summer project at affinia meenaxi

7/30/2019 Summer Project at Affinia Meenaxi

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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.

summer project at affinia meenaxi

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