Almas HVAXLES,Tata Motors Ltd

HVAXLES Ltd.

SUMMER INTERNSHIP PROJECT REPORT

ON

Training and development

Carried out at HV Axles Limited, Jamshedpur

“C/o. TATA MOTORS LTD”

UNDER THE GUIDANCE OF

“P.K SINHA” (DIV. MANAGER, HR &PSD)

Submitted by:-

Puja Khatry

MPM 2nd SEMESTER

INSTITUTE OF BUSSINESS MANAGEMENT AND REASERCH

CERTIFICATE

This is to certify that the work presented in this dissertation entitled “TRAINING AND DEVELOPMENT” has been entirely carried out at HV Axles Ltd. C/o TATA Motors Ltd. Jamshedpur for the period of 8 weeks in the year of 2010 by PUJA KHATRY under my guidance is being submitted to INSTITUTE OF BUSSINESS MANAGEMENT AND REASERCH For the partial fulfillment of the award of MASTER OF PERSONNEL MANAGEMENT. The dissertation is also being submitted to HV Axles Ltd.

DATE: P.K.SINHA

(DIV. MANAGER,

HR&PSD)

ACKNOWLEDGEMENT

Behind every achievement lies an unfathomable sea of gratitude to those who have extended their support and without whom it would ever have come into existence. To them I, Puja khatry, a student of institute of business management & research, Pune, lay the words of gratitude.

Guidance & Co-Operation are immensely important for the completion of any project. In this respect, I convey our sincere gratitude to our project guide Mr. Shiv Ram ( H.O.D. OF HR of institute of business management & research, Pune) for her enlightening guidance, constant inspiration, & keen interest shown on me during the project., I deliberate my profound sense of gratitude to her.

It is a matter of great pleasure for me to acknowledge my extreme gratitude and sincere regards to Mr. P.K.SINHA ( Divisional Manager, HR and PSD ) and his team with Mrs. Deepti Maheshwari, Mrs. Nidhi Basu and Mr. Rajeev Kumar(Manager,Personnel) for their valuable guidance, inspiration, and encouragement that I received throughout the project.

I would also like to extend my extreme gratitude towards every member associated with HV AXLES as well as TATA MOTORS (Jamshedpur) for their kind cooperation, motivation, support and guidance throughout the project.

At last I would like to thank my parents and friends who are my source of inspiration and to all those who have helped me directly or indirectly.

TRIBUTE TO THE FOUNDER

JAMSHEDJI TATA

Jamshedji Tata, after whose name the city of Jamshedpur lies, was one of the Pioneers who built the modern India with its Economic and Industrial character. Had he been merely a frontline Industrialist his place in the history of India would never be so high. He not only established the foundation of Industrial India but also gave a vision for Industrial revolution and progress. He generated the philosophy to take India’s modern economic rule from the medieval economic system. His industrial philosophy was a unique and superb combination of the scientific vision of an economist, the skill of a trader, effective management and the wisdom and generosity of a true nationalist. He earned abundant money from his ventures and he spent equally large money for the benefit of his employees as well as his countrymen.

The institutions established on the strength of the generous donations from Jamshedji Tata and his families are like the fountains of fragrance. He established a whole new tradition of Tata and his family has virtually preserved that tradition through the years. He was one of the torchbearers of modern India who was fortunate enough to draw inspiration from swami Vivekananda and who denied the British honor of Sir conferred on him by the queen.

GUIDING PRINCIPLES OF J.R.D.TATA

A corporate legend, and the founder of civil aviation in India, Jamshedji Tata was a man of strong guiding principles. He always stuck to his principles and ensured that these principles are carefully preserved for the future. These principles that still prevails in the Tata group of organizations are :

Nothing worthwhile is ever achieved without deep thought and hard work.

One must think of oneself and never accept at their face value slogans and catch phrases to which unfortunately out people are too easily susceptible.

One must forever strive for excellence or even perfection, in any task however small, and never be satisfied with second best.

No success or achievement in material term is worthwhile unless it serves the needs or interests of the country and its people and is achieved by fair and honest means.

Good human relations not only bring great personal rewards but are essential to the success of any enterprise.

PREFACE

I Feel happy to present my project report on “training and development” carried out at H. v axles ltd.

THE PROJECT REPORT IS BeiNG SUBMITTEd for the TRAINING PURPOSE.

SALIENT FEATURES

1. The object of this project was to provide the easy and clear understanding of various aspect of HRD.

2. Original definition of author has been quoted at appropriate place.3. Tried to present the subject matter in a systematized manner.4. Tried to give fair evaluation of training program held at HV AXLES.5. The language is simple and lucid.

I hope that the report will be systemized manner.

PUJA KHATRY

MPM

INSTITUTE OF BUSINESS MANAGEMENT& RESEARCH.

PUNE.

THE TATA GROUP

The Tata Group comprises of 93 operating companies in

seven business sectors: Information Systems and

Communications; Engineering; Materials; Services; Energy;

Consumer products; and Chemicals. The Group was founded

by Jamshedji Tata in the mid 19th century, a period when

India had just set out on the road to gaining independence

from British rule. Consequently, Jamshedji Tata and those who followed him aligned business

opportunities with the objective of nation building. This approach remains enshrined in the

Group's ethos to this day.

The Tata Group is one of India's largest and most respected business conglomerates, with

revenues in 2004-05 of $17.8 billion (Rs 799,118 million), the equivalent of about 2.8 per cent

of the country's GDP.

Tata companies together employ some 2, 15,000 people. The Group's 32 publicly listed

enterprises — among them standout names such as Tata Steel, Tata Consultancy Services,

Tata Motors and Tata Tea — have a combined market capitalization that is the highest among

Indian business houses in the private sector, and a shareholder base of over 2 million. The

Tata Group has operations in more than 40 countries across six continents, and its companies

export products and services to 140 nations.

The Tata family of companies shares a set of five core values: Integrity, Understanding,

Excellence, Unity and Responsibility. These values, which have been part of the Group's

beliefs and convictions from its earliest days, continue to guide and drive the business

decisions of Tata companies. The Group and its enterprises have been steadfast and distinctive

in their adherence to business ethics and their commitment to corporate social responsibility.

This is a legacy that has earned the Group the trust of many millions of stakeholders in a

measure few business houses anywhere in the world can match.

ENGINEERING MATERIALS POWER/ ENERGY

CHEMICALS SERVICES CONSUMER PDTS.

COMMUNICATION & IT

LEGEND ROOTS OF THE COMPANY

JAMSHEDJEE TATA: ‘‘There is a difference between making money

Oneself and creating wealth for others.’’

This house that created wealth for nation. Jamshedji TATA was more than merely an entrepreneur

who helped India takes her place in the league of industrialized nations. He was a patriot and a

humanist whose ideals and vision shaped an exceptional business conglomerate. A businessman who

made the nations progress his business. Jamshedji Tata dreamt of a modern, industrialized India. To

that purpose he devoted his remaining years and bulk of his fortune to the task of creating a great

scientific and Technical institute at Bangalore, a modern integrated Steel work in Bihar and a Hydro –

electric power plant in Western India. Jamshedji Tata was a man of destiny was clear. It would seem,

indeed, that his life and works and the services he rendered to his country and to its people were

predestined as part of the greater destiny of India.

The industrialist in Jamshedji was a pioneer and a visionary, possessed of a spirit of entrepreneurial

adventure and acumen never seen before or since in a native of colonial India. The nationalist in him

believed unwaveringly that the fruits of his business success would enrich a country he cared deeply

about. These attributes, by themselves, would have been enough to mark him as an extraordinary

figure. But what made Jamshedji truly unique, the quality that places him in the pantheon of modern

India’s greatest sons, was his human.

SIR DORAB TATA:

Through his endeavors in setting up TATA Steel and TATA Power, this elder son of Jamshedji TATA was instrumental in transforming his father's grand vision into reality. It was also under his leadership that the Sir Dorabji TATA Trust, the premier charitable endowment of the TATA’S, was created, propelling the TATA tradition of philanthropist.

SIR RATAN TATA :

Jamsedji Tata’s younger son a personality that reflected his sensitivity to the struggles of ordinary people and his desire to utilize his considerable wealth to enhance the quality of public life. A philanthropist all his life, he created a trust fund for ‘ the advancement of learning and for the relief of human suffering and other works had of public utility’. The SIR RATAN TATA Trust is today the second largest of the Tata trust.

JRD TATA

He was the founder of Tata Motors (1938-1993). He was a man who has grown into a legend touched

the lives of countless people, rich and poor, manager and worker, as he became the embodiment of the

principles and philosophy of the House of Tata’s. He led the Tata Group for 55 years and his

principles and vision laid the foundation for Tata Motors growth. His style of management was to pick

up the best person for the job at hand and let him have the latitude to carry out the job. He was never

for micro management. It was he who zeroed in on Sumant Moolgaokar, the engineering genius who

successfully steered our Company for many years. He was a visionary whose thinking was far ahead of

his time, which helped Tata Group launching

the airlines now know as Air India on the sub – continent in 1932. That was the first of many paths breaking achievements that JRD, who guided the destiny of the Group for more than half a century

NAVAL TATA:-

Naval Tata’s myriad contributions in the fields of business, sports administrations and labor relations

symbolized all that is best in the Tata spirit of giving back to society and the communities in which its

enterprises grow.

SUMANT MOOLGAOKAR:-

He was the chairman of Tata Motors from 1972-1988. Sumant Moolgaokar is often referred to as the architect of Tata Motors. Leading the company for nearly four decades, he was responsible for building Tata Motors into an organization capable of competing with the world’s best – in terms of people, processes and technology. A man with a vision, he had the ability to see what Tata Motors would be. He believed that in order to build an industry; you not only had to build a factory, but also the men and the technology. His vision was not limited to the Company but encompassed even the nation and he was often seen as not just building a factory, but building a nation

RATAN TATA

He joined Tata group in 1962 and is the chairman of Tata Group Company and Tata Sons Ltd the holding company for majority of Tata Company since 1991. It was this very conviction of Ratan Tata that led to the birth of Indica – the car that put India on the automobile world map. Developing an indigenous Indian car was a daunting task. One that Tata Motors took head on, encouraged by the faith and confidence Chairman Tata.

He joined Tata Group in 1962 and is the Chairman of Tata Group companies and Tata Sons Ltd, the

holding companies for majority of Tata Companies.

He is responsible for transferring the company into a group strategy and a prompter of new ventures in

high technology business.

In January 2000 he was awarded by Padma Bhusan by Government o f India and awarded Hon.

Doctorate Degree in Business Administration by the Ohio State University.

FIVE CORE VALUES

The Tata Group has always sought to be a value-driven organization. These values continue to direct the

Group’s growth and businesses. The five core Tata values underpinning the way we do business are:

Integrity: We must conduct our business fairly, with honesty and transparency. Everything we do must stand the test of public scrutiny.

Understanding: We must be caring, show respect, compassion and humanity for our colleagues and

customers around the world, and always work for the benefit of the communities we serve.

Excellence: We must constantly strive to achieve the highest possible standards in our day-today work and in the quality of the goods and services we provide.

Unity: We must work cohesively with our colleagues across the Group and with our customers and partners around the world, building strong relationships based on tolerance, understanding and mutual cooperation.

Responsibility: We must continue to be responsible, sensitive to the countries, communities and environments in which we work, always ensuring that what comes from the people goes back to the people many times

MILESTONES

1945 TATA Engineering and Locomotive Co. Ltd. was established to

manufacture locomotives and other engineering products

.

1948 Steam road roller introduced in collaboration with Marshall Sons (UK).

1954 Collaboration with Daimler Benz AG, West Germany, for manufacture

of medium commercial vehicles. The first vehicle rolled out within 6

months of the contract.

1958 Auto Forge set up.

1959 Research and Development Centre set up at Jamshedpur.

1960 Company name inverted to Tata Engineering & Locomotive

Co .Ltd.(TELCO)

1961 Exports begin with the first truck being shipped to Ceylon, now Sri

Lanka.

1965 Acquired Investa Machine Tool company and set up

1966 Setting up of the Engineering Research Centre at Pune to provide

impetus to automobile Research and Development.

1967 Engineering Research Centre set up in Pune.

1971 Introduction of DI engines.

1972 Mr. Sumant Moolgaokar appointed as Chairman Telco.

1977 First commercial vehicle manufactured in Pune.

1983 Manufacture of Heavy Commercial Vehicle commences.

1984 Collaboration with Hitachi construction machinery co. ltd. , Japan

for manufacturing Hydraulic Excavator.

1985 First Hydraulic excavator manufactured – UH series.

1986 Production of first light commercial vehicle, TATA 407 ,indigenously

designed, followed by TATA 608.

1987 Indigenously developed high – end 6Ton (609) introduced.

1988 Mr. R.N .Tata takes over as Chairman.

1989 Introduction of the TATA mobile 206 - 3rd LCV model.

1990 One millionth vehicle rolled out.

1991 Launch of the 1st indigenous passenger car TATA Sierra.

TAC 20 crane produced.

One millionth vehicle rolled out.

1992 Launch of the TATA Estate.

1993 Joint venture agreement signed with Cummins Engine Co. Inc. for the

manufacture of high horsepower and emission friendly diesel engines.

1994 Launch of TATA Sumo - the multi utility vehicle.

Launch of LPT 709 - a full forward control, light commercial vehicle.

Joint venture agreement signed with M/s Daimler - Benz / Mercedes - Benz for

manufacture of Mercedes Benz passenger cars in India.

Joint venture agreement signed with TATA Holset Ltd., UK for manufacturing

turbochargers to be used on Cummins engines.

1995 Mercedes Benz car E220 launched.

1996 TATA Sumo deluxe launched.

1997 TATA Sierra Turbo launched.

100,000th TATA Sumo rolled out.

1998 TATA Safari - India's first sports utility vehicle launched.

2 millionth vehicles rolled out.

Indica, India's first fully indigenous passenger car launched.

1999 115,000 bookings for Indica registered against full payment within a week.

Commercial production of Indica commences in full swing.

2000 First consignment of 160 Indicas shipped to Malta.

Indica with Bharat Stage 2 (Euro II) compliant diesel engine launched.

Utility vehicles with Bharat 2 (Euro II) compliant engine launched.

Indica 2000 (Euro II) with multi point fuel injection petrol engine launched.

Launch of CNG buses.

Launch of 1109 vehicle - Intermediate commercial vehicle.

2001 Indica V2 launched - 2nd generation Indica.

100,000th Indica wheeled out.

Launch of CNG Indica.

Launch of the TATA Safari EX

Indica V2 becomes India's number one car in its segment.

Exits joint venture with Daimler Chrysler.

2002 Unveiling of the TATA Sedan at Auto Expo 2002.

Petrol version of Indica V2 launched.

Launch of the EX series in Commercial vehicles.

Launch of the TATA 207 DI.

2,00,000th Indica rolled out.

5,00,000th passenger vehicle rolled out.

Launch of the TATA Sumo'+' Series

Launch of the TATA Indigo.

TATA Engineering signed a product agreement with MG Rover of the UK.

2003 Launch of the TATA Safari Limited Edition.

The TATA Indigo Station Wagon unveiled at the Geneva Motor Show.

On 29th July, J. R. D. TATA's birth anniversary, TATA Engineering becomes

TATA MOTORS Limited.

3 millionth vehicles produced.

First City Rover rolled out

135 PS TATA Safari EXi Petrol launched

TATA SFC 407 EX Turbo launched

2004 TATA MOTORS unveils new product range at Auto Expo '04.

New TATA Indica V2 launched

TATA MOTORS and Daewoo Commercial Vehicle Co. Ltd. sign investment

agreement

Indigo Advent unveiled at Geneva Motor Show

TATA MOTORS completes acquisition of Daewoo Commercial Vehicle

Company

TATA LPT 909 EX launched

TATA Daewoo Commercial Vehicle Co. Ltd. (TDCV) launches the heavy duty

truck 'NOVUS' , in Korea

Sumo Victa launched

Indigo Marina launched

TATA MOTORS lists on the NYSE

2005 TATA MOTORS rolls out its 500,000 the Passenger Vehicle

The TATA Xover unveiled at the 75th Geneva Motor Show

Branded buses and coaches - Starbus and Globus - launched

TATA MOTORS acquires 21% stake in Hispano Carrocera SA, Spanish bus

manufacturing Company

TATA Ace, India's first mini truck launched

TATA MOTORS wins JRD QV award for business excellence.

The power packed Safari Dicor is launched

Introduction of Indigo SX series - luxury variant of TATA Indigo

TATA MOTORS launches Indica V2 Turbo Diesel.

One millionth passenger car produced and sold

Inauguration of new factory at Jamshedpur for Novus

TATA TL 4X4 , India 's first Sports Utility Truck (SUT) is launched

Launch of TATA Novus

Launch of Novus range of medium trucks in Korea , by TATA Daewoo

Commercial Vehicle Co. (TDCV)

2006 Tata Motors combined domestic sales of CV & PC reached 4

million

mark, since the first Tata Truck rolled out in 1954.

New JV with Marcopolo SA to manufacture buses & coaches.

Industrial JV with Fiat s.p.a. to manufacture passenger vehicle,

engine &

transmission.

New JV with Thonburi of Thailand to manufacture pick- up trucks in

Thailand.

Exports of CV & PC combined , TML crossed the 3 lakhs vehicle

exports since the first vehicle export in 1961.

2007 In 21st January 2007 Tata Motors initiated preliminary steps for the

construction of its small car plant at Singur.

Rain water harvesting project completed at Jamshedpur.

Launch of Tata Nano.

Launch of Tata Magic.

Launch of Tata Winger.

Launch of Indigo CS.

2008 Acquisition of Ford’s Jaguar & Land Rover completed for US $ 2.3

billion.

Small car project located to Sanand, Gujarat.

Indica Vista launched.

2009 Tata Nano is launched

RECOGNITIONS

JSR Plant obtained certification of OHSAS 18001:1999 in the year 2006.

Won prizes for Value Engineering Practices and Projects in three categories at the 21 st INVEST

2005.

Tata Motors, Jamshedpur has bagged first two awards at the All India Supply Chain Excellence

Awards 2006 held by the S.P. Jain Institute of Management and Research, Mumbai.

Bagged first prize in excellence in Suggestion Scheme Contest for two consecutive years (2006-

2007) from Indian National Suggestion Schemes Association.

First prize in National Energy Conservation Award 2005 for Energy Conservation in

Automobile Sector. JSR Plant won the award for the 4th consecutive year.

India’s most respected company in the Auto Sector and the country’s 9th most respected

company across all sectors by Business World Most Respected Company Survey – 2008.

Tata Motors, India’s leading auto maker, has won the “Golden Peacock Award,” for Corporate

Social Responsibility (Private Sector) for the year 2004.

Tata Motors, Jamshedpur has been conferred the Enterprise Excellence Award 2002-2003 in

the Manufacturing Sector (Engg) by the Indian Institute of Industrial Engineering.

Awarded “Nirmal Gram Puraskar,” by the President of India in the year 2008

CORPORATE SOCIAL RESPONSIBILITY

Parivar Kalyan Sansthan

Objective: Popularizing small family norms, health & family welfare

Activities:

AIDS awareness program in collaboration with CARE. Special clinics for TB, eye care & mother & child health in coordination with WHO National Pulse Polio Program. Organizing Blood donation camps.Gram Vikas Kendra

Objective: To promote environment preservation & rural employment.

Activities:

Tree plantation & soil conservation through water shed projects. Income generation through promotion of rural trade. Raising employability. Spearheading environmental campaigns throughout Jharkhand.Siksha Prasar Kendra

Objective: Promotion of quality of education through school managing committees

Activities:

Provisions of various scholarships & awards. Merit- cum-means scholarships to tribal students. Increasing the literacy of adult. Reducing dropout of girl students by launching of merit-cum-means scholarship.

Nav Jagrat Manav Samaj:

Objective: Treatment, cure & rehabilitation of persons suffering from leprosy.

Activities:

Early detution through door to door survey, bringing persons in the treatment fold & discharging after cure.

3000 cured patients have been rehabilitated.

SUBSIDIARY COMPANIES OF TATA MOTORS

1) Telco Construction Equipment Company Ltd.(TELCON)

2) Tata Technologies Ltd. (TTL)

3) HV Axles Ltd. (HVAL)

4) HV Transmission Ltd (HVTL)

5) Telco Automation Ltd .(TAL)

6) Tata Technologies, USA

7) Telco Dadajee Dhackjee Ltd.(TTDL)

DIVISIONS OF TATA MOTORS, JAMSHEDPUR

1) Automobile division

2) Foundry division

3) Forge division

4) R & D wing

5) Training & HRD

6) Support division

SWOT ANALYSIS OF TATA MOTORS

Strengths

The internationalization strategy so far has been to keep local managers in new acquisitions, and

to only transplant a couple of senior managers from India into the new market. The benefit is that

Tata has been able to exchange expertise. For example after the Daewoo acquisition the Indian

company leaned work discipline and how to get the final product 'right first time.'

The company has a strategy in place for the next stage of its expansion. Not only is it focusing

upon new products and acquisitions, but it also has a programmed of intensive management

development in place in order to establish its leaders for tomorrow.

The company has had a successful alliance with Italian mass producer Fiat since 2006. This has

enhanced the product portfolio for Tata and Fiat in terms of production and knowledge

exchange. For example, the Fiat Palio Style was launched by Tata in 2007, and the companies

have an agreement to build a pick-up targeted at Central and South America.

Weaknesses

The company's passenger car products are based upon 3rd and 4th generation platforms, which put Tata

Motors Limited at a disadvantage with competing car manufacturers.

Despite buying the Jaguar and Land Rover brands (see opportunities below); Tat has not got a foothold in

the luxury car segment in its domestic, Indian market. Is the brand associated with commercial vehicles

and low-cost passenger cars to the extent that it has isolated itself from lucrative segments in a more

aspiring India?

One weakness which is often not recognised is that in English the word 'tat' means rubbish. Would the

brand sensitive British consumer ever buy into such a brand? Maybe not, but they would buy into Fiat,

Jaguar and Land Rover

Opportunities

In the summer of 2008 Tata Motor's announced that it had successfully purchased the Land

Rover and Jaguar brands from Ford Motors for UK £2.3 million. Two of the World's luxury car

brand have been added to its portfolio of brands, and will undoubtedly off the company the

chance to market vehicles in the luxury segments.

Tata Motors Limited acquired Daewoo Motor's Commercial vehicle business in 2004 for around

USD $16 million.

Nano is the cheapest car in the World - retailing at little more than a motorbike.The new global

track platform is about to be launched from its Korean (previously Daewoo) plant. Again, at a

time when the World is looking for environmentally friendly transport alternatives, is now the

right time to move into this segment? The answer to this question (and the one above) is that new

and emerging industrial nations such as India, South Korea and China will have a thirst for low-

cost passenger and commercial vehicles. These are the opportunities. However the company has

put in place a very proactive Corporate Social Responsibility (CSR) committee to address

potential strategies that will make is operations more sustainable.

The range of Super Milo fuel efficient buses are powered by super-efficient, eco-friendly

engines. The bus has optional organic clutch with booster assist and better air intakes that will

reduce fuel consumption by up to 10%.

Threats

Other competing car manufacturers have been in the passenger car business for 40, 50 or more

years. Therefore Tata Motors Limited has to catch up in terms of quality and lean production.

Sustainability and environmentalism could mean extra costs for this low-cost producer. This

could impact its underpinning competitive advantage. Obviously, as Tata globalises and buys

into other brands this problem could be alleviated.

Since the company has focused upon the commercial and small vehicle segments, it has left itself

open to competition from overseas companies for the emerging Indian luxury segments. For

example ICICI bank and DaimlerChrysler have invested in a new Pune-based plant which will

build 5000 new Mercedes-Benz per annum. Other players developing luxury cars targeted at the

Indian market include Ford, Honda and Toyota. In fact the entire Indian market has become a

target for other global competitors including Maruti Udyog, General Motors, Ford and others.

Rising prices in the global economy could pose a threat to Tata Motors Limited on a couple of

fronts. The price of steel and aluminium is increasing putting pressure on the costs of production.

Many of Tata's products run on Diesel fuel which is becoming expensive globally and within its

traditional home market.

INTRODUCTION OF HVAL

HV Axles Limited (HVAL), 85% subsidiary company of the Company, is engaged in the business of

manufacture of axles for Heavy & Medium Commercial Vehicles (M&HCV), with production facilities

and infrastructure based at Jamshedpur. Major capacity expansion and modernization initiatives have

been undertaken at HVAL to meet the growing demand for axles for M&HCVs over the years. HVAL

has manufactured new variants of axles during the year for application in the Company's new

products. HVAL recorded a turnover of Rs.160.24 Cr. (a decrease of 21%), PAT of Rs.27.84 Cr (a

decrease of 56%) and has declared a dividend of Rs.2/- per share for the FY 2008-09 (previous year

Rs.5/- per share).HV Axles Ltd., a wholly owned subsidiary of Tata Motors, is currently the market

leader in medium and heavy commercial vehicles axles in India with an installed capacity of over two

lacs. axles per annum. The company's product range includes Front Steer axles- both live and normal,

Rear Drive axles and dummy/ trailer axles. It is currently the sole suppliers of M&HCV axles to the

Jamshedpur and Lucknow plants of Tata Motors. HVAL has state-of-the-art manufacturing facilities for

making all major Axles components such as Front Axle Beam, Stub Axles, Front & Rear Wheel Hubs,

Differential, Axle Gears (Crown Wheel, Pinion, Bevel Gear & Shaft Gear), Banjo AxleBeam, Swivel

Heads, Constant Velocity Shafts etc. For being in the forefront of cutting edge technology, HVAL has

proven skills in manufacturing axles from component level to assembly & testing. As a TS 16949

company, HVAL encourages and continuously supports its vendor base to upgrade their Quality

Management System to TS 16949. The manufacturing facility of HVAL are located in the industrial belt

of Jamshedpur in the state of Jharkhand, 250 kms from Kolkata, India’s leading metro city and is well

connected by air, road and rail to major cities/ locations. Starting operations in 1954 (creation of

Telco), today HVAL is the market leader in medium & heavy commercial vehicle axles in India with an

installed capacity of over 3.6 lacs axles per annum. The company’s product range includes Front Steer

Axles (both Live and Normal), Rear Drive Axles and Dummy / Trailer Axles. It is currently the sole

supplier of M & HCV Axles to the Jamshedpur and Lucknow plants of Tata Motors.

C.O.O (HVAL)FINANCE

QUALITY PSD & CONTRACTS

Materials FLG

FRONT AXLE CX & TOOLS

REAR AXLE GEAR

REAR HUB

R.A MACHININGgG

F.A Assy

AGM (MFG)

FRONT AXLE MACHINING DIFFRENTIAL

MAINTAINANCE & M/C Spares

PLANNING

MATERIAL

CEO(HVAL & HVTL)

ORGANIZAIONAL STRUCTURE

GRADE STRUCTURE

Executive Grade

Director Director

PSDNT President

EG1A+ Executive VP

EG1A Vice President

EG1B Sr. GM

EG2A GM

EG2B DGM

EG3 AGM

EG4 AGM

TM5 Div. Manager

TM4 Sr. Manager

TM3 Manager

TM2 Manager

TM1 Asst. Manager

TM-C Sr. Officer

TM-B Officer

TM-A Jr .Officer

E1to E9 Operatives

DESIGNATIONGRADE

HISTORY OF HVAL

2000

H V Axles Limited established on March 13th, 2000 was spun-off from Tata Motors

Limited, Jamshedpur as a wholly owned subsidiary with asset base of rupees 165 crores.

The objective of the company was to focus on the best in class front and rear axle

solutions for the commercial vehicle industry.

2002

The RA109RR rear axle was introduced in addition to the RA109 and RA108RR rear

axles.

2004

The company acquired TS16949 Certification.

2006

Managerial Grade

Supervisory Grade

Operative Grade

The company crossed one lakh vehicle axle production.

The company went for a major expansion project which is in the last phase of

completion.

HVAL signed the Brand Equity and Business Promotion (BE-BP) agreement with

Tata Sons to use the Tata name as “HVAL – A TATA Enterprise”.

2007

HR210 Tandem axle developed.

The company acquired Intellectual Property Rights (IPR) from Tata Motors.

2008

The company had divested 15% of its stake to Tata Capital.

It also had a gross block of rupees 369 crores.

MANAGEMENTBOARD OF DIRECTORS

Mr. R. Pisharody

Mr. H.K. Sethna

Mr. S. B. Borwankar

Mr. G. Sankarnarayanan

Mr. A. A. Gajendragadekar

Chief Executive Officer

Mr. A. B. Lall

Chief Operating Officer

Mr. A. Jamaiyar

Chief Financial Officer

Mr. Gurvinder S Ahuja

Company Secretary

Mr. A. K. Mukhopadhyay

Like any successful organization, HVAL is guided by its vision, mission and values. Being a Tata enterprise, HVAL is known for its values and standards. These act as guidelines in policy making of the organization. Every decision that is taken or any policy made is carefully alligned with the set vision, mission and values of HVAL.

Vision:Every successful organization has a vision of its own which governs its decisions. A vision is what an organization sees for itself in the future. Vision entails where the organization wants to reach in the future, what it wants to be and by when will it achieve it.

The vision of HVAL is :

To be the most preferred partner for Axles & related products to existing & potential Customers in Domestic &

International Markets, offering Best Value For Money and become a Rs. 4000 Crore company by 2014-15 .

Mission:Mission of any organization is the foundation on which every decision of the organization should be made. The policies and the decisions of an organization are made in alignment with the mission statement.

The mission of HVAL is:

Shareholders - To consistently create shareholder value through sustainable & profitable growth by continuously seeking new business opportunities and employing Best In Class technologies. Customers - To provide best value for money to customers through quality, cost effective & innovative Axles solutions

Employees - To create a seamless organization that incubates and promotes innovation, excellence, safe & high performance work culture adhering to Tata Code of Conduct

Vendors & Service Providers - To foster a long-term relationship for mutual growth

Community - To proactively participate in environmental protection and welfare of communities around us.

CORE Values of HVAL:Values of any organisaton are the principles, guidelines that guide the dealings and the operations of the organisation.

The Core values of HVAL are:

Integrity Customer Focus Corporate Citizenship Passion For Engineering

Innovation

HUMAN RESOURCE MANAGEMENT

“ HRM is a management function that helps managers recruit, select, train & develop members of organization. “

DEFINITIONS OF HRM

• George Terry

“ HR is concerned with the obtaining & maintaining of a satisfactory & a satisfied work force.”

• Breach

“ HR is that part of management process which is primarily concerned with the human constituents of an organization.”

OBJECTIVES OF HUMAN RESOURCE MANAGEMENT

To create and utilize an able and motivated workforce, to accomplish the organizational goals

To maintain sound organizational structure and desirable working relationships among all the members.

To coordinate individual and group goals with organizational goals. To identify and satisfy individual and group needs To maintain high employee morale and sound human relations To provide an opportunity for expression and voiced in management To provide fair, acceptable and efficient leadership. To provide facilities and conditions of work and creation of favorable atmosphere.

HR FUNCTIONS – AN OVERVIEW

1. Managerial Functions– Planning– Organizing– Directing– Controlling

2. Operative Functions i. Employment

– Job analysis– Human resource Planning– Recruitment– Selection– Placement– Induction and Orientation.

ii. Human Resource Development– Performance Appraisal

– Training– Management Development– Career Planning and Development

– Organizational Development iii. Compensation iv. Human Relations

Research methodologyResearch Methodology is understood as a science of studying how research is done scientifically.

In its various steps are studied that are generally adopted by a researcher in studying his research

problem along with the logic behind them. Thus Research Methodology not only include

research methods but also consider the logic behind the methods we use in the context of our

research study and explain why are we using this particular method.

RESEARCH DESIGN

A research design is the framework within which a research is carried on, it constitutes the

blueprint for the collection, measurement and analysis of data. It specifies the sources and types

of information, the strategy specifying the approach that will be used for gathering and analyzing

the data. Mine was an exploratory research design

DATA COLLECTION TECHNIQUE:-

Primary data:

The primary data are those, which are collected afresh and for the first time, and thus happen to

be original in character. Primary data can be collected by various methods, i.e. by observation,

telephonic interviews, through scheduled or self-administered questionnaire.

It was being collected through Direct Conversation.

Secondary data:

The secondary data are those, which have already been collected by some one else like various

journals and publications of the company and that are used for quick compilation of the report.

Thus they are second hand in nature.It was collected from internal sources. The Secondary data

was collected on the basis of Organization file, Official record, Preserved information in the

company’s data base and Website of the company

DATA ANALYSIS:

Data was collated and its analysis was done using basic statistical tool.

INTRODUCTION

In the field of human resource management training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names including employee development,

human resource development and learning and development.

Training and development encompasses three main activities: training, education and development.

TRAINING – This activity is both focused upon and evaluated against the job that an individual currently holds.

EDUCATION – This activity focuses upon the jobs that an individual may potentially hold in future and is evaluated against those job.

DEVELOPMENT –This activity focuses upon the activity that the organizational employing the individual is part of, may is almost impossible to evaluate.

TRAINING AND DEVELOPMENT

“ Training and Development is any attempt to improve current or future employee performance by increasing an employee’s ability to perform through learning, usually by changing the employee’s attitude or increasing his or her skills and knowledge.”

OBJECTIVES OF TRAINING AND DEVELOPMENT:

Individual objectives Organizational objectives Functional objectives Societal objectives

SIGNIFICANCE OF TRAINING AND DEVELOPMENT

Optimum utilization of human resources Development of human resources Development of skills of employees Productivity Team spirit Organizational culture Organizational climate Quality Healthy work environment Health and safety Morale Image Profitability Developing leadership skills, motivation, loyalty, better attitudes of successful workers and

managers

Effective decision making and problem solving

COMPARISON BETWEEN TRAINING AND DEVELOPMENT

THE TRAINING AND DEVELOPMENT CYCLE

TRAINING

Training is a process of learning a sequence of programmed behaviour. It is application of knowledge. It gives people an awareness of the rules and procedures to guide their behaviour. It attempts to improve their performance on the current job or prepare them for an intended job.

Employee training and development is not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable and knowledgeable work force.

Training is short-term process utilizing a systematic and organized procedure by which non-managerial personnel learn technical knowledge and skills for a definite purpose. Training refers only to instruction in technical and mechanical operations.

“ Training courses are typically designed for short-term, stated set purpose,such as the operation of some piece of machinery.”

CAMPBELL.

INTRODUCTION TO TRAINING

“ It is a learning process that involves the acquisition of knowledge, sharpening of skills, rule, or changing of attitudes and behaviours to enhance the performance of employees. ”

ROLE OF HRD PROFESSIONALS IN TRAINING:

o Active involvement in employee educationo Rewards for improvement in performanceo Rewards to be associated with self-esteem and self-wortho Providing pre-employment market oriented skill development

education and post- employment support for advanced education and training

o Flexible access i.e. anytime, anywhere training

MODELS OF TRAINING

1. System model2. Instructional system development model3. Transitional model

OBJECTIVES AND NEEDS OF TRAINING:

To develop the skills, knowledge and techniques of an employee to meet the job and organization requirements such as higher productivity, increased efficiency in operation, a safe and harmonious working environment.

To assist employees to function more effectively in their present position by exposing them to the latest concepts, information and techniques and developing the skills they will needing their respective fields.

To develop the potentialities of employees for the next level of job.

To promote individual and collective morale, a sense of responsibility, cooperative attitudes and healthy relationships.

To impart the basic knowledge and skills that the new entrants need for an intelligent performance of a specific job.

To build-up a second line of competent officers and prepare them to occupy more responsible positions.

To ensure economical output of required quality.

To change the mindset of senior managers by providing them an opportunity for an interchange of experiences.

KINDS OF TRAINING

Training imparted to the employees is either on the job or it is off the job.

On the job training is one where an employee undergoes training at his workplace itself.

In an off the job training an employee goes through special classes or is attended by a trainer for the purpose.

These trainings are classified into the following

ON THE JOB TRAINING

JOB ROTATION

UNDERSTUDY ASSIGNMENT

Training and Development in TATA Motors

Continuous education is necessary for all of to excel in our jobs and in our careers. Developing new skill not only increases competency and efficiency, it also makes our job more interesting. The training schemes offered by our organization help our employees with the rapid development in their field.

APPLIES TO: All employees.

How it works:

Training requirement are identified for a period of 12 months i.e. from april to march of a financial year. This is done in the last quarter of the preceding year through the appraisal form/individual or divisional training needs surveys undertaken by HR/Training Division.

Training needs are identified on the basis of individual development needs, job improvement plans, and future requirement and management priorities.

After the identification of training needs, HR/Training Division prepares a consolidated list of the program requested for, and forwards the same to the Divisional heads.

On the basis of the training programs on offer, and the specific requirements of the employees and the division, the division head intimates the HR/Training Division about the people they are recommending for training.

WHO IS RESPONSIBLE?

Divisional Head is consonance with the HR department is responsible for identifying training needs and the HR department is responsible for organizing training for all employees.

EXTERNAL TRAINING:

External training programs are usually utilized if TATA MOTORS is unable to provide the required training at Management Development Centre.

Nomination of external training are made by the departmental head and sent to the HR Division for further processing.

Hr division recommends a training program and obtains the approval of the appropriate sanctioning authority prior to processing the nomination.

FOREIGN TRAINING:

Assignments. Attending executive development programs. Getting trained by TATA MOTORS collaborators/foreign business associates. Attending trade fairs, exhibitions, motor shows, conferences etc.

TRANSITION POINT TRAINING:

At cross over position such as SE/LO/S to TMI grade, TM3 to TM4 & TM5 to EG grade transition training is imparted to employees.

TRANING ALMANAC:

TATA MOTORS have a training almanac which is a guide to some of the best training programmes being held worldwide. It has the description of each programmes and trainer profile along with the schedule for the current year.

TRAINING SET UP AT HVAXLES Ltd.

Though HVAL Ltd. Is an independent company training purpose is like another division of TATA MOTORS.

The organization was established in 1971 as a part of TATA MOTORS, Jamshedpur, to assist the TATA MOTORS managers and executives to develop competences which enable then to cope with the ever changing demands of the competitive times of today.

IT IS INVOLVED IN:

In-house training programmes /work shops in managerial /behavioral technical areas. Internal consultancy on quality systems like ISO, TS 16949.Supplier quality improvement training.

PHYSICAL RESOURCES:

State-of-the-art infrastructure

Spacious air-conditioned room

A well equipped auditorium

A library with wide range of books, journals and case studies

Fully air-conditioned P.C labs

Machine tools for on the job training

A FLOW DIAGRAM OF THE ENTIRE T & D PROCESS

IDENTIFYING THE INDIVIDUAL TRAINING NEEDS BY EMPLOYEES IN THE PMS

OF THE COMPANY

VERIFICATION OF THE INDIVIDUAL TRAINING NEEDS OF THE EMPLOYEES BY

THEIR DEPARTMENTAL HEADS

DESIGNING A TRAINING CALENDAR FOR THE EMPLOYEES

THEN ACCORDINGLY DESIGNING THE TRAINING SCHEDULE

INTIMATING THE EMPLOYEES FROM TIME TO TIME ABOUT THE VARIOUS

TRAINING PROGRAMS BEING SCHEDULED IN LIEU TO THEIR TRAINING NEEDS

IDENTIFIED

IMPARTING THE TRAINING TO THE EMPLOYEES IN A RECEPTABLE MANNER

FEEDBACK ON THE EFFECTIVENESS OF THE TRAINING THAT WAS PROVIDED

EVALUATION OF THE ENTIRE TRAINING PROCESS FOR SCOPES OF FURTHER

IMPROVEMENT

Performance Management SYSTEM

Performance Management Defined:

Performance management can be defined as a systematic process for improving organizational

performance by developing the performance of individuals and teams. It is a means of getting

better results from the organization, teams and individuals by understanding and managing

performance within an agreed framework of planned goals, standards and competence

requirements. Processes exist for establishing shared understanding about what is to be achieved,

and for managing and developing people in a way that increases the probability that it will be

achieved in the short and longer term. It is owned and driven by line management.

Performance appraisal may be defined as any procedure that involves

Setting work standards.

Assessing the employee’s actual performance relative to these standards.

Providing feedback to the employee with the aim of motivating those performance

deficiencies or to continue to perform above per.

Once the employee has been selected, trained, and motivated, he is then appraised for his

performance. Performance management is the step where the management finds out how

effective it has been hiring and placing employees. According to Heyel performance

management is a process of evaluating the performance and qualification of the employee’s in

terms of the requirements of the job for which he is employed.

Process of Performance Management

Performance Management Cycle: Performance management is a natural process of

management. It consists of these basic activities:

Plan – decide what to do and how to do it.

Act – carry out the work needed to implement the plan.

Monitor – carry out continuous checks on what is being done and measure outcomes in order to

assess progress in implementing the plan.

Review – consider what has been achieved and, in the light of this, establish what more needs to

be done and any corrective action required if performance is not in line with the plan.

Performance management can be described as a continuous self-renewing cycle as illustrated in

following figure.

Benefits of Performance Management

Plan Act

MonitorReview

Performance Agreement

Personal Development

Planning

PerformancePerformance Review

Having an effective performance management system has multiple benefits for organization, ultimately resulting in better, more efficient, services. These are:-

It means everyone knows where the organization is going, as there is a clear focus on key objectives and priorities. This level of clarity helps to correctly direct resources, which means there are less instances of over and under resourcing.

It makes life more satisfying for employees because they know what is expected of them, and how this fits into the bigger picture, but also that they can call on extra support to help them to perform well.

As the whole emphasis is on meeting set criteria and meeting targets, it is easier to monitor how services are performing and to take action to intervene and improve where necessary.

Benefit to Employees

Has an understanding of the expectations of the organization in terms of performance Employee’s performance and contributions are aligned with larger organizational goal. Employee knows how he is performing through periodic feedback

Benefit to Organization

Ensures a realistic link between performance, recognition and reward Helps build a uniform focus across the organization Fosters leadership role in a Manager to counsel and coach his employees Improves communication top down.

TYPES OF ERROR IN PMS:

TYPES OF ERRORS –

While evaluating performance of the candidate under the PMS few types of error can take place that are as follows –

STRICTNESS ERROR:

It occurs when the appraiser artificially assigns all or certain group of employees’ low performance ratings and consequently all or certain scores cluster at the bottom of the rating scales.

CENTRAL TENDENCY:

It is the tendency of the appraiser to avoid using the extremes of rating scales and to cluster the ratings around the mid point.

SPILL OVER EFFECT:

It is the tendency of the appraiser to carry in mind the past performance of the appraisee in view while making evaluation on the present Performance.

RECENCY EFFECT:

Some times the raters assign ratings on the basis of recent behavior they have seen in their appraises forgetting about past behavior over a period. This is called recency effect.

After performance evaluation system we find source for the type of training to be given to employees. According to the review of performance assessment we recognize the type of training the employee need for his development. The departmental head gives the feedback regarding the performance of the employees and accordingly the HR department reviews the assessment and provides the type of training the employee required. Sometime the employee himself mentions the type of training he or she needs. Training the important part for development of any employee as it help to increase the knowledge of the employee in the area he was lacking.

TRAININING NEED IDENTIFICATION

Training need identification is a tool utilized to identify what education courses or activities should be provided to employees to improve their work productivity. Here the focus should be

placed on needs as opposed to desires of the employees for a constructive outcome.In order to emphasize the importance of training need identification we can focus on the following areas:-

To pinpoint if training will make a difference in productivity and the bottom line.

To decide what specific training each employee needs and what will improve his or her job performance.

To difference between the need for training and organizational issues and bring about a match between individual aspirations and organizational goals.

Identification of training needs is important from both the organizational point of view as well as from an individual’s point of view. From an organization’s point of view it is important because an organization has objectives that it wants to achieve for the benefit of all stakeholders or members, including owners, employees, customers, suppliers, and neighbours. These objectives can be achieved only through harnessing the abilities of its people, releasing potential and maximizing opportunities for development. Therefore people must know what they need to learn in order to achieve organizational goals. Similarly if seen from an individual’s point of view, people have aspirations, they want to develop and in order to learn and use new abilities, people need appropriate opportunities, resources, and condition. therefore, to meet people’s aspiration, the organization must provide effective and attractive learning resources and conditions. And it is also important to see that there is a suitable match between achieving organizational goals and providing attractive learning opportunities.

Different Levels At Which It is To Be Conducted

ORGANISATIONAL NEEDS

These concern the performance of the organization as a whole. Here identification of training needs is to find out whether the organization is meeting its current performance standards and objectives and if not, exploring ways in which training or learning might help it to do so.

GROUP NEEDS

Since working groups and teams have become very much prevalent in today’s corporate world that is why now a days there is increased emphasis given on team effectiveness and team performance. So training needs are nowadays even identified at the group level.

INDIVIDUAL NEEDS

These concern the performance of one or more individual (as individuals, rather than as members of a group). Here identification of training needs is about finding out to what extent individuals need to learn or be trained in order to bring their current performance up to the required level as a result of changes in methods and call for new companies and skills

SOURCES FOR IDENTIFYING TRAINING NEEDS:

Job Profile

It is a comprehensive description of all the functions and responsibilities that a person has to carry out in due course of his job. We can also include job analysis in order to have a realistic and systematic appraisal of training needs. In order to do this first we need to break-up the functions and responsibilities into categories.

Experiences Of the training agency

It is very common for organizational nowadays to hire professional training agencies in order to look into the training matters. The training agency and trainers thus should also draw from their own experiences of organizing programs for comparable groups or in similar areas.

Pre-training survey of the participant’s needs

This is suggested as the best way to conduct a training need identification. A pre-training survey is nothing but a survey of the needs and expectations of the participants well in advance of the programme . And in this exercise it is better to include the superiors also as they are in a good position to provide necessary data on the training needs of their associates, especially in context of their performance.

IDENTIFICATION OF TRAINING NEEDS:

Individual training needs identification:-

Performance appraisals Interviews

Questionnaires Attitude surveys Training process feedback Work sampling Rating scales

Group level training needs identification:-

Organizational goals and objectives Personnel skills inventories Organizational climate indices Efficiency indices Exit interviews MBO/work planning systems Quality circles Customer satisfaction survey Analysis of current and anticipated changes

Benefits of identifying training needs:-

Trainers can be informed about the broader needs in advance Perception gaps can be reduced between employees and their

supervisors Trainers can design course inputs closer to the specific needs of the

participants Diagnosis of causes of performance deficiencies can be done

The following chart illustrates the process by which determination of training needs is done:-

TRAINING NEEDS IDENTIFICATION DATA:

LIST OF TRAININGS AVAILABLE:

IS THERE A NEED FOR TRAINING

WHAT ARE THE ORGANISATION'S

GOALS

WHAT TASKS MUST BE

COMPLETED TO ACHIEVE ITS

GOALSWHAT BEHAVIOURS

ARE NECESSARY FOR EACH JOB INCUMBENT TO COMPLETE HIS

OR HER ARRANGED TASK

WHAT DEFICIENCIES, IF

ANY DO THE INCUMBENTS HAVE IN THE

SKILLS, KNOWLEDGES OR ABILITIES REQUIRED TO EXHIBIT THE

NECESSARY JOB BEHAVIOUR.

S.No

FUNCTIONAL TRG

S.No

NON FUNCTIONAL TRAINING

1 5S 1 BUSINESS LEADERSHIP-Business Acumen

2 Advanced MS Excel 2 BUSINESS LEADERSHIP-Dealing with Ambiguity

3 Advanced Welding Technology

3 BUSINESS LEADERSHIP-Managing Vision & Purpose

4 APQP 4 BUSINESS LEADERSHIP-Strategic Capability

5 CAD/CAM -AutoCad. Pro-e/Catia/ADAMS

5 DELIVERING VALUE-Customer Focus

6 CNC Maintenance 6 DELIVERING VALUE-Decision Making

7 Cost Mgmt, Control & Reduction

7 DELIVERING VALUE-Drive for Results

8 Cost of Poor Quality 8 DELIVERING VALUE-Innovation Management

9 Finance For Non Finance Executives

9 PEOPLE LEADERSHIP-Building Effective Teams

10 Hydrulics 10 PEOPLE LEADERSHIP-Interpersonal Effectiveness

11 Industrial Relations & Labour laws

11 PEOPLE LEADERSHIP-People Development

12 Inventory Management

12 PEOPLE LEADERSHIP-Taking Ownership

13 ISO/TS 16949 13 PEOPLE LEADERSHIP-Withstanding Pressure

14 Leadership Training (for TM4 and above)

15 Lean Manufacturing

16 Logistics/Supply Chain management/e-Procurement

17 Low Cost High Tech Automation

18 Managerial Effectiveness

19 Negotiation skills

20 PFMEA

21 Pneumatics

22 PPAP

23 Problem Solving

24 Product Training

25 Productivity Improvement Techniques

26 Project Management

27 Robot Maintenance

28 Safety

29 Sales and Marketing

30 SAP-ESM

31 SAP-MM

32 SAP-PM

33 SAP-PP

34 SAP-QM

35 SAP-SRM

36 Six Sigma

37 SOX

38 SPC

39 Stress Management

40 TBEM

41 Value Engineering

TRAINING NEEDS AS PER PMS OF THE COMPANY

Business Unit : Project

Tkt No Employee Name

Grade

AREA Trg Need 1

Trg Need 2

Trg Need 3

Departmental Need

Remarks

Signature ofEmployee

Signature ofDept Head

360074

B N SUKLA TM1 Project Negotiation skills

PEOPLE LEADERSHIP-Building Effective Teams

1.PRODUCT KNOWLEDGE

313844

D K Chakraborty

TM5 Project Inventory Management

DELIVERING VALUE-Drive for Results

311100

R P Ram TM4 Project pneumatics

PEOPLE LEADERSHIP-Taking Ownership

Negotiation Skills

32030 R TM5 Project Financ DELIV BUSIN

0 Srivastava e For Non Finance Executives

ERING VALUE-Innovation Management

ESS LEADERSHIP-Strategic Capability

324400

Raghuwar Singh

TM1 Project

324244

Ranjan Kumar Majee

TM1 Project SAP-ESM

PEOPLE LEADERSHIP-Withstanding Pressure

Negotiation Skills

344138

T K Sengupta

TM4 Project CAD/CAM -AutoCad. Pro-e/Catia/ADAMS

PEOPLE LEADERSHIP-Interpersonal Effectiveness

BUSINESS LEADERSHIP-Business Acumen

324253

Vinod Menon

TM1 Project

TRAINING NEEDS VERIFICATION WITH THE DEPARTMENT HEADS

Business Unit : Project

Tkt No Employee Name

Grade AREA Trg Need 1

Trg Need 2

Trg Need 3

Departmental Need

Remarks

Signature ofEmployee

Signature ofDept Head

360074

B N SUKLA TM1 Project

Negotiation skills

PEOPLE LEADERSHIP-Building Effective Teams

Problem Solving

1.PRODUCT KNOWLEDGE

313844

D K Chakraborty

TM5 Project

Inventory Management

DELIVERING VALUE-Drive for Results

Leadership Training

311100

R P Ram TM4 Project

PEOPLE LEADERSHIP-Taking Ownership

Negotiation Skills

320300

R Srivastava

TM5 Project

Finance For Non Finance Executives

DELIVERING VALUE-Innovation Management

BUSINESS LEADERSHIP-Strategic Capability

324400

Raghuwar Singh

TM1 Project

People Leadership Building Effective teams

Inventory Management

Value Engineering

324244

Ranjan Kumar

TM1 Project

SAP-ESM PEOPLE LEADERSHIP-

Negotiation

Majee Withstanding Pressure

Skills

344138

T K Sengupta

TM4 Project CAD/CAM -AutoCad. Pro-e/Catia/ADAMS

PEOPLE LEADERSHIP-Interpersonal Effectiveness

BUSINESS LEADERSHIP-Business Acumen

324253

Vinod Menon

TM1 Project

SAP-ESM Pneumatics

Managerial Effectiveness

training calendar:-

for the month of april:

MTC Training Schedule for Apr'10

Sl No.

Program Dates Need Venue

Day/s

Batches

Time Faculty/Facilitator

1 BS-III Engine 7th April

Functional MTC 1 1 9:00 AM - 5:00 PM

Mr S. P. Tiwary

2 Vehicle Engineering 8th - 9th April


Mr S. P. Tiwary

3 Mennard Operation Sequence Technique (MOST)

12th - 13th April


TTL & PCBU (Pune)

4 Effectiveness for Personal Assistants

12th - 13th April


Elixir Communications

5 Managerial Effectiveness For GETs

13th - 14th April

Organizational

MTC 1 1 9:00 AM - 5:00 PM

Performance Edge Consultants Ltd.

6 New Technologies in World Truck

16th April


Mr S. P. Tiwary

7 Legal Requirement (EMS & OHSAS)

17th April


BVC

8 Workshop on PLC (for Foundry)

19th - 24th April

Functional MTC 6 (* 2 hours)

1 3:00 PM - 5:00 PM

Mr Sharad Singh & Team

9 Workshop on PMS 19th Organizatio MTC 3 3 9:00 Prof. M G

April, 20th April, 26th April

nal AM - 5:00 PM

Jomon (XLRI)

10 Induction Programme for New Recruits

19th - 24th April

Organizational

MTC 6 1 9:00 AM - 5:00 PM

MTC

11 Toyota Production System

21st - 22nd April


Mr Kunal Ghosh

12 Vehicle Engineering 23rd - 24th April


Mr S. P. Tiwary

13 Database Management in MS Excel

23rd - 24th April

Functional MTC 2(* 4 hours)

1 9:00 AM - 5:00 PM

Elixir Communications

14 Supermarket Pull Scheduling (Lean Manufacturing)

26th - 27th April


OMNEX

15 SAP MM Module Date to be Decided

Functional MTC 2 1 2:00 PM - 5:00 PM

TTL

16 Advanced Welding Techniques

Date to be Decided


CII

For the month of may;

Training Schedule for TM1 and above Employees at MTC

May-10

Sl Program Date Need Ven Day/s Batc Time Faculty/ Expe

. No.

s ue hes Facilitator cted Coverage

1 FMEA, APQP & PPAP

3rd - 7th May

Functional

MTC 5 1 9:00 AM - 5:00 PM

OMNEX 21

2 PLC Maintenance

4th - 8th May

Functional

MTC 5 (*3 hours)

1 2:00 PM - 5:00 PM

Siemens 25

3 PMS Workshop (for DGM and above)

7th - 8th May

Organizational

MTC 2 2 9:00 AM - 5:00 PM

Atyaasaa Consultants Pvt Ltd

60

4 Finance For Non Finance Executives

10th - 11th May

Functional

MTC 2 2 9:00 AM - 5:00 PM

Prof U Damodaran (XLRI)

25

5 Advanced MS Office (with special focus on database Management through MS EXCEL)

12th - 13th May

Functional

MTC 2 1 9:00 AM - 5:00 PM

Ma Foi Consultants Pvt Ltd

25

6 G8D (Problem Solving Tools)

14th - 15th May

Functional

MTC 2 1 9:00 AM - 5:00 PM

OMNEX 25

7 SAP-MM 17th - 22nd May

Functional

MTC 6 (*4hours)

1 9:00 AM - 12:30 PM

TTL 20

8 Supermarket Pull Scheduling (Lean Manufacturing)

18th - 19th May

Functional

MTC 2 1 9:00 AM - 5:00 PM

OMNEX 25

9 Vehicle Engineering

21st - 22nd May

Functional

MTC 2 1 9:00 AM - 5:00 PM

S P Tiwary 25

10

PLC Maintenance

24th -

Functiona MTC 5 (*3 hours

1 2:00 PM -

Siemens 25

28th May

l ) 5:00 PM

11

New Technologies in World Truck

25th & 27th May

Functional

MTC 1 2 9:00 AM - 5:00 PM

S P Tiwary 30

12

Industrial Relations & Labour Laws

Date to be Decided

Functional

MTC 2 1 9:00 AM - 5:00 PM

Mr. Sumant Sinha & Team

25

13

Logistics/Supply Chain management/e-Procurement

Date to be Decided

Functional

MTC 2 1 9:00 AM - 5:00 PM

XLRI 25

14

Value Engineering

Date to be Decided

Functional

MTC 2 1 9:00 AM - 5:00 PM

Internal 25

15

PMS Workshop (for TM4/TM5)

Date to be Decided

Organizational

MTC 1 1 9:00 AM - 5:00 PM

XLRI (Prof Jomon)

30

For the month of july:

MTC Training Schedule for Jul'10 (TM 1 & Above Officers)

Sl. No.

Training Programme

Dates

Need Venue

Day/s

Batches

Time

Faculty/Facilitator

Expected Coverage

1 GD&T (Geometric Dimensioning and Tolerancing)

5th - 6th Jul


OMNEX 25

2 Accident Prevention and Effective Safety Auditing

6th - 8th Jul


EQMS India Pvt Ltd

35

3 Inductrial Hydraulics & Pneumatics

7th - 9th Jul


Indian Institute for Production Management

25

4 Vehicle Engineering

9th -10th Jul


S P Tiwary 25

5 Value Engineering (TML perspective)

12th Jul


Internal (Mr. Anurag Verma & Team)

25

6 How to be the Lowest Cost Manufacturer

13th - 14th Jul

Organizational

MTC 2 1 9:00 AM - 5:00 PM

Dr. G S Dugal 25

7 Development Centre

14th - 17th Jul

Organizational

MTC 4 1 9:00 AM - 5:00 PM

MTC 30

8 Themis : Performane Management Workshop (For EGs)

19th Jul

Organizational

Top Gear

1 1 9:00 AM - 5:00 PM

ATYAASAA CONSULTANTS

35

9 Learning TLPs the experiential way - for EGs (Techniques of Assessing Subordinates on TLP Traits)

20th - 21st Jul

Organizational

Top Gear

2 2 9:00 AM - 5:00 PM

ATYAASAA CONSULTANTS

50

10 Workshop on Creativity & Innovation

22nd - 24rd Jul

Organizational

MTC 3 1 9:00 AM - 5:00 PM

Arijeet Consultants

25

11 Problem Solving Techniques

23rd & 24th Jul


ISTD 25

12 CVS: Certified Value Specialist

27th - 31st Jul

Organizational

MTC 5 1 9:00 AM -

INVEST-EZC 25

- Module I 5:00 PM

13 PLC for Foundry

26th - 30th Jul

Organizational

MTC 5(*4 hours)

1 9:00 AM - 5:00 PM

Mr Sharad Singh & Team

10

14 New Technology in Prima

26th Jul

Organizational

MTC 1 1 9:00 AM - 5:00 PM

S P Tiwary 25

15 Condition based Maintenance

Date to be Finalized


Indian Institute for Production Management

30

16 Paint Robot - DAMS (Ops)



DAMS 10

17 CNC Programming



Siemens 25

18 SAP-MM Module


Functional TTL - 1 - TTL 20

TRAINING EFFECTIVENESS:

EVALUATING TRAINING EFFECTIVENESS :

One can easily generate a training program, but if the training program is not evaluated, any employee training efforts can be rationalized. It has been commonly observed that nearly half of all training programs are not measured against any substantiative outcome, like employee retention, satisfaction and productivity. Organizations invest huge amount of money on the training of its employees and unless the training is measured in a quantifiable variable, the organization would not in fact come to know about the impact of the training on its employees.

A training’s effectiveness depends upon a number of factors, number of opportunities provided to utilize that had been learnt, the availability of necessary resources, etc.

Most of the organizations evaluate training effectiveness based on the performance of its employees. Telcon uses this particular metod for evaluating training’s effectiveness. Normally there are three methods by which performance based evaluation is done.

1. Post-training performance method : in this the participants performance, after attending a training program is measured to determine if behavioral changes have been made.

2. Pre-post-training performance method : in this a participant’s performance is evaluated before attending training and subsequently, his performance, after he attends the training is reevaluated and any kind of variation or improvement in has performance is recorded.

How To Measure Training Effectiveness

To measure training is one of the key components on how a business will succeed. If a training program is proven to be effective, it will definitely yield to positive results, perhaps more than what is desired by the company. However, measuring the effectiveness of training is one of the biggest challenges of firms today. Training in itself is expensive and adding more components to it may not be a good idea in terms of financial capacity.

What may help to reduces cost is to develop several tools which may be classified under business intelligence. These tools will help the company evaluate training and consistently improve its methodologies. This is critical since business needs change. The environment and the type of people who get in the company also change. So how does one person measure the effectiveness of training in a systematic way?

Once the trainees go live on production on the floor or operations, their performance will significantly impact the overall achievement of the program. Lack of training or poor training methodology always ends up with employees not able to fulfill their jobs. Metrics should be used to see how effective the training was. It will not be wise say that a training curriculum is good

simply because the students or trainees passed the exam. What needs to be done is to check the metrics of these employees and see if they are at par with the expectations of the company.

Significantly, an in-depth analysis should be done here. Data per employee should be available and this should not be very difficult to obtain with the kind of technology we have right now. These data will then validate of the training was effective. Findings in the analysis may say that there is a gap in the training system and that there is a need to revamp the process or the curriculum.

Performance will significantly tell a lot about training. This does not only concern product training but also job orientation. Many employees out there do not know how they should perform because they do not know what is expected of them. Many employees break the rules because they are not also aware of them. It is therefore wise to terrain employees about the existing policies of the company so they know what is acceptable and not.

Another thing used to measure the effectiveness of training is a performance alignment program. What is needed here is to set the expectations of each employee in each department how they will be measured. This sets precedence and makes each employee aware why and what the training was for. It is also generally advised to have a weekly or monthly product knowledge check balance. This may also be done through exams to see if the employees retained what they have learned. This may also be done through actual applications and see if what have been taught is still being applied. To measure training is going to be challenging, precisely because we deal with knowledge retention and behavior.

CONCLUSION

This project work was carried out to study the training and development process of the company. This was a project carried on with the purpose of studying or identifying the various training needs of individual employees in view to the departmental and organizational needs. Then further proceeding with the preparation or a design structure of training calendar of employees and a training schedule of the training centres providing training. Finally ends with the imparting of the traing and feedbacks on the effectiveness of the imparted training.

It was a wonderful experience for me working in this organization and has helped me in enhancing my skills and it has also broadened my horizons by having a proper knowledge of the work going in a private sector company. I hope this would prove to be fruitful for me in near future and help me in the long run.

Bibliography:

REFERENCE BOOKS:

1. C.R. Kothari

2. ASHWATHAPPA

3. C.B MAMORIA

4. T.V. Rao

WEBSITES:

www.google.com www.wikipedia.com www.tatamotors.com www.hr.com www.citehr.com

http://www.citehr.com/

http://www.hr.com/

http://www.tatamotors.com/

http://www.wikipedia.com/

http://www.google.com/

www.hvaxles.com www.mewsuspension.com

http://www.mewsuspension.com/

http://www.hvaxles.com/

Documents

Almas HVAXLES,Tata Motors Ltd