
periodic communication
between training department
and top management of
restaurant)
• Changes planned (Global and

57
 country wise)
• Performance discrepancy (At top
management level)
HLL • By gap analysis
• By inputs from seniors.
• Business needs.
• Development action plan.

3. Designing Program:- (Especially about materials

used)

The basic steps to effectively design a training program

are:

Step 1:- DEFINE THE TRAINING NEEDS.

This is a process called discovery. In a discovery phase

it is important to define the needs and goals of the
organization and what kind of knowledge will help
employees meet those needs and achieve the stated
goals. It is important to emphasize that the needs and
the goals both be addressed.

Needs are generally those issues related to a changing

technological space, such as updated software, new
systems or processes, a response to new legislation that
requires specific knowledge, etc.

58
Goals are those initiatives related to performance in
competition with other companies or perhaps with past
levels of achievement.

Step2:- DEFINE THE TARGET AUDIENCE TO RECEIVE

TRAINING.

In the case of medical emergency preparedness, it is

necessary to identify a core group of managers and
train them. This is the process of identifying the target
audience.

Another example would be to do a study of work

processes, including employee surveys. It is surprising
how many management decisions are made without
employee feedback! It is important to listen to the
employees and take their suggestions into
considerations because they often see many things
happening that are not immediately apparent,
especially when it comes to employee training and
identifying who needs it.

Step 3:- DEVELOP THE CONTENT TO BE USED FOR

TRAINING.

Content development can be accomplished in-house by

experts within the organization. Indeed, for many
important job functions it's important that a manual of
work processes exist and be regularly updated on an at
least yearly basis. Such a manual can form a basis for
the study materials to be used in training employees.
In other situations it's possible to purchase the materials
from an outside vendor. Especially in specialized niches
that are dependent on legislation and rules that change
from year to year (such as accounting, legal
requirements, processes that are tied to governmental

59
regulation), it may be beneficial for the organization to
purchase materials from vendors who produce timely
employee training content.

Step 4:- DEFINE THE OUTCOMES TO BE ACIEVED FROM

TRAINING.

This last step is very important to regard. The outcome

from training is typically defined within the following
categories: increased profitability, higher efficiency,
better levels of safety within the work environment,
development of employees who are ready to meet the
challenges of assuming management roles, a productive
work environment, and even a better product and
customer satisfaction and retention. All of these points
are the kinds of goals management should be focusing
on when developing an effective program for continued
organizational development.

Company Name Designing Program (Especially

about materials used)
Mahindra & • PowerPoint presentation
Mahindra FES • Films and videos (Source –
External Trainers)
Mahindra & • Films and videos (Source- External

60
 Mahindra AD Trainers)
• Experiential/Outdoor based
training
• PowerPoint presentations
• Games (Especially for team
building)
L&T • Films (Source- Prepared by
organization by use of net & by
official visits to other countries
e.g.:- China)
• Self-directed, On-line or computer
based
• PowerPoint slides, success stories
& motivational stories in form of
photographs (From net)
Tata Steel • Films (Tata in-house)
• Self-directed, On-line (For selected
workers & for selected jobs)
• Transparency, Outdoor (ATI, Sion-
Technical)
Mcdonalds • Films (Source- Hamburg
University)
• Demonstrations
HLL • Role play
• Brainstorming
• Case studies
• Quizzes and games
• Films (External trainers) –
educational Cd’s

4. Scheduling Program:- (Especially physical set-up

i.e. Halls and other training material used)

After designing a program the next important step is

scheduling the program.

61
Various things like the dates, the venue, availability of
venue on the dates, the number of audience, the
arrangement of training material is to be taken care in
this process.

Also the trainers as well as trainees need to be informed

about the training details.

A random list of participants is prepared and its cross

checked with the respective supervisors for availability
of trainees.

62
 Company Name Scheduling Program
(Especially physical set-up i.e.
Halls and other training
material used)
Mahindra & • 3 training Halls
Mahindra FES (2 well-equipped)
Seating Capacity- 40 per hall
Mahindra & • 2 Training Halls (Well-
Mahindra AD Equipped)
• 4-5 Small Training Rooms
• Outside training at resorts
• On-job training (Technical)
L&T • 3 Halls (Well-Equipped with
OHP, LCD & Sound systems)
• 2 Halls (Not so well-equipped)
• Seating capacity:-
o 2 Halls- 100-150
o 3 Halls- 40-60
Tata Steel • Well equipped training halls
• 1 Hall (Borivili)- 60 people
• 1 Hall (Training center,
Tarapur)-40 people
• 2 Halls (Plant, Tarapur) – 40
people
• Technical training requiring
machinery is done at ATI, Sion
Mcdonalds • Outdoor in Hotels
• 4-5 Halls at Training center

63
 (Well equipped with LCD &
Sound system)
HLL • Three training centers (1
training hall in each)
• Seating capacity 30 per hall
• Syndicates and lounge areas
• Well equipped (with LCD’s ,
sound systems etc)

5. Effectiveness Analysis:-

Measuring the effectiveness of training programs

consumes valuable time and resources.

Many training programs fail to deliver the expected

organizational benefits. Having a well-structured
measuring system in place can help you determine
where the problem lies. On a positive note, being able to
demonstrate a real and significant benefit to your
organization from the training you provide can help you
gain more resources from important decision-makers.

The most well-known and used model for measuring the

effective of training programs was developed by Donald
Kirkpatrick in the late 1950s.

Level 1 (Reaction):-

• Completed participant feedback questionnaire

• Informal comments from participants

• Focus group sessions with participants

64
Level 2 (Learning):-

• Pre- and post-test scores

• On-the-job assessments

• Supervisor reports

Level 3 (Behavior):-

• Completed self-assessment questionnaire

• On-the-job observation

• Reports from customers, peers and participant’s

manager

Level 4 (Results):-

• Financial reports

• Quality inspections

Company Name Effectiveness Analysis

Mahindra & • Feedback from trainees
Mahindra FES (Rating given to trainers
on subject knowledge,
presentation skills and
rating is also given to
program etc.)
• Feedback from supervisor
Mahindra & • Feedback from trainees

65
Mahindra AD (Rating given to trainers
on subject knowledge,
presentation skills and
rating is also given to
program etc.)
• Practical observation by
supervisor and feedback
report from them
L&T • Feedback from trainees
(Rating given to trainers
on subject knowledge,
presentation skills etc.)
• Practical observation by
supervisor and feedback
report from them (For
technical as well as
behavioral)
Tata Steel • Feedback from trainees
(Rating given to trainers
on subject knowledge,
presentation skills and
rating is also given to
program etc.)
• Practical observation by
supervisor and feedback
report from them
• Also by discussion
Mcdonalds • Practical observation by
supervisor and feedback
report from them
• Tests (Practical/Written)
HLL • Feed back from trainees
(Rating given to trainers
on subject knowledge,
presentation skills and
rating is also given to
program etc.)
• Practical observation by
immediate head

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6. Business Need Linkages:- (Certification secured)

This generally refers to the training programs which are

specially developed with a specified purpose.

These training programs serve different purposes like

increased production with quality, global leadership,
new technological improvements, cost reduction,
positive attitude towards business, as well as securing
different international certifications.

Company Name Business Need Linkages

(Certification secured)
Mahindra & • ISO 9000
Mahindra FES • QS 9000
• ISO 14001
• Deming application prize
• Golden peacock national Quality
award
• Golden peacock commendation
award for training
• TS 16949 Quality systems
Mahindra & • ISO
Mahindra AD • TPM
• OHSAS
L&T • ISO
Tata Steel • ISO 9001-2000
• EMS 14000

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 • TA standard (Technical)
• NABL (Laboratory)
• Tata business excellence award
Mcdonalds • Global Recognition
HLL • No certifications

7. Report Maintenance:- (Report Content)

The training records and reports are maintained for

audits and information.

These records are used to draw random sheets of

participants of training and also for calculating the
training man days per employee per year and the total
expenditure on training.

It also gives information about the training programs

each employee has undergone.

Company Name Report Maintenance (Report

Content)

Mahindra & • One page report

Mahindra FES • Training history of employees
• Assessment (need) Sheets
• Feedback forms
Mahindra & • Nominations
Mahindra AD • Subject
• Location

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 • Faculty
L&T • Training evaluation forms
• Training history of employees
• Assessment (need) Sheets
• Feedback forms
• Training effectiveness
evaluation
Tata Steel • Name
• Training Programs attended
• Location
• Duration
• Training effectiveness
Mcdonalds • Name
• Designation
(Record maintained at store level)
HLL • Nominations report
• Training programs attended
• Number of training man days
• Training material used and
trainers

8. Training MIS:- (Soft Wares used)

It is very important in this computerized world to use

different specialized soft wares to maintain the training
information and records.

This information is about different training programs

conducted, different trainers their contact number and
topic taken.

It becomes easy to access and analyze the information

for report generation and for quick references.

Company Name Training MIS (Soft Wares used)

70
 Mahindra & Excel Sheets
Mahindra FES
Mahindra & Excel Sheets
Mahindra AD
L&T Workers –Customized Excel Sheets
Management – SAP
Developed by L&T infotech
Tata Steel Oracle-based (Developed by TCS)
Mcdonalds Mcinfy Server
HLL Excel sheets

Company USP’s

1. Mahindra FES :

 Company secured various certifications through

training.

2. Mahindra AD :

 More family oriented programs conducted

3. L&T:

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  More Focused on training materials

 Video films and other materials (Photos etc) made

by the training people and thus emphasis on the
quality.

 Motivate employees by conducting competitions to

give slogans for the training programs and other
initiatives. The best ones are awarded and the
slogans are displayed near the board

 The seriousness of training programs is evident

from the fact that the higher management people
attend the training programs along with workmen.

4. Tata Steel :

 Big training at Tarapur which is well equipped with

all the material required for training.

 Tata in house movies are used

 LSIP – Large scale interactive program was

conducted in 1997 it brought transparency
between management and workers. Theme –
Survival.

5. Mc Doanlds :

 Training related to performance which is related to

promotion

 Special training program designed by Hamburg

University Australia.

6. HLL :

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  Specially developed training centers for
managerial and executive level.

Based on the analysis a model for skill identification is

proposed as follows:-

The Jig-saw model

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 Every job has a specific skill requirement. These skills either
exist in the person or are developed with the help of training.
Now every job need not require the same kind of skills but to
some extent they need to know each and every skill. This
extent depends on the kind of job being performed.
Accordingly a classification based on the skills with four
achievement levels is designed.

The skill model

LEVEL ACHIEVEMENT DESCRIPTION

1 Entry Level Can’t do work independently

2 Informational Level Can do work with assistance

3 Learning Level Can do work independently

4 Skilled Level Can work independently and train others

These skill achievement levels are very specific to the jobs at

each level and thus by using this a standard skill index set
can be prepared.
The skill set index is unique for each level.

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The skill matrix for this model

75
 Levels
Level 1 Level 2 Level 3 Level 4 Level 5
Skills

Skill 1 4 4 3 2 1

Skill 2 3 3 2 1 4

Skill 3 4 2 4 3 3

Skill 4 3 3 1 4 2

Skill 5 3 3 4 2 3

Skill 6 2 1 4 3 4

Skill 7 1 4 3 1 2

Skill 8 2 2 1 4 3

Different types of skill matrix

like:-
• Behavioral skill matrix LEVEL ACHIEVEMENT

• Generic skill matrix 1 Entry Level

2 Informational Level
• Technical skill matrix
3 Learning Level
Can be made using this.
4 Skilled Level

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 Individual skill measurement

After identifying the skills required at each level, a standard

format of skills index at each level is prepared.
This standard model should be compared with the exisisting
skill levels and the gap should be measured.
This gap would help in identifying the discrepency and after
finding the reason for this discrepency a solution can be
suggested.
The proposed model for the same is:-

Actually required

Current position

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 There are different methods to identify or test the skill level for
different skills.
They are:-

Skill
Assessment Practical Observation Performance
Test

Skills
Skill 1  
Skill 2  
Skill 3  
Skill 4  
Skill 5  
Skill 6  
Skill 7  
Skill 8  

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 Training effectiveness evaluation
The evaluation of training forms the remaining part of the
training cycle which starts with the identification of training
needs, establishing objectives and continues through to the
design and delivery of the training course itself.
It is the function of evaluation to assess whether the learning
objectives originally identified have been satisfied and any
deficiency rectified. Evaluation is the analysis and comparison
of actual progress versus prior plans, oriented toward
improving plans for future implementation.
Based on the analysis a questionnaire for effectiveness
analysis is also suggested.

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Program Effectiveness Questionnaire: -

The effectiveness analysis is suggested based on

Kirkpatrick model.

The first level in this model is the reaction i.e. to study the
participants’ immediate reaction to the program.

The benefit of Reaction level evaluation is to improve Training

and Development activity efficiency and effectiveness.

Training Reaction:-
(Please note that all your suggestions and feedbacks are
important to us and that helps in our improvement so kindly
spare some of your valuable time to help us in our CIT)
Training:

Name: Date:

The Training Program:

Please circle the number that you feel most closely

represents your views.

Training Equipment Excellent 4321 Poor

Quality of the session Excellent 4321 Poor

The program objectives were accomplished

Excellent 4321 Poor

The content was relevant to your job

Excellent 4321 Poor

Useful for your work Excellent 4321 Poor

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The Trainer:

Please rate the trainer for each aspect.

Very Not
Effective Effective

(a) Knowledge of subject 4 3 2 1

(b) Style and delivery 4 3 2 1

(c) Responsiveness to group 4 3 2 1

(d) Producing a good learning climate

4 3 2 1

Any other comments:

In General:

What did you like best about the training (a) and least about
the program (b)?

(a)

(b)

What did you learn from the training?

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At the end of session or while joining the job after attending a
training program a PDCA cycle should be formed. The first
step in this is to prepare a personal action plan. This plan
helps in setting self standards and also helps in personal
evaluation.

This level deals with the ‘Plan’ aspect of the PDCA cycle.

Personal Action Plan

Action plan: I will do this End result: So that When

This action plan should be maintained by all the trainees and

should be submit a copy of the same to their immediate
supervisors.

Training effectiveness analysis is a continuous process that

ends when the training objective is achieved.

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The second level is learning i.e. to study the extent to
which the participants improve knowledge and skills and
change attitudes as a result of the training.
The basic purpose is to measure the learning transfer
achieved by the training and development activity.
The supervisor should assess the post-training performance
of the trainees (Period- 1 to 1 and ½ month).

Can Can with Cannot

perform some perform
the task help the task
indepen
dently

Ability to perform job

before training

Ability to perform job

after training

This helps to understand the effect of training program on the

job performance.

This level deals with the ‘Do’ aspect of PDCA cycle, where the
knowledge gained during training is practically used.

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The third level is behavior i.e. the extent to which the
participants has change their behavior back in the workplace
as a result of the training.
It helps in understanding how well the enhancement of
knowledge, skill, attitudes has prepared them for their role.
This can mainly be done through self assessment surveys.
The action plan copies can be used for this. The action plan is
to be discussed with the supervisor to draw conclusions about
the training effectiveness.
It can also be done through practical on-job observation.
This discussion helps the trainee in knowing his current skill
level in job and also helps him to know what is expected from
him. So after the self assessment the trainee should be able
to perform the job as expected.
This level deals with the ‘Check’ as well as the ‘Act’ aspect of
the PDCA cycle.
It should be done in 1 month’s time after the learning
analysis.
The fourth level is results i.e. the organizational benefits
resulted from the training.
The purpose is to measure the contribution of training and
development to the achievement of the business/operational
goals.

This can be studied through the financial reports, audits and

quality inspections.

84
This level is important as it helps in knowing if the training
objective was achieved.

General Procedure of effectiveness evaluation: -

Reaction PLAN

DO
Learning

CHECK
Behavior
ACT

Results

85
Annexure: -
Questionnaire
External Trainer Details (Contacts and Topics)

86
 Questionnaire

Topic: - Comparative analysis of training programs conducted

in different manufacturing and service industries.

Objective: - To understand training philosophy and practices

of companies, which are best known for providing
high quality training and development.

Company Details: -

Name of the organization: -

Manpower strength by category / business (Age details if

possible):-

Address: -

87
Tel. No.: -

Product / Service: -

Questions: -

1. We assess/measure the training needs of our employees in

following way: -

a) Formal assessment by supervisor conducted on

periodic basis (How frequently)
b) Feedback from supervisor on day to day
observation of the employees work performance
c) Tests (practical/ written)
d) Organizational diagnosis (How it is done?)
e) Changes planned – new technology, new culture
etc.
f) Based on inputs from senior management
g) Competitor analysis
h) Others___________
2. We use the following in our training (Give examples and
justification)

a) Training films (source)

b) Filming participants to enhance learning
c) Video-based interactive learning

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 d) Self-directed, on-line or computer based training
e) Experiential/outdoor based training
f) Others___________

3. We make training program interactive by: -

4. We pay a great attention to physical set-up in our training

facility by: -

5. Our view of informal form of training is: -

a) Are more productive, as trainees learn a more

when they are relaxed
b) Formal atmosphere is important for training

6. We are able to adhere to our training program by : -

7. A good trainer should possess the following skills: -

8. We decide our trainers (internal/external) by:-

(Give Details of trainers)

9. We encourage, motivate, train and sponsor our trainers by:

-

10. Our annual expenditure on trainers (external/internal)

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11. We overcome the problem of repetitive trainees by: -

12. Our post-training feedback policies are: -

a) No feedback taken
b) Question and answer session with trainees
c) Surveys and interviews
d) Feedback from trainees
e) We calculate return on investment from training
session

13. We assess training effectiveness by: -

a) Tests (practical/written)
b) Practical observation by supervisor and feedback
report from them
c) Others

14. We have secured the following certifications through our

training programs:-

15. Give the following details about different successful

training programs conducted in the previous year

- Title and brief description

- Objective
- No. of days
- Important methods used
- Participants (no. and level/department)

90
 - Basis of selection
- Location
- Faculty
- Training evaluation
- Comments

16. Training MIS (record keeping) details: -

- Cost of developing
- Assessment of individual training needs
- Details of training imparted to individuals
- Investment in each employee
- Post-training follow-up
- Training statistics

17. Share any other information related to this topic

External Trainers: -

Sr. Trainers Name Topic Contact no.

No.
1 Mr. Dilip Kakade Indian 27654725
(M & M AD) Economy (O)22077769

2 Mr. Suresh Lad Positive 9820196643

(M & M AD) Attitude

3 Mr. J. B. Kabra New Era 9821342325

(L & T)

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4 Mr. S. D. Taase Creativity 56987682
(L & T)

5 Mr. Siddharth More Work Ethics -

(L & T)

6 Mr. V. G. Dharap Qc & Cost 26134567

Reduction

7 Mr. C. M. Dadhekar QC 22831003

8 Mr. V. Soman QC, SPC 26860848

9 Mr. Sunil Wagh Behavioral 25344575

10 Mr. R. Bhalkikar Safety 24302036

11. Dr. Dighe Behavioral 25344575

12. Mr. Sagar Safety 28926399

13. Mr. Beke Environment 25894655

14. Mr. Iyer Change 28279897

Management

15. Mr. Shirke Awareness 25690581

16. Mr. Sudhir Change 28965026

Management

17. Mr. Rane Safety 26823989

18. Mr. Mankar Safety 27450184

19. Mr. Arun Naik Awareness 24463495

20. Dr. Iyer ISO 25670382

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21. Mr. Vinayak Kulkarni Investment 28546444

22. Mr. Arun Nabar Awareness 28874651

23. Mr. Sontakay Awareness 28874651

24. Mr. Suhas Pingle Health 26127096

25. Mr. Moye Awareness 24465456

26. Mr. Abhyankar TQM 25398427

27. Mr. Javdekar Safety 28751746

28. Mr. Sugvekar Safety 28971562

29. Mr. Mukherji ATI 98209684199

30. Mr. Sinha ITI 9820236016

Bibliography:-
Books:-
Human Resource Management –Aswathapa
Internet:-
citehr.com
astd.com

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