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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
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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
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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.
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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 Departmentwho 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/
.
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TABLE OF CONTENTS
CHAPTER
NO.
PARTICULARS PAGE
NO.
1. Preface 2
2. Acknowledgements 3
3. Introduction to AFFINIA GROUP
3.1 HR POLICY
3.2 Org. Chart
8
4. Training structure
i. Types Of Training
ii. Training Methods
iii. Consequences Of Absence Of Training Need
Assessment
9
1011
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
6. Existing format of Need Identification Form Observations 15
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7. Redesigned versions of Need Identification Form
i.Need Identification form and the modifications required
19
8. Managers Need Analysis 29
9. Training Plan 31
10. Training Calendar 33
11. Existing Feedback Plan 34
12. Evaluation form 36
13. Requirement Sheet 38
14. Conclusion 40
15. Bibliography 40
16. Annexure 41
COMPANY PROFILE
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INTRODUCTIONTO 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
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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.
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MISSION/VISION OF COMPANY
AFFINIA GROUP VISION, MISSION AND VALUES
MISSION
We will inspire ourpeople, delight ourcustomers and impress ourinvestors 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.
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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
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POLICIES OF THE COMPANY
POLICES REGARDING EMPLOYEES:
We believe that a companys most valuable resource is its people. Thus, we are nevershy 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 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
the best for our customers."
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
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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
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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
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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
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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
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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
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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
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DIFFERENT DEPARTMENT AND THEIRFUNCTION
The organization chart for the Human Resources function is shown below:
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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.
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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.
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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
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"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 doneaccording 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
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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
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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
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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.
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THE TRAINING PROCESS
No
Yes
Individualtraining needs
Staff ORworker
Staff/Workmen cadre
HOD responsible foridentifying training needs ofits respective dept.
Finalization of individual training
needs in consultation of personnelde t.
Training need identification formis filled for each individual
P.A. will form basis ofneed identification
Managementcadre
Start
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yes
Training needidentification form arecollected
Based on the training needstraining plan & calendar for theyear is prepared
Training plan is
implemented dept. wise
Review of the trainingplan done every sixmonths & corrective
action if any is taken
All training records anda MIS is maintained
As per plan the trainers are
identified and internal andexternal programs areconducted
The trainingeffectiveness andfeedback of thetraining is obtained
Individualtraining needssatisfied?
End
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No
C/F for next year
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The main steps of the above training process are as follows:
STEP I: Training Need Identification Form-
Training Need Identification form identifies the training needs of an employee requiredin 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 department-
The 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.
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Step III: Preparation of the Training Plan-
Considering the tentative plan of each department, the personnel department makes the
Training Plan. The training plan, which is made according to each department, consistsof 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 Calendar-
The 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 department-
After 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 trainee-
After 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.
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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
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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 thesupport 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 forworking 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
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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, andincrease the profit margins and having proper discipline in the work area.
The training for systems was classified as Awareness training, specialized training and
updates.
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And forSystems:
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
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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 issuethat 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.
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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.
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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.
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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 workarea; 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.
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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
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Same as this sheet, the second graphical sheet i.e. graphical representation indicating
the overall Organizations need to a particular skill can be identified.
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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
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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.
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Planned Mandays
Actual
Mandays
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.
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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
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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.
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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.
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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.
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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
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Training Calendar
The training need identification form for each department along with the training planto 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.
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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
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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 myproject 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.
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BIBLIOGRAPHY
Affinia Manuals of Training & Development
Human Resources & Personnel Management by ..
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Annexure I
TRAINING NEED IDENTIFICATION FORMAT
Employees Name : Employee Code:
Designation :
Experience :
Dept : Education
:
Functional /Technical Behavioral
Proposed
Area/Subject of
Development
C
r
i
t
ic
a
l
i
t
y
By
Whe
n
(Spe
cifythe
Quar
ter)
Proposed
Area/Subject of
Development
C
r
i
t
ic
a
l
i
t
y
By When
(Specify the
Quarter)
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(
1
/
2
/
3
)
(
1
/
2
/
3
)
Job Knowledge:
( Equipments,
Machineries,
Utilities, Functional
knowledge in terms
of Administrative
Support, etc)
1.
Self Development
Series-1:
(Motivation &
Goal Setting,
Leadership, Time
Management,
Team Building.)
1.
2. 2.
3. 3.
4. 4.
5. 5.
Working
Proficiency:
Self Development
Series-2:
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Quality Focus, 7QC
tools, Six Sigma,
Judgments Std.,
TPM (Total
Preventive
Measures).
Maintenance System
1.
(Communication
Skills,
Interpersonal
Skills
Emotional
Intelligence,
Personality
Development,
Creativity.)
1.
2. 2.
3. 3.
4. 4.
5. 5.
Systems:
ISO 9000, ISO
14000, Kaizen Teian
Safety, 5S, OHSAS.
1.
Systems:
ISO 9000, ISO
14000, Kaizen
Teian
Safety, 5S,
OHSAS.
2.
3. 4.
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5. 6.
Remarks:
(HOD/Dept.I/C)s Signature:
________________
Date : ________________
Explanation:
CRITICALITY:
1. Good to know.
2. Medium Criticality would help in better performance, not immediate.
3. 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
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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.