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A Project ReportA Project Report
OnOn
Training Need AssessmentTraining Need Assessment
ForFor
Exide Industries LtdExide Industries Ltd
PunePune
ByBy
Dhiraj Ashok FiskeDhiraj Ashok Fiske
(2008-10)(2008-10)
Under the guidance ofUnder the guidance of
ProfProf. Kalpana Chordiya. Kalpana Chordiya
Submitted toSubmitted toUniversity of PuneUniversity of Pune
In partialIn partial fulfilmentfulfilment of the requirement for the award of the degreeof the requirement for the award of the degree
ofof
Master ofMaster of
Business Administration (MBA)Business Administration (MBA)
ThroughThrough
Dr. Vikhe Patil FoundationsDr. Vikhe Patil Foundations
PravaraPravara Centre for Management Research & DevelopmentCentre for Management Research & Development
Pune-16.Pune-16.
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DDECLARATIONECLARATION
I, the undersigned, hereby declare that the Project Report entitled Training Need
Assessment written and submitted by me to the University of Pune, in partial
fulfilment of the requirements for the award of degree of Master of Business
Administration under the guidance of Prof. Kalpana Chordiya is my original work
and the conclusions drawn therein are based on the material collected by myself.
Place : Pune
Date : Research Student
3
DedicatedDedicated
toto
My beloved parentsMy beloved parents
Pushpa and Ashok FiskePushpa and Ashok Fiske
who havewho have been the fountain of inspiration to mebeen the fountain of inspiration to me
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AACKNOWLEDGEMENTCKNOWLEDGEMENT
It gives me great pleasure in presenting project report titled Training Need
Assessment & acknowledging the generous assistance given to me by various
persons in successful completion of this project work.
I thank Mr. J A Mandape, Head-Personnel, Exide Industries Ltd., Pune who gave me
opportunity to do my project work on Training & Development Programme.
To carry out this project it was very important to maintain the true spirit behind this
survey & he has strongly supported. He has made me a winner by giving me the
guidance and personal suggestions required time to time and providing me with all
resources and information needed to carry out this project successfully.
I would like to convey my gratitude to the entire top management team at Exide
Industries Ltd. for their immense co-operation and support. I would like to express
my sincere gratitude to Mr. D N Naik, Officer-Personnel, without whose active
support, it would not have been possible for me to complete the project.
I am also grateful to Mr. R M Bhole, Officer-Safety; Mr. B U Jeurkar, Officer-
Welfare; Mr. H Y Khan, Supervisor-Time Office for their continuous & steady
support while understanding this project.
I must thank to the Director of Dr. Vikhe Patil Foundations PCMRD Mr. Dholakiya
for his guidance consoling and support. I would also take the opportunity to thankProf. Kalpana Chordiya, my internal project guide for her tremendous support and
guidance to complete this project.
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CCONTENTSONTENTS
Particulars Page No.
Acknowledgement 4
Executive Summary 6
List of Tables 7
List of Figures 8
Chapter I Introduction 9
Chapter II Company Profile 17
Chapter III Objectives 34
Chapter IV Research Design & Methodology 36
Chapter V Data Presentation, Analysis & Interpretation 44
Chapter VI Findings 72
Chapter VII Limitations 75
Chapter VIII Recommendations 78
Chapter IX Conclusion 80
Bibliography 82
Annexure 84
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Executive Summary
As the Manufacturing industry is people intensive, the performance of a company is
the direct result of the efficiency and delivery of its employees. As the importance of
product and service quality is increasing, the training and development as a vital
function of HR department is gaining weightage day by day. Challenges like
Flexibility, New technology, Employee commitment need to be addressed effectively
to not only survive in the market but to gain a competitive advantage. Therefore,
shortcomings in the competencies of workforce are the matter of real concern. And
identification of these shortcomings must be done before putting any activity on the
training calendar.
Basic objective of summer training revolves around bridging the gap between
theoretical concepts & practical implications. This project focuses on understanding
the overall T & D functions in a Manufacturing industry with major emphasis on
Training Need Assessment.
Training need Assessment is generally divided into 3 parts i.e. Individual
Analysis, Job analysis and Organizational analysis. Here the researcher has done
individual analysis and with some emphasis on Organizational analysis.
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The research project was carried out at Exide Industries, Chinchwad plant in
Production Department (Motorcycle Division). The participants involved were
workers and supervisors. Questionnaire and Skill Estimation Form were the tools
used for collecting the data for training need assessment. Further on analysis and
interpretation of the collected data, recommendations were submitted to the HR head
of the plant.
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LLISTIST OFOF TTABLESABLES
LIST OF TABLES
Table No Title of the Table Page No.
Table No. 2.1 Departments at Chinchwad plant 28
Table No. 2.2 ISO certifications 31
Table No. 5.1 Observations for Que. No.1 46
Table No. 5.2 Observations for Que. No.2 48
Table No. 5.3 Observations for Que. No.3 50
Table No. 5.4 Observations for Que. No.4 52
Table No. 5.5 Observations for Que. No.5 54
Table No. 5.6 Observations for Que. No.6 56
Table No. 5.7 Observations for Que. No.7 58
Table No. 5.8 Observations for Que. No.8 60
Table No. 5.9 Observations for Que. No.9 62
Table No. 5.10 Observations for Que. No.10 64
Table No. 5.11 Observations for Que. No.11 66
Table No. 5.12 Observations for Que. No.12 68
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LLISTIST OFOF FFIGURESIGURES
LIST OF FIGURES
Figure No Title of the Figure Page No.
Figure No. Current status of company 32
Figure No. Pie Chart 1 47
Figure No. Pie Chart 2 49
Figure No. Pie Chart 3 51
Figure No. Pie Chart 4 53
Figure No. Pie Chart 5 55
Figure No. Pie Chart 6 57
Figure No. Pie Chart 7 59
Figure No. Pie Chart 8 61
Figure No. Pie Chart 9 63
Figure No. Pie Chart 10 65
Figure No. Pie Chart 11 67
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1.1
Basic
Theoretical Concepts and
Contexts of the Topic
IINTRODUCTIONNTRODUCTION
1.1 Basic Theoretical Concepts and Contexts of the Topic
Training and Development
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Training is cardinal tool by means of which the competencies of the
employees can be developed to survive in the world of cutthroat competition.
It is an organized function, which helps the employees to acquire knowledge
and skills for definite purpose. It gives an appropriate shape to the behaviour
of employees to achieve the predetermined goals. Training is essential for
everyone and is the corner stone of the human resource management.
Employee training is such an activity, which an organization must commit
resources to if it is to maintain a visible, efficient and knowledgeable
workforce. Its primary goal is to improve performance of individuals and
groups in organizational settings. Training and development involves
assessing needs, developing interventions, delivering them, and evaluating
outcomes.
Definition of Training:
Prof. Milkovich and Prof. Boudreau have defined training as
Training is a systematic process of changing the behaviour,
knoeledge and/or motivation of present employees to improve the match
between employee characteristics and employment requirements.
Development is more future oriented and focuses on personal
development. Development mainly focuses on:
Personal growth
Analytical skills
Conceptual skills
Human skills
The purpose behind the selection topic Training and Development was to
know about the significance of the training as a tool in the organization and to know
the process and functioning of training in the organization. The other reason for theselection of this topic was that I had a liking in the subject and hence I have preferred
the above topic.
Training is a systematic learning process, which helps to increase the
knowledge and improve the skills of the people performing various parts of the
overall tasks of the organization. It involves the acquisition of the skills, concepts,
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rules, procedures, attitudes etc. to increase the performance of the employees.
Training makes the employee more effective, efficient and productive. It also helps to
mould the attitude of the employees in order to achieve better cooperation with the
organization and loyalty to it. Training heightens the morale of employees. It also
contributes to greater extent in order to reduce absenteeism and turnover. Training
consists of few hours of induction by supervisor, who gives the trainee an outline of
the company policies, work location and work rules. Training is significant
management tool for bringing about the desired changes in order to solve
organizational problems and to achieve the organizational goals. Training is about the
acquisition of knowledge, skills and abilities (KSA) through professional
development.
Training function is divided in the following main segments:
IDENTIFICATION OF TRAINING NEEDS
Training activity is not an isolated activity but it is an integral part of
management development activities of an organization. Therefore considering the
goals and requirements of an organization, identification of the training needs must be
done.
Identification of the training needs is continuous process, which involves
identification of areas, where employees lack skills, knowledge, abilities etc. in
effectively performing their jobs and identifying organizational constraints, problems
that create roadblocks in the performance.
Identification of training needs must contain three types of analysis:
1. Organizational analysis centres primarily upon the determination of the
organizations goals, its resources as they relate to the organizational goals.
The analysis of the organizational goals establishes the framework in whichtraining needs can be defined more clearly.
2. Task analysis focuses on the task or job regardless of the employee doing the
job. This analysis includes the determination of the job, which the employee
must do, and the specific employee behaviour required.
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3. Person analysis reviews the knowledge, attitudes and skills of the current
employees in each position and determines what knowledge, attitudes or skills
he must acquire and what alterations in his behaviour he must make if he is to
contribute satisfactorily to the attainment of organizational objectives.
DECIDING THE OBJECTIVES OF THE TRAINING TO BE GIVEN
Once the training needs are identified, the other step in the process is to
specify training objectives. If the objectives of training to be given to the employees
are well defined, the contents of the training program can be fixed. The success of any
training program depends to great extent on the objectives fixed for training. Training
of any kind should have its objectives, so that the performance of trainee becomes
more useful and productive for himself and for the organization.Objectives of Training:
The objectives of the training can be summarized as follows:
1. To enable the employee to do his current job more efficiently and effectively
and to increase the productivity of the organization.
2. To enable the employee to use his knowledge, skills, abilities fully.
3. To improve knowledge, skills, efficiency of an employee and to obtain the
maximum individual development.
4. To prepare a worker undertake different jobs, if another person is absent.
5. To induce necessary change in the human resource.
DESIGNING AND ADMINISTERING TRAINING PROGRAMS
A training program is defined as a program that involves an interpretation at
the training specification in terms of units of instructions or learning set out in
chronological sequence showing the time allowed for each unit.
Few Essentials of an Ideal Training Program:1. Conformity with objectives
2. Knowledge and attitudes
3. Combination of training methods
4. Flexibility
5. Involvement of trainees
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SELECTION OF TRAINING METHODS AND TOOLS
Training methods are useful for attaining desired objectives in learning
situation. Every method has certain structured procedure for the conduct, which offers
definite advantages in developing qualities of the trainees, and at the same time, they
have certain limitations too. Therefore, while adopting a particular method, all its
strengths, weaknesses, objectives etc have to be considered.
Few important considerations for selection of training methods and tools:
1. Choice of methodology
2. Level of trainees
3. Nature of training to be imparted
4. Cost effective training with uncompromising quality
TRAINING EVALUATION
According to Prof. Warr, training evaluation is nothing but a systematic
collection and assessment of information for how best to utilize training resources in
order to achieve organizational goals.
Need for evaluation:
Need for evaluation of the training program is an essential function or activity
that has to be carried out. The reasons can be as follows:
1. To keep check on training program
2. To correct the training program
3. To see that training program benefits the employee significantly4. To ensure maximum output to the lowest cost from the training program
5. To see that the given training program enables the employees to use his
knowledge, skills, abilities to the fullest extent.
The process of training evaluation has been defined as any attempt to obtain
information on the effects of training program and to assess the value of training in
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the light of that information. Evaluation leads to controlling and correcting the
training program.
TRAINING NEEDS ASSESSMENT
Needs assessment diagnoses present problems and future challenges to be
met through training and development. Organizations spend vast sums of money
(usually as a percentage on turnover) on training and development. Before
committing such huge resources, an organization would do well to assess the training
needs of its employees. An organization that implements training programme without
conducting needs assessment may be making errors.
Ex- A need assessment exercise might reveal that less costly interventions (e.g.
selection, compensation packages and job redesign) could be used in lieu of training.
Needs assessment occurs at two levels, group and individual. 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 skill or knowledge or any other problem. The problem of performance deficiency
caused by absence of skills or knowledge can be remedied by training.
Faulty selection, poor job design, uninspiring supervision or some personalproblem may also result in poor performance. Transfer, job redesign, improving
quality of supervision or discharge can be possible solutions.
Assessment of training needs must also focus on anticipated skill of the
employee. Since technology changes fast, it demands that an employee is equipped
with required skills to cope with changing technology. Thus, it is necessary that the
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employee is trained to acquire new skills. This will help him to progress in his career
path. Training and development is essential to prepare the employees to handle
challenging tasks.
Individuals may also require new skills because of possible job transfers.
Although job transfers are common as organization personnel demands vary, they do
not necessarily require elaborated training efforts. Employees commonly require only
an orientation to new faculties and jobs. Recently, however, economic forces have
necessitated significant retraining efforts in order to assure continued employment for
many individuals.
Assessment of training needs occurs at the group level too. Any change in the
organizations strategy necessitated training of groups of employees. For example,
when the organization decides to introduce a new line of product, sales personnel andproduction workers have to be trained to produce, sell and service the same. Training
can also be used when high scrap or accident rates, low morale and motivation, or
other problems are diagnosed. Although training is not a cure all, such undesirable
happenings reflect poorly trained work force.
The need for training and development is determined by the employees
performance deficiency, computed as follows:
Training need = Actual performance Standard performance
In order to emphasize the importance of training need identification we can
focus on the following areas:-
1. To pinpoint if training will make a difference in the productivity.
2. To decide which type of training will improve each employees job
performance.
3. To differentiate between the need for training & organizational issues4. To bring about an integration of individual aspirations and organizational
goals.
In addition, in order to bring synchronization between organizational and
individual objectives people need to question the way they do things and this is
precisely the hidden objective behind any training need identification process. It is
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important to see that there is a suitable match between achieving organizational goals
and providing attractive learning opportunities. It should ideally be a long-term
process of encouraging employees to take an active involvement in their own
development, thus increasing their commitment to learning, to their work and to the
organization as a whole.
2.1 Name, Address and Location
2.2 Vision and Mission
2.3 Historical Background
2.4 Different Departments
2.5 Organizational Chart
2.6 Different Product Profile
2.7 Special Awards
2.8 Current Status of the Company
CCOMPANYOMPANY PPROFILEROFILE
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Introduction
Exide Industries Limited, India's flagship of the storage battery industry- is also the
largest Power Storage Solutions Company in South and South East Asia. It designs,
manufactures, markets and sells the widest range of lead acid storage batteries in the
world from 2.5Ah to 20,600Ah capacity, to cover the broadest spectrum of
applications.
For over 85 years, Exide Industries Limited has pioneered battery technology
in India. It is the only company in the country to design and manufacture batteries
from 2.5 AH - 20600 AH in conventional flooded and VRLA design.
Formerly known as Chloride Industries Limited, the company was a part
of the Chloride Group plc, UK. The leader in packaged power technology,
Exide today is India's largest storage battery company with widest range of
both conventional flooded as well as latest VRLA batteries.
It has 7 factories strategically located all over India.
Collaborations with Shin Kobe and Furukuwa of Japan and Oldham of UK
give it a global dimension in manufacturing capability.
The company has subsidiaries in the UK, Singapore and Sri Lanka.
Exports span 18 countries across five continents in a growing list of
overseas customers.
Technology, innovation, quality and country-wide service network are the
four pillars on which Exide achieves its high pedestal.
The R&D Centre, set up in 1976, is counted among the premier battery
research facilities in the world and is recognized by the Department of
Scientific & Industrial Research under Ministry of Science & Technology,
Govt. Of India.
Recognition of our pursuit of quality was achieved when RWTUV of
Germany awarded us the ISO 9001. We have also received ISO 14001
Certificate in recognition of our eco-friendly production process.
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For customers all these attributes transcend Exide from a manufacturing
company to a solution provider. After all who can provide all these
benefits together with its wide range of products, the ability and
competence to guide a user to select the right battery for a particular
application, skilled and experienced engineers for erection commissioning
and assured professional assistance throughout the service life of a battery.
2.1 Name, Address and Location
Corporate Office
Exide Industries Limited
Exide House
59E, Chowringhee Road, Kolkata 700 020
Phone: 033 22832120 / 22832133 /22832136 / 22832238-39 / 22832150-51
Fax: 033 22832632 / 22832637
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Mr. Gautam Chatterjee
Director-Industrial
Marketing Office
Exide House
6A, Hatibagan Road, Entally, Kolkata 700 014
Mr. Subir Chakraborty
Executive Vice President All India Industrial Sales & Marketing
Phone: 033 - 2286 6136
E-mail: [email protected]
Manufacturing Units
Shamnagar
91, New Chord Road
P.O. Athpur
Shamnagar - 743 128
24 Parganas (North)
Tel: (033) 2581 2146/ 2147/ 2148/ 2149
Fax: (033) 2581 393
Chinchwad
D2, MIDC Industrial Area
Chinchwad East
Pune - 411 019
Tel: (020) 5611 4466/4467/4468/4469
Fax: (020) 5611 4480
Haldia
Durgachak
Haldia - 721 602
Dist. Midnapur, West Bengal
Tel: (03224) 251 140/ 253/ 265/ 728
Fax: (03224) 252 145
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Hosur
Chinchurakanapalli Village
Sevaganapally Panchayat, Hosur Taluk
Dist. Dharmapuri
Tamil Nadu-635 103
Tel: (04344) 258 251/252/253/254
Taloja
Plot No. T-17
MIDC Taloja Industrial Area
Taloja - 410 208
Tel: (022) 2741 0401/0403/ 0405
Fax: (022) 2741 0219
Kanjur Marg
Kanjur Village Road
Kanjur Marg (East)
Mumbai - 400 042
Tel: (022) 2578 3691/92
Fax: (022) 2578 3695
Guindy
21/22, Alandur Road
Guindy
Chennai - 600 032
Tel: (044) 2234 1136/1137/ 1138
Fax: (044) 2234 6894
Bawal
Plot no. 179, Sector 3
HSIDC Growth Centre
Bawal , District Rewari
Haryana
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2.2 Vision and Missio n
Vision
It is Simultaneous to provide credible value addition to customers, employees &
shareholders and being recognized by society as a responsible corporate citizen. In
addition, to achieve operational excellence along with caring for environmental
protection.
Mission
To serve society by delighting stakeholders, harnessing the full potential of
employees pursuing or passion for excellence based on our core values.
Core Values
Customer Orientation
Personal Integrity and commitments
Teamwork and mutual support
People development and involvement
Striving for excellence
Measurement by processes and facts
Responsible corporate citizenship
2.3 Historical Background
........................................... Exide Story
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Although Alessandro Volta successfully generated electrical
current from chemical reactions between dissimilar metals as
early as 1800 AD, it was not till 1860 that Raymond Gaston
Plante invented the lead acid battery. Unfortunately, initial
capacity was extremely limited as the positive plate had little
active material. It took another 20 years before a practical
battery was developed using a paste of lead oxide as active material.
However, it did not take long for the next step. It was in the 1880s itself that Mather
& Platt, a Manchester based engineering firm, began manufacture of storage batteries.
The batteries -or accumulators as they were then called - followed a design in which
lead Chloride was the active material. Accordingly, the new
company was christened Chloride Electrical StorageSyndicate.
In the automotive industry, the most important application
stemmed from a common problem: motorists' broken arms!
While cranking the engine, the crank often swung back violently, injuring the driver's
arm. Efforts to eliminate this,led to the development of battery-started vehicles.
One of the critical ingredients in making the plates of such a battery was
oxide. Having perfected the technology, Chloride coined a brand name "Exide", a
derivative acronym from the term Excellent Oxide.
The emergence of USA as a major automobile market led to Chloride entering
into a joint venture with the Electrical Storage Battery Company of Philadelphia.
The two companies agreed to jointly own the brand Exide. This enabled Chloride to
enter the American market. In the meanwhile, the Exide brand also reached far-flungparts of the globe as part of the industrialisation of the British Empire and Exide
batteries soon began appearing in the Crown's many colonies.
When the United States entered World War I, Chloride
engineers developed a lightweight, non-spillage battery to
operate thousands of airplane radio sets and numerous radio
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stations. Among weapons of war, the engineers also developed a battery-powered
torpedo that moved silently without a wake.
Over the years, Exide batteries were a Part of many major developments in
exploration, communication and warfare. In 1934, an Exide deep-cycle battery was
the sole source of electrical power when Commander Byrd established a military base
in Antarctica. Exide batteries also provided power for Piccard's balloon flight.
As in the other colonies, in India too, Exide batteries were imported for many
years. In 1916, the Chloride Electrical Storage Company (CESCO) was set up to
assemble and market batteries. However, it was only in 1946 that the first
manufacturing unit was set up in Shamnagar. 1947 saw the emergence of
Associated Battery Makers Eastern Limited (ABMEL) for manufacturing batteries.
A second factory was established in 1969 at Chinchwad, Maharashtra tomanufacture automobile batteries to cater to the then growing auto battery demand,
and was strategically established near OEMs.
In 1972, ABMEL became Chloride India Limited, and in 1976 an R&D Centre
was established in India. Chloride Group, UK was by then the world's largest
manufacturer of batteries (operating in 23 countries) and had the biggest repository of
fundamental battery technology. The R&D Centre
of Chloride India was the only one of its kind
outside the UK in the Chloride Group, and its
establishment was a singular tribute to the
capabilities of the Indian scientists and engineers.
In 1981, a third plant was set up in Haldia, West Bengal to cater to the
huge USSR market. After the disintegration of the Soviet Union, this plant became
the hub of production for special types of batteries like the submarine batteries,
automotive and traction batteries.
In 1995, Chloride Industries was rechristened Exide Industries Limited indeference to its powerful brand name "Exide".
In order to ride this wave, Exide Industries entered into a technical
collaboration with Shin-Kobe Electric Machinery Company Limited, Japan -the
makers of Hitachi batteries for both advanced automotive and VRLA batteries for
industrial and UPS applications. The state-of-art plant at Hosur , Tamil Nadu went
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on stream in 1997 for the production of VRLA batteries and the high-end
automotive batteries for companies like Toyota. The 90S also saw an emergence of
huge demand in 2 wheeler batteries and Exide Industries, entered this market with In
1998, Exide industries acquired the assets of Standard Batteries Limited. This
acquisition brought with it a technical collaboration with Furukawa Batteries, Japan
and added 4 production units to its arsenal.
A 9th location at Bawal in Haryana has recently been commissioned to
cater to the large QEM sector in the North adding immense value through freshly
charged 'just-in-time' supplies.
At the dawn of the millennium, Exide has introduced a highly customer
friendly service called the 'Batmobile' initially operating in 8 cities where service
is guaranteed to a car owner within half an hour at his doorstep from 7am tillmidnight. This service is soon to be extended to 16 cities. Exide today not only has
a reach unsurpassed but is one of the few manufacturers in the world who produces
the entire gamut of secondary battery applications from motorcycle to large
commercial vehicles, small UPS batteries to large submarine batteries. Recent
acquisitions by the company in Singapore and Sri Lanka are the forerunners to Exide
Industries' emergence as a global player.
Exide, a name coined out of Excellent Oxide -a product ingredient, has through
its continuous commitment and customer-need focus, emerged as one of the most
powerful brands in existence today.
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1916 Chloride Electric Storage Co. (CESCO) UK sets up trading operations in India as an import
house.
1946 First factory set up in Shamnagar, West Bengal.
1947 Incorporated as Associated Battery Makers (Eastern) Limited on 31 January 1947 under the
Companies Act.
1947 Incorporated Chloride International Limited (previously Exide Products Limited)
1969 Second factory at Chinchwad, Pune
1972 The name of the Company was changed to Chloride India Limited
1976 R&D Centre established at Kolkata
1981 Third factory at Haldia, West Bengal
1988 The name of the Company was changed to Chloride Industries Limited
1994 Technical collaboration with Shin Kobe Electric Machinery Co. Ltd. of Japan, a subsidiary of
the Hitachi Group.
1995 Chloride Industries Limited renamed Exide Industries Limited
1997 Fourth factory at Hosur, Tamil Nadu
1998 Acquisition of industrial/ manufacturing units of Standard Batteries Ltd located at Taloja &
Kanjurmarg (Maharashtra), Guindy (Tamilnadu) and plant at Ahmednagar (Maharashtra)
from Cosepa Fiscal Industries Limited as a going concern.
1999 Acquired 51% Shareholding in Caldyne Automatics Ltd
2000 Acquisition of 100% stake in Chloride Batteries S E Asia Pte Ltd., Singapore and 49% stake
in Associated Battery Manufacturers (Ceylon) Limited, Sri Lanka.
2003 Commissioned plant at Bawal, Haryana
2004 Associated Battery Manufacturers (Ceylon) Limited, Sri Lanka became a subsidiary
consequent to acquiring further 12.50% Equity holding.
2005 Investment in 50% shareholding of ING Vysya Life Insurance Company Limited
2007 Caldyne Automatics Ltd becomes 100% subsidiary consequent to acquiring the balance 49%
shareholding.
2007 Acquired 100% stake in Tandon Metals Ltd.
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2008 Acquired 51% stake in Lead Age Alloys India Ltd
2.4 Different Departments
Department Manpower
1. Production 734
2. Planning 7
3. Engineering 92
4. Technical 59
5. General/Personnel 99
6. Accounts/IT 13
7. Material/WD/Stores 54
8. Despatch/Marketing 809. Projects 48
TABLE NO 2.1
2.5 Organizational Chart
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Personnel Department
2.6 Different Product Profile
Exide Industries at Chinchwad plant manufacture following types of batteries:
For Cars
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SF SUPER SONIC SF SONIC TURBO SF SONIC
JET
For Tractors For Inverter For Motorcycles
SF SONIC JUMBO SF SONIC POWERBOX SF SONIC
RODEO
2.7 Special Awards
Exide wins CFO of the year award in automotive and auto-ancillary category
from CNBC-TV18
"Exide, Haldia factory gets TPM award for Category A, 2008, from Japan
Institute of Plant Maintenance"
Exide Haldia had a rich haul at the CII awards ceremony in Kolkata for 08-09
winning five awards in different categories.
At the CII (Eastern Region) awards ceremony in Kolkata for 08-09 Exide
Shyamnagar won
CII Productivity Award -1ST Prize in category A for Significant
Improvement in Productivity during the year
CII Quality Award Certificate of Appreciation for Commendable effort
in the area of Total Quality at the CII(ER) Quality Award 2008-09
The following table depicts the ISO certifications of the Companys various
Plants:
Factories ISO 9001:2000 ISO 14001:1996 TS16949:2002
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http://www.sfsonicpower.com/lcv_hcv.htmlhttp://www.sfsonicpower.com/inverter01.htmlhttp://www.sfsonicpower.com/motorcycles.htmlhttp://www.sfsonicpower.com/lcv_hcv.htmlhttp://www.sfsonicpower.com/inverter01.htmlhttp://www.sfsonicpower.com/motorcycles.html8/2/2019 Project by Dhiraj
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Shamnagar
Chinchwad
Haldia
Hosur
Taloja
Bawal
Kanjur Marg
TABLE NO 2.2
2.8 Current Status of the Company
Gross Sales
Shareholders Funds
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Highlights (FY 2008-09)
Turnover rises 17 per cent to Rs 4233 Crore
Pays 20 per cent final dividend; full year dividend payout 60 per cent
Automotive sales cross 14 million batteries
Industrial battery sales cross 1.3 billion amp hours
Haldia Factory wins the prestigious TPM Award.
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Objectives of the Project
1. To study the present Training & Development (T & D) procedure and
activities at Exide Industries Ltd.
2. To identify the training need areas of the employees as well employer.
3. Give necessary suggestions regarding the training program.
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OOBJECTIVESBJECTIVES
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4.1 Statement of problem
4.2 Research hypothesis
4.3 Need for study
4.4 Literature Review
4.5 Sampling Design
4.6 Source and methods of Data Collection
4.7 Methods of Data Analysis and Statistical Techniques
4.8 Scope of the study
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RRESEARCHESEARCH DDESIGNESIGN &&
MMETHODOLOGYETHODOLOGY
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4.1 Statement of the Problem
As discussed above it becomes imperative to identify the training needs of the
employees at different levels in the organization and develop a suitable training
program accordingly so that the performance of employees is improved.
4.2 Research Hypothesis
At Exide Industries Ltd, Chinchwad plant Training Programs for employees are
insufficient according to their training needs.
4.3 Need for the Study
Need assessment is the first step in the instructional design process, and if it is not
properly conducted anyone or more of the following situations could occur:
1. Training may be incorrectly used as a solution to a performance problem
(solution should deal with employee motivation, job design or a better
communication of performance expectations).
2. Training programs may have the wrong content, objectives, or methods.3. Trainees may be sent to training programs for which they do not have the
basic skills, pre-requisite skills, or confidence needed to them.
4. Training will not deliver the expected learning, behaviour change, or financial
results that the company expects.
5. Money will be spent on the training programs that are unnecessary because
they are unrelated to the companys business strategy.
4.4 Literature Review
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1. A project on Training methodologies by Seema Kumari, MPM, 2nd yr,
Sinhgad Institutes (SIBACA, Lonavala) completed at Packshield, A division
of Associtaed Capsules Pvt Ltd.
Summary:
The objective of this project was to find out how the training activity is carried
out in a Business Organization, right from the need identification (at the
Organizational, Task and Personal level) along with a proper system of evaluation
that evaluates the effectiveness of training at an immediate level, job level and
outcome level.
2. A project report on Training Need Identification by Sumit Shivhare,
MPM, 2nd yr, Sinhgad Institutes (SIBACA, Lonavala) completed at Jubilant
Organosys Ltd, Nira, Pune.
Summary:
The objective of this project was to identify and assess the training needs of
employees and to impart need-based training that enhances performance and leads to
achievement of quality objectives. In addition, second objective was to evaluate
training program and to prepare training calendar.
3. A project on Application of Instructional Design (Training &
Development) by Sunitha Jayakumar, MBA, HR, MMMs COE,
Karvenagar, Pune at Tela Sourcing India Pvt. Ltd.
Summary:
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Her objectives were to study the present training & development procedure
and activities, to identify the training need and give necessary suggestions regarding
the training program, to design structured and effective instructions in order to
evaluate the training program.
4. A project on Training Need Identification by Rameshwar Ojha, MPM,
2nd yr, Sinhgad Institutes (SIBACA, Lonavala) completed at RLG Group of
Industries.
Summary:
His objectives were to study the complete process of training and
development, identify training needs of the employees and develop suitable training
calendar accordingly.
4.5 Sampling Design
Population
Population refers to the total items about which information is desired. Here
population is Production Department, Motorcycle Unit at Exide Industries,
Chinchwad plant comprising of 38 workers.
Sampling Frame
It is also known as Source List. It is a list of elements in the population from which
the sample is actually drawn. Here the Sampling frame was the list of workers in
Motorcycle Unit who were employed at Exide Industries Ltd., Chinchwad Plant.
Sampling Unit
Sampling Unit here refers to the Workers working at Exide Industries Ltd,
Chinchwad plant. It was selected in consultation with the project guide with reason
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that workers constitute the major part of the manpower at Chinchwad plant and these
are the people who actually handle the operational part of the manufacturing process.
Size of the Sample
It means number of items that need to be selected from the universe to constitute a
sample. Here size of sample selected was 30 out of which 25 were Workers and 5
were Supervisors.
Sampling Procedure
As the population is clearly defined and list of target population is available, method
selected for sampling is Probability Sampling. Under this the Simple Random
Sampling method is used so that every worker gets the equal chance of beingselected. As the list of workers was available Lottery method was selected for use but
it could not be used because workers were divided into 3 shifts and it was not possible
to meet selected worker because of time constraint and other reasons which include
absenteeism, change in shift, change in department etc. Therefore, workers were
randomly picked and interviewed.
4.6 Source and methods of Data Collection
Various types of data were collected from various sources and used in specific
manner in this research project. Following are the methods used for data collection:
Sources of Primary Data Collection
Survey (Questionnaire)
Interview schedule
A tool developed to estimate skills of the workers
Observations
Discussion with some concerned people
Interviewing and Survey Process
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The survey process was conducted in four steps.
1. Identification of respondents Researcher worked in advance to set up
times and dates with units that would be interviewed. Local unit contacts
helped to set up interview times for the individuals.
2. Respondent Briefing Researcher briefed the respondents on the project.
The briefing concentrated on explaining the purpose of the project, the
objectives, and the importance of candidate feedback.
3. Written survey Depending upon who they were (Workers or Supervisor),
respondents received written surveys to complete. The respondents were left
alone to complete the surveys. Researcher was available to answer questions
or provide clarification.
4. Follow-up Interview The completed survey was taken & conducted a
follow up interview to clarify ambiguous comments, to assure completeness,
and in some cases to ask follow-on questions for additional information. This
information was added to the respondent survey form for data entry.
Interviewers made additional comments in other documentation to assist with
the training needs data. Some follow-up interviews were conducted in small
groups, others one-on-one.
Sources of Secondary Data Collection
Company database Training manual, Training calendar, employee database,
performance appraisal sheets, training feedback forms etc.
Full text database Books on Training & Development
Online database
Earlier research in the same topic
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4.7 Methods of Data Analysis
Methods that are used for analysis of collected data are basic analytical tools which
include:
Tabular Analysis
Graphical Analysis
Percentage Analysis
4.8 Scope of the Study
1. As research was carried out on particular section of Employees, the study can
be carried out for entire plant.
2. In addition, Organizational Analysis can be done in a better way if the
permission is granted.
3. As the employees are working in 3 shifts, scope of the study can be extended
to the night shifts as well.
4. The data gathered through this study can be used for Training Evaluation.
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5.1 Data Presentation
5.2 Data Analysis
5.3 Data Interpretation
Data analysis is based on a well-structured questionnaire, which identified the training
needs as well as provided the feedback.
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DDATAATA
PPRESENTATIONRESENTATION
,, AANALYSISNALYSIS
&&
IINTERPRETATIONNTERPRETATION
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A tool developed to estimate skills of the workers provided the clear idea about
the status of skills level of audience in consideration.
The questionnaire was distributed among 30 respondents. The 30 respondents
were divided as:
5 supervisors
25 workers
The interpretation of the feedback obtained from the employees is done after every
question for better understanding of the same. The data is also represented in the form
of a Bar chart as well as Pie chart for simplicity reason.
The tool developed for measuring the skill level of workers was given to all 5
supervisors. Estimation was done when the worker was working and in presence of
researcher. Each supervisor estimated the skills of 5 workers. Data collected wasconsolidated into one single format and were analysed and interpreted.
Questionnaire
For Workers & Supervisors
1. What types of problems do you face while carrying out the job?
a) Material relatedb) Advancement in Technologyc) Production processd) Safety
Others-
TABLE NO 5.1
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Options A B C D E Total
Supervisors 2 1 0 2 0 5
Percentage 40 % 20 % 0 % 40 % 0 % 100 %
Workers 5 7 3 9 1 25
Percentage 20 % 28 % 12 % 36 % 4 % 100 %
Total 7 8 3 11 1 30Percentage 23.33 % 26.66 % 10.00 % 36.66 % 3.33 % 100 %
Analysis
From the above graph it can be seen that maximum number of respondents faced the
problem of safety while working.
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Interpretation
It is seen that 37 % of total respondents feel that training is necessary in the area of
safety and must be included in the annual training calendar.
1. Which of the following is most important to perform best at workplace?
a) Technical skills.b) Soft skills.c) Knowledge about procedure & processes.
d) Others
TABLE NO 5.2
Options A B C d Total
Supervisors 3 0 2 0 5
Percentage 60 % 0 % 40 % 0 % 100 %
Workers 13 4 7 1 25
Percentage 52 % 16 % 28 % 4 % 100 %
Total 16 4 9 1 30
Percentage 53.3 % 13.33 % 30 % 3.33 % 100 %
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Analysis
It is clearly seen that maximum number of respondents feels that Technical skills are
most important to perform best at workplace.
Interpretation
From above chart 54% of total respondents feel that training must put emphasis on
Technical skills rather than soft skills. However 30% of respondents feel that
Knowledge about process and products is important and must be included in training.
1. Do you have all the knowledge about Production process?
TABLE NO 5.3
Options Yes No Total
Supervisors 5 0 5
Percentage 100 % 0 % 100 %
Workers 19 6 25
Percentage 76 % 25 % 100 %
Total 24 6 30
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Percentage 80 % 20 % 100 %
Analysis
From the above graph it is seen that maximum respondents have required knowledge
about the process and procedure.
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Interpretation
Almost 80% of total respondents have the complete knowledge about process and
procedure and feel that it is an integral part of training. Remaining 20% are either new
or have not undergone through complete training programme.
2. Are you satisfied with your performance?
TABLE NO 5.4
Options Yes No TotalSupervisors 5 0 5
Percentage 100 % 0 % 100 %
Workers 23 2 25
Percentage 92 % 8 % 100 %
Total 28 2 30
Percentage 93.33 % 6.66 % 100 %
Analysis
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Maximum numbers of respondents are satisfied with their performance.
Interpretation
Major number of total respondents i.e. 93% are satisfied with their performance and
feel that training provided was useful.
3. Are you satisfied with Current training programme?
TABLE NO 5.5
Options Yes No Total
Supervisors 3 2 5
Percentage 60 % 40 % 100 %
Workers 19 6 25
Percentage 76 % 24 % 100 %
Total 22 8 30
Percentage 73.33 % 26.66 % 100 %
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Analysis
From above figures it is seen that maximum number of respondents are satisfied with
training provided but considerable amount of people feel that training content should
improved.
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Interpretation
73% respondents are satisfied with current training content and feel that it is sufficient
while 27% suggested improving the training content.
4. Does higher management support your initiative to increase performance
level through training & development?
TABLE NO 5.6
Options Yes No Total
Supervisors 4 1 5
Percentage 80 % 20 % 100 %
Workers 21 4 25Percentage 84 % 16 % 100 %
Total 25 5 30
Percentage 83.33 % 16.66 % 100 %
Analysis
Maximum number of respondents feels that management support their initiative to
increase performance.
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Interpretation
83% people are satisfied with managements support and it can be clearly seen from
the graph that management does recognize their initiative.
7. What should be the frequency of training?
a) Quarterly (every 3 months)
b) Half yearly
c) Yearly
TABLE NO 5.7
Options Quarterly Half yearly Yearly TotalSupervisors 4 1 0 5
Percentage 80 % 20 % 0 % 100 %
Workers 21 3 1 25
Percentage 84 % 12 % 4 % 100 %
Total 25 4 1 30
Percentage 83.33 % 13.33 % 3.33 % 100 %
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Analysis
Maximum number respondents feel that training should be conducted quarterly i.e.
every 3 months in a year.
Interpretation
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83 % of respondents feel that training should be conducted every 3 months and
therefore this must be considered while preparing training calendar.
8. What type of training do you want?
a) Lectures
b) Audio-visual clips
c) On the job
TABLE NO 5.8
Options LecturesAudio-visual
clips
On the jobTotal
Supervisors 0 3 2 5
Percentage 0 % 60 % 40 % 100 %
Workers 2 17 6 25
Percentage 8 % 68 % 24 % 100 %
Total 2 20 8 30
Percentage 6.66 % 66.66 % 26.66 % 100 %
Analysis
Maximum number of respondents says that use of Audio-visual clips should be more
in training session rather than mere lectures.
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Interpretations
67 % participants feel that use of Audio-visual clips during training session will be
beneficial instead of only lectures.
9. What should be the team capacity?
a. Up to 10
b. 10-30
c. more than 30
TABLE NO 5.9Options Up to 10 10-30 More than 30 Total
Supervisors 2 3 0 5
Percentage 40 % 60 % 0 % 100 %
Workers 2 15 8 25
Percentage 8 % 60 % 32 % 100 %
Total 4 18 8 30
Percentage 13.33 % 60 % 26.66 % 100 %
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Analysis
Maximum participants say that each team of trainees should consist of 10-30
participants.
Interpretations
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60 % respondents feel that each team should consist of 10-30 participants so that each
member gets the fair chance of participation as well as can learn better.
10. Which language of medium should used for Training?
a. Marathi
b. Hindi
c. English
TABLE NO 5.10
Options Marathi Hindi English TotalSupervisors 1 4 0 5
Percentage 20 % 80 % 0 % 100 %
Workers 11 14 0 25
Percentage 44 % 56 % 0 % 100 %
Total 12 18 0 30
Percentage 40 % 60 % 0 % 100 %
Analysis
Most of the respondents feel that language of medium used for training should be
Hindi. However, use of Marathi language should also be there.
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Interpretations
60 % of participants feel that Hindi language should be used for training but as we see
that considerable number of respondents say that Marathi should be used and
therefore they say that it should be mixture of both the languages.
11. How do you feel about effectiveness of external trainer in comparison with
internal trainer?
1. Excellent
2. Good
3. Average
4. Fair
5. Poor TABLE NO 5.11
Option Excellent Good Average Fair Poor Total
Supervisors 0 2 2 1 0 5
Percentage 0 % 40 % 40 % 20 % 0 % 100 %
Workers 2 9 8 6 0 25
Percentage 8 % 36 % 32 % 24 % 0 % 100 %
Total 2 11 10 7 0 30
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Percentage 6.66 % 36.66 % 33.33 % 23.33 % 0 % 100 %
Analysis
Maximum number of respondents felt that External trainer is Good as compared to
Internal trainer.
Interpretations
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37 % of respondents feel that External trainer is Good. However, 33 % respondents
feel that External trainer stands Average in comparison with Internal trainer.
12. What are the topics that should be covered by the training?
a) Technical-knowledge (Operation) 1. 2. 3. 4. 5.b) Safety & fire fighting. 1. 2. 3. 4. 5.c) Quality control 1. 2. 3. 4. 5.d) Maintenance 1. 2. 3. 4. 5.e) Soft skill development 1. 2. 3. 4. 5.
TABLE NO 5.12
Option A b C d e
Average 3.9 4.3 3.1 2.8 2.1
Out of 5 5 5 5 5
Analysis
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From the above graph it is seen that all respondents on an average feel that safety and
fire fighting is the most important topic to be included in training programme with
average of 4.3. The second most important topic following is the Technical
knowledge with 3.9 average on the scale of 5.
Interpretation
Above figures indicate that there is strong urge towards safety and fire fighting
training. And it is followed by technical training.
For the Skill Estimation Tool
59
NAME OF THE DEPARTMENT: PRODUCTION(MOTORCYCLE UNIT)
MADHAVVANJARI
AHMEDKHAN
SUNILPAWAR
VINODGAYKE
RAMESHWAR
DAMBALESR
BHAMBEREDIPAK
SHRIKANTPATIL
PRADEEPKHAIRE
PRASADDANGAT
ANNASAHEBJADHAV
TANAJIJADHAV
VASANTWAGH
AJAYTAMBE
SANDIPPAWAR
PRASHANTHIRE
PRITAMJAGOTIYA
KAILASMURLIDHAR
RIAZSAYYED
SALLUSHAIKH
DEVENDRAKADALE
SHANKARPISALE
GANESHZALTE
RAMESHBHATIA
VIKRAMJADHAV
departmenttotal
departmentaverage
A Operation
1 Mould ejection 3 6 7 6 4 4 6 7 6 4 4 5 6 5 4 3 6 3 4 3 2 3 4 5 5 115 4.6
2 Mould Touch up 3 4 3 5 6 7 8 6 5 4 3 5 5 4 3 4 4 3 5 6 4 3 7 8 8 123 4.9
3 Air Vent Check up 6 7 5 7 8 5 4 3 5 4 5 6 8 5 5 4 6 8 9 6 7 5 6 7 8 149 6.0
4 Following 5S norms 5 6 7 6 8 9 7 6 5 7 8 9 7 8 9 4 4 5 4 6 5 6 7 8 9 165 6.6
5 Operation Parameter Checking 6 7 5 4 5 6 4 3 5 7 8 6 6 7 8 9 4 5 7 8 9 6 4 5 7 151 6.0
totals 23 30 27 28 31 31 29 25 26 26 28 31 32 29 29 24 24 24 29 29 27 23 28 33 37 703 5.6
averages 4.6 6.0 5.4 5.6 6.2 6.2 5.8 5.0 5.2 5.2 5.6 6.2 6.4 5.8 5.8 4.8 4.8 4.8 5.8 5.8 5.4 4.6 5.6 6.6 7.4
B Quality
1 Grid Quality Check up 5 6 5 4 6 7 6 5 6 7 8 9 5 6 7 8 5 4 6 7 5 4 6 7 8 152 6.1
2 Visual grid checking 3 4 4 5 6 7 8 9 8 7 3 4 4 4 5 6 6 7 8 8 6 7 6 7 5 147 5.9
3 Frequency 4 3 5 4 5 4 4 5 4 5 5 6 7 8 4 4 5 6 5 6 7 5 6 7 6 130 5.2
4 Handling of grids 3 4 5 4 5 6 5 6 7 6 5 6 7 6 5 6 7 6 5 7 8 7 6 7 5 144 5.8
total 15 17 19 17 22 24 23 25 25 25 21 25 23 24 21 24 23 23 24 28 26 23 24 28 24 143 5.7
averages 3.8 4.3 4.8 4.3 5.5 6.0 5.8 6.3 6.3 6.3 5.3 6.3 5.8 6.0 5.3 6.0 5.8 5.8 6.0 7.0 6.5 5.8 6.0 7.0 6.0
C Maintenance
1 Cutting adjustment 6 7 8 6 6 5 6 7 5 6 7 6 5 6 7 6 5 5 6 5 7 8 6 5 6 152 6.1
2 Pouring timing 5 6 7 6 5 7 8 9 7 8 9 8 7 6 7 7 7 6 6 5 6 7 6 7 7 169 6.8
3 Mould O/Csetting 2 3 4 5 4 6 7 5 7 6 7 8 6 5 7 8 7 6 5 5 4 5 4 5 6 137 5.5
total 13 16 19 17 15 18 21 21 19 20 23 22 18 17 21 21 19 17 17 15 17 20 16 17 19 153 6.1
Average 4.3 5.3 6.3 5.7 5.0 6.0 7.0 7.0 6.3 6.7 7.7 7.3 6.0 5.7 7.0 7.0 6.3 5.7 5.7 5.0 5.7 6.7 5.3 5.7 6.3
D Safety
1 Knowledge of hazardous material 3 4 5 4 3 2 3 4 5 2 4 5 4 5 5 4 3 3 2 4 5 6 4 5 6 100 4.0
2 Use of protective clothing 5 6 4 6 5 4 5 4 3 2 1 3 4 5 4 3 3 3 4 5 4 5 6 5 4 103 4.1
3 Knowledge about Emergency action 6 7 7 8 6 5 6 5 6 7 6 7 8 8 5 6 7 6 7 8 8 9 8 9 9 174 7.0
total 14 17 16 18 14 11 14 13 14 11 11 15 16 18 14 13 13 12 13 17 17 20 18 19 19 126 5.0
average 4.7 5.7 5.3 6.0 4.7 3.7 4.7 4.3 4.7 3.7 3.7 5.0 5.3 6.0 4.7 4.3 4.3 4.0 4.3 5.7 5.7 6.7 6.0 6.3 6.3
E Trouble shooting
1 Knowledge of using Measuring instruments 5 6 5 4 6 6 7 6 5 7 8 5 6 5 5 4 5 6 7 8 7 6 5 6 7 147 5.9
2 Knowledge of Alloy identification 6 7 8 5 6 7 8 9 5 6 7 8 7 6 7 5 6 4 7 6 8 7 6 7 8 166 6.6
3 Knowledge of adding ingredients 6 7 5 8 7 8 7 6 7 6 7 8 6 7 5 4 3 6 5 2 4 5 4 3 5 141 5.6
total17 20 18 17 19 21 22 21 17 19 22 21 19 18 17 13 14 16 19 16 19 18 15 16 20 151 6.1
avearage 5.7 6.7 6.0 5.7 6.3 7.0 7.3 7.0 5.7 6.3 7.3 7.0 6.3 6.0 5.7 4.3 4.7 5.3 6.3 5.3 6.3 6.0 5.0 5.3 6.7
F Personal attribute strengths
1 Striving for new skills, knowledge, experience and personal development. 3 4 3 3 5 4 3 4 5 4 3 3 4 4 3 3 4 5 2 3 4 2 3 4 5 90 3.6
2 Taking personal responsibility to resolve problems, even those not of own making. 5 6 7 4 5 6 5 4 5 6 3 7 5 6 7 8 6 6 5 7 7 8 5 6 4 143 5.7
3 Coming up with recommendations and suggestions, more than asking for answers. 3 2 3 2 4 5 4 3 6 4 5 3 2 4 5 3 4 5 6 7 5 4 3 3 5 100 4.0
4 Developing positive relationships, co-operation with, and supporting colleagues. 4 6 7 5 8 6 7 5 7 8 7 6 9 8 7 7 6 7 8 7 6 7 5 4 5 162 6.5
5 Being aself-starter, self-motivated, keeping focused and productive. 3 4 5 4 5 6 7 8 7 6 5 6 7 6 5 6 7 6 8 7 6 7 6 5 5 147 5.9
totals 18 22 25 18 27 27 26 24 30 28 23 25 27 28 27 27 27 29 29 31 28 28 22 22 24 128 5.1
averages 3.6 4.4 5.0 3.6 5.4 5.4 5.2 4.8 6.0 5.6 4.6 5.0 5.4 5.6 5.4 5.4 5.4 5.8 5.8 6.2 5.6 5.6 4.4 4.4 4.8
Rating Scale
0 1 2 3 4 5 6 7 8 9 10
ExpertAdvancedBasicNegligible
Insert scores from individual skill-set assessments. Note that the totals and averagescells contain formulae for calculating totals. Lowest scoresare obviouslythe training priorities, although some consideration
needs to be overlayed asto the relative importance of the skills. Minimumacceptable score is 6 out of 10. Any score below 6 indicates need for training.
SKILL ESTIMATION FORM (CONSOLIDATED)
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Analysis
From above tool it is seen that the department scored lowest on safety skills with an
average of 5 out of 10. Second lowest was the soft skills area with the average of 5.
Department scores high in the Maintenance skills as well as Trouble shooting skills
with an average of 6.1.
But individual skills from each category of skill set needs to be considered and
included in the training program.
Interpretation
Safety skills are the skills with lowest scores and indicate training need.
Soft skills are the second lowest and need to be addressed immediately.
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Findings
Workers have expressed their views regarding the following:
1. Problems faced by workers during work & training programs.
2. Participants felt that more emphasis should be given to practical aspects.
3. More emphasis should be given to selection of topics.
Findings in Questionnaire
1. It is seen that problem of Safety is prevailing in the plant and some accident cases
were also reported while carrying out the project research.
2. It is found that need for Technical know-how is essential as plant is highly
automated.
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FFINDINGSINDINGS
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3. It is found that majority of the respondents feel that they have required knowledge
of the process. However, a test must be conducted for evaluating their knowledge.
4. As we see that 92 % participants are satisfied with their work but if we consider
the Question No-3 we found that only 80 % of respondents say that they have
required knowledge of process. So the discrepancy of 12 % remains unanswered and
the test must be conducted for obtaining actual status.
5. Here 72% respondents are satisfied with the training programme. This indicates
that rest 20% respondents who are satisfied with their performance believe that
training is not sufficient.
6. Here maximum number of participants feel that higher management supports their
initiative to improve performance. It means that organization is willing to support.
7. Frequency of training programme should be every 3 months.8. It is found that till date only lectures were used for training with some
photographs. Maximum participants want audio-visual clips to be shown for better
understanding of topic of training.
9. Teaching medium should be Hindi as well as Marathi. It should be the mixture of
both the languages.
10. Maximum participants felt that External trainer is Good as compared to
Internal trainer. Therefore this indicates that the Internal trainer must have good
knowledge as well as skills for his topic.
11. It is found that Safety and fire fighting topics are very important in view of
participants and must be included in training calendar with proper frequency.
Findings in Skill Estimation Form
In skill estimation form it is found that department scored Lowest in Safety & Fire
fighting skills. Following it was the Soft skills.
However, it is clear from the readings that individual variations are wide and it is amatter of concern.
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LLIMITATIONSIMITATIONS
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Limitations of the Study
Following were the constraints faced while completing this research:
1. Time constraint limited the length and details obtained from need assessment
as time allotted to conduct survey and interviews was only between breaks
such as Tea break, Lunch break etc. Had the time allotted been quite more I
could have conducted more interviews.
Potential Impact: High
2. The size of the potential pressure point (target audience) was local & has a
potentially small impact on the business. Only selected section of the
employees was exposed for survey.Potential Impact: Small
3. Available data collected for other purposes that could provide valuable clues
as to source of performance problems such as accidents reported at the plant,
skill estimation sheets, performance appraisal sheets, training program
evaluation sheets, feedback forms, complaints etc. was available with limited
access.
Potential Impact: Moderate but issue was resolved through discussions with
some supervisors.
Many environmental factors affected the survey effort to some degree.
1. Assessing training needs is a subjective due to personal biases, experience
levels, and perceptions about what is effective training. Employee and
Supervisor respondents without the training did not necessarily use the same
vocabulary.
Potential impact: small.2. A number of participants went on furlough after taking the course and did not
have opportunities to apply the concepts until this season.
Potential impact: Moderatescope of issue is unknown.
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3. Technical concepts may not be embraced or encouraged in organizations in
which senior officers have not attended a class or are unfamiliar with the
concepts.
Potential Impact: High on individual unit level. Actual impact unknown.
4. Security concerns about where the respondent feedback would go and how it
would be used caused initial concern in some respondents.
Potential impact: Moderate, but was mostly if not completely mitigated
through adequate briefings and discussion of data security.
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Recommendations
With reference to the Findings and Skill Estimation Form, following are some
suggestions for effectively designing the Training Program, which will be beneficial
for carrying out the different HR functions as well as Production Activities.
1. Training should be given to mostly to those who are less efficient and weak in
their job areas as considering the individual skill ratings.
2. Training should be organized in such a way that each and every worker can
participate.
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3. New technologies & knowledge-based training should be given. Technical
programs like latest field in technology concerning their operations should be
included.
4. Training should be job related and emphasis more on practical aspects with
more Audio-visual clips as most of the participants are not well qualified.
5. Training should be conducted frequently; every 3 months and regular
feedback should be taken because employees are more serious about training
program & interested in self skill improvement.
6. Subject method should be discussed thoroughly, in detail and both extensively
and intensively as respondents feel that topics decided are not as per their
needs.
7. Homogenous groups should be formed for training so that they can easily andquickly understand each others problems, which will save the time as well as
employees will be motivated.
8. Certain areas of soft skills such as team spirit, self motivation etc. need to
have considerable attention and must be included in training program.
9. Awareness about the necessary Soft Skills must be incorporated in Training
Program.
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Conclusion
Whenever any organization conducts Training Program there is always need of
Training Need Assessment because training is the indirect cost for the organisation
which is only calculated in the long run rather than within the short term period. So at
the same time HR Manager should also take into consideration the nature of
organization considering the resources available and the budget for the training
program. Therefore, the Training Need Assessment should be carried out in different
areas not only concentrating only the eligibility criteria of the employees but also the
type of program with help of different tools & techniques.
With reference to the Model of Need Assessment, which includes Oganisational, Task
& Individual
Analysis,
following are
some
conclusions,
which will be
helpful in
future for
company in
different HR activities:-
1. Frequency of the training program and feedback should be increased so that
employees will feel that organization is taking initiative for improving the
skills of employees rather than improving skills on their own considering the
organisational as well personal objectives.
2. As per the assessment, there is lot of need to design the program on Health &
Safety Measures.3. Equally soft skills are important to improve the Overall Efficiency and
Effectiveness of the organization.
Thus, Training need assessment forms the base of all training activities. It is equally
important for an organization to pay attention towards need assessment to reduce the
future losses arising out of inadequate and inappropriate information. In any type of
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CCONCLUSIONONCLUSION
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training & development program, organization should not ignore or neglect this basic
function or they have to pay a lot. So even Exide Industry take into consideration
above conclusions based on the research work in the company definitely sky is the
limit for them.
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BBIBLIOGRAPHYIBLIOGRAPHY
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A variety of sources of information have been referred while developing this project.
Apart from a number of books and articles, we have also benefited greatly from the
Internet, which holds a vast ocean of information.
Following books have been referred which were of immense help to me :-
1. R K Sahu; Training for Development; Excel Books; Edition 1st; 2006;
Chapter 8; Page No- 85 to 114
2. R S Dwivedi; Personnel Management in Indian Enterprises; Galgotia
Publishing Company; Edition 2nd; 2006; Page No- 295 to 339
3. Raymond Noe; Employee Training & Development; Tata McGraw-Hill
Publishing House; Edition 4th; Special Indian Edition; 2008
4. K Aswathappa; Human Resources & Personnel Management; Tata McGraw-
Hill Publishing House; Edition 2nd; 2001; Page No- 189 to 222
5. L M Prasad; Human Resource Management; Sultan Chand & Sons; Edition
2nd; 2006
Following sites of Internet were referred:
www.businessballs.com
www.citehr.com
www.exideindia.com
www.exide4u.co.in
www.exidereachout.com
www.sfsonicpower.com
www.slideshare.net
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Training Need Assessment Questionnaire
Name of the employee:
Designation/Department:
Year of experience:
1. What tasks do you perform at work?
2. What types of problems do you face while carrying out the job?
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a) Material relatedb) Advancement in Technologyc) Production processd) Safetye) Others-
3. What do you think is most important to perform best at workplace?
a) Technical skills.b) Soft skills.c) Knowledge about procedure & processes.d) Any other please specify
4. Do you have all the knowledge about Production process?
a) Yesb) No.
If No Why-
5. Are you satisfied with your performance?
a) Yes
b) No.
If No Why-
6. Are you satisfied with Current training programme?
a) Yes
b) No.
If No Why-
7. Does higher management support your initiative to increase performance level
through training & development?
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a) Yes How-b) No-Why-
8. Attempt following
9. How do you feel about effectiveness of external trainer in comparison with
internal trainer?
1. Excellent 2. Good 3. Average 4. Fair 5. Poor
10. What are the topics that should be covered by the training?
1. Not at all important 2. Not so important 3. Essential 4. Important 5. Very
important
a) Technical-knowledge (Operation) 1. 2. 3. 4. 5.b) Safety & fire fighting. 1. 2. 3. 4. 5.c) Quality control 1. 2. 3. 4. 5.
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A) What should be
frequency of
training?
B) What type of
training do you
want?
C) What should
be the team
capacity?
D) Which language of
medium used for
Training?
a) Quarterly
(every 3 months)
a) Lectures a) Up to 10 a) Marathi
b) Half yearly b) Audio visual
clips
b) 10-30 b) Hindi
c) yearly c) On the job. c) more than 30 c) English
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d) Maintenance 1. 2. 3. 4. 5.e) Soft skill development 1. 2. 3. 4. 5.f) Others Please specify
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NAME OF THE SUPERVISOR:
INDIVIDUALNAME
INDIVIDUALNAME
INDIVIDUALNAME
INDIVIDUALNAME
INDIVIDUALNAME
A Operation
1 Mould ejection
2 Mould Touch up
3 Air Vent Check up
4 Following 5S norms
5 Operation Parameter Checking
B Quality
1 Grid Quality Check up
2 Visual grid checking
3 Frequency
4 Handling of grids
C Maintenance
1 Cutting adjustment
2 Pouring timing
3 Mould O/C setting
D Safety
1 Knowledge of hazardous material
2 Use of protective clothing
3 Knowledge about Emergency action
E Trouble shooting
1 Knowledge of using Measuring instruments
2 Knowledge of Alloy identification
3 Knowledge of adding ingredients
F Personal attribute strengths
1 Striving for new skills, knowledge, experience and personal development.
2 Taking personal responsibility to resolve problems, even those not of own making.
3 Coming up with recommendations and suggestions, more than asking for answers.
4 Developing positive relationships, co-operation with, and supporting colleagues.
5 Being a self-starter, self-motivated, keeping focused and productive.
Please rate the employees according to following scale
RATING SCALE
NEGLIGIBLE 0 1 2
BASIC 3 4 5
ADVANCED6 7 8
EXPERT9 10
SKILL ESTIMATION FORM