Professional Documents
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05 Training and Development, Kusalavainternational LTD
05 Training and Development, Kusalavainternational LTD
Human Resource Management is concerned with human beings who are the energetic
elements of management. The success of any organization or an enterprise will depend upon
the ability, strength and motivation of persons working in it. The Human Resource
Management refers to the systematic approach to the problems in any organization. It is
concerned with recruitment, training and development of the personnel.
Human Resource is the most important asset of the organization. Planning for the
human resources is an important managerial function. It ensures sufficient supply, proper
quantity and quality as well as human resources needs, an organization will have to plan in
advance about the requirements and the resources etc.
Definitions
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Responsibilities:
1. Attraction: Identifying the job requirements. Estimating the people and skill
mix requirements.
2. Selection: Choosing the most suitable personnel.
3. Retention: Creating the necessary for rewarding performance and
providing a healthy conductive work environment.
4. Development: Preserving and improving employee’s knowledge, skills,
abilities and other characteristics.
5. Motivation: Developing the techniques that reflect the needs of each
individual-job satisfaction, behavioral and structural methods of stimulating
performance, compensation and benefits, etc.
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NEED FOR THE STUDY
In order to meet the global competition, it is everybody’s concern to think and act in
order to maintain quality. Quality is the need of the hour in a highly quality conscious
world. Only people of quality can produce a qualitative product. To have quality people at
hand there must be quality training. Trough training any person can develop to a great extent
skill in work, general outlook, attitude to work, a sense of commitment and so on. To
accomplish the training and development of personnel in every organization is of utmost
importance and has to be a continuous effort for achieving the targeted production and
productivity.
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SCOPE OF THE STUDY:
The present study is an attempt to get acquainted with the theoretical
concepts, methods and factors influencing the training of the employees and understanding
their practical application and problems encountered in implementing these theories in an
organizational situation. This is aimed at analyzing the current trends in training the
employees and the effectiveness of the training.
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OBJECTIVES OF THE STUDY:
PRIMARY OBJECTIVE:
SECONDARY OBJECTIVES:
To know what are the types of training and development activities that are
followed at KIL.
To know the opinions of the employees about training and development
programmes at KIL.
To give appropriate suggestions for the organization which is useful to
develop the training and development programmes in the future.
The primary data are those, which are collected afresh and for the first time, and thus
happen to be original in character. The secondary data, on the other hand are those
which have already been collected by someone else and which have already been
passed through the statistical process.
1. Observational method.
2. Interview method.
3. through questionnaires.
4. through schedules.
SAMPLING:
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I have followed Simple Random Sampling method for sampling.
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LIMITATIONS OF THE STUDY:
There is a greater tendency of the fluctuation in the response and behavior of the
respondents.
The sample does not cover all the employees in the organization. Hence, it may not
reveal the exact opinions of all the employees in the organization. Hence,
generalizations may not be true representative.
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INDUSTRY PROFILE
Engine parts
Drive Transmission & Steering Parts
Suspension & Brake Parts
Electrical Parts
Body and chassis
Domestic Investments
The market is so large and diverse that a large number of players can be absorbed
to accommodate buyer needs. The sector not only has global players looking to invest and
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expand but leading domestic component companies are also pumping in huge sums into
expanding operations:
Bharat Forge invested US$ 135 million in its Pune plant for increasing domestic
capacity to 240,000 tones.
Amtek Auto is expanding capacity of its castings unit to 70,000 tonnes per annum
(TPA) from 30,000 TPA.
Sona Koyo plans to have capacity of three million pieces of manual steering
gears,
500,000 units of hydraulic power steering and 250,000 units of electronic power
steering (EPS), apart from doubling the capacity of steering columns from one
million parts.
Rico Auto is investing US$ 23 million to expand capacity.
Apollo Tyres plans to invest US$ 469.58 million in the next three years to increase
its production capacity both in India and abroad.
Kesoram Industries is planning to set up three new tyre units in the northern state of
Uttaranchal to take its tyre-making capacity to 734 metric tonnes per day. With such
accelerating interest by both domestic and foreign investors, the Indian auto
component industry is set to growth exponentially.
Foreign Investments
India enjoys a cost advantage with respect to casting and forging as manufacturing costs in
India are 25 to 30 percent lower than their western counterparts. Seeing the growing
popularity of India in the automotive component sector (a whopping US$ 530 million in
terms of foreign direct investment), the Investment Commission has set a target of attracting
foreign investment worth US$ 5 billion for the next five years to increase India's share in the
global auto components market from the existing 0.4 per cent to 3-4 per cent.
Destination India
The ACMA-McKinsey Vision 2015 document forecasts the potential for the Indian auto
component industry to be US$ 40-45 billion by 2015. Investments and exports in
this segment are witnessing continuous growth. Global automobile manufactures see India as
a manufacturing hub for auto components and are rapidly ramping up the value of
components they source from India due to:
Foreign auto makers, including Ford Motor Co., General Motors Corp., Honda Motor Co.,
Toyota Motor Corp., DaimlerChrysler AG and Hyundai Motor Co., are all looking to
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increase their presence in India and use it as an export hub.
The Indian automotive export industry has made a global mark. Both the automobile
industry along with the component industry is contributing to India’s overall export effort.
According to ACMA, more than a third (36 per cent) of Indian auto component exports head
for Europe, with North America featuring a close second at 26 per cent.
The Indian automotive industry has grown at a CAGR of 14 percent p.a. over the last 5 years
sales of vehicles reaching around 9 million vehicles in 2005-06. It has the potential to emerge
the largest in the world. Presently, India is:
2nd largest two-wheeler market in the world
4th largest commercial vehicle market in the world
11th largest passenger car in the world and is expected to be the 7 th largest
market.
The industry has emerged as a key contributor to the Indian
economy.
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The developments in the Indian auto component industry can be traced to trade liberalization
during the 1990’s that resulted in an influx of multinational automotive companies like ford,
general motors, Hyundai, Mercedes-Benz, Peugeot and Volvo into India. The entry of these
foreign auto companies during the early 90’s changed quality standards and impacted the
complexity of the parts required by OEMs.
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of passenger vehicles, commercial vehicles, two wheelers, three wheelers and tractors,
expanded from a sales level of 3.3 million vehicles (417,762 passengers vehicles alone) in
the year 1995-96, to nearly 13 million vehicles (900,752 passenger vehicles) during
2015-06. The Indian auto component industry responded to these challenges by adding
capacity and
modemizing existing plants. The total sales volume of auto components has increased
from
$2.9 billion in the year 1999 to $13 billion in the year
2015.
Many firms entered into technical collaboration and equity partnership global tier-
one suppliers. Global tier-one suppliers like Delphi and Visteon set manufacturing units in
India. During this period, there was significant growth in multinational companies ($1 billion
in 2015-16, as against $0.27 billion in 1997 exports are still very compared to annual global
auto component sales, which was $730 billion, they are a significant share of the sales (
approximately 10-12%) components firms.
Before Maruthi, the auto component industry was characterized by low volumes, high
fragmentation, negligible auto machine and consequently poor quality. This was
simply because the automobile industry did not have any volumes worth talking about.
Maruthi challenged all that (in the process, Indian car producers in the first year it self
by making
22,500 vehicles) For the first time the Indian market hand volumes worth speaking of a
product that was exportable and proper systems.
They key of course is the export-worthiness of the Maruthi 800, Zen, something total alien
to the industry before. So as Maruthi grew crossing the 1,00,000 mark by 1989-90, the
component industry boomed in tandem. In the meantime, other Japanese majors like Honda,
Yamaha, Toyota and Mitsubishi also flagged off two-wheelers and light commercial vehicles
production. This paved the way for foreign collaborations in the component sector, and till
date some 95 Japanese alliances have been struck. Maruthi it self floated 11 joint ventures
(JVs) and has as many as 375 vendors.
That was just the first step in the process of Indian component marks producing globally
competitive products. The next best thing to happen to this sector was the recession of
1992-
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93. To maintain their viability, ancillary had little choice but to focus on export markets, and
step up quality. This is evident in the spate of ISO 9000- certifications those component
makers began to receive. Of the roughly 350 companies in this sector, at least 130 have
bagged ISO 9000 certification, something no other industry can boast of.
The step up process has not ended with the Japanese innovation. Gradually
manufacturers from ale parts of the world are making a beeline for India.
Result: Component makers are now exposed to different, more complex and advanced
development processes. Earlier, they were dealing with just one culture, one standard
Japanese. Today we have the Koreans, the Americans, the Europeans and the French coming
with their global suppliers in to the country. Ford, for instance, is flagging off the ford ACG
(Automotive component group) and general motors have brought in Delhi. Toyota too, is
creating a Toyota village around its manufacturing unit in the south, as is Hyundai,
which will house all its ancillary suppliers in an industrial park.
In the south, auto archly has been taken over by US major Rockwell. Saks
Ancillaries has suffered the same fate.
Joint ventures though, are imperative and at last count there were at least
322 collaborations with foreign auto majors.
The Reason: Access to technology to differentiate your product from the scores in the
market. Consider the Ran group, which has hired off its clutch business with luck of
Germany into a 50:50 joint venture. The guiding principle, behind the venture is the
opportunity to bring new technology in to the country. We are not getting the same
satisfaction in the clutch business as we were getting from our other activities. Our partner is
probably number 1 in clutches world. We believe that we will be able to achieve
leadership position in a couple of years, says Ran group Chair Man L. Laxman.
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O
COMPANY PROFILE
Today “TIGER POWER” brand is the most dynamic name in the cylinder liner
manufacturing business.
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TPM POLICY
Kusalava International Ltd commits their selves to maximize ‘Overall plant Effectiveness’ by
achieving:
Zero Breakdowns
Zero Accidents
Zero Defects
A Safe and Clean Environment and eliminate all other losses through Total
Employee Involvement.
1). Kusalava Motors (P) Ltd : The company is involved in the activity of trading 2
Wheelers and 4 Wheelers, it is the official dealer for TVS Motors and Hyundai Cars in
the cities of Vijayawada, Guntur, Ongole, Bhimavaram and Gudivada.
3). Kusalava Finance: The company has been established way back in 1970 and is
engaged in the business of financing automobiles. The company has been able to carve
a niche of itself in the automotive sector by offering clients customized financing options as
per their needs.
4). Kusalava Power: The company is involved in the business of power generation
and has a total generating capacity of 3 MW.
6). Bharat Automobiles: The company activities involve trading is automobile spare
and represents a host of reputed manufacturers like Bharat Forge for Crank Shafts, Timken
for Bearing, Maple for Pistons and Kusalava for Liners. The company operations
and network spread across entire south India.
1972: Started production of grey iron cylinder liners. Started supplies to major road
transport corporations (STU's)
1982: Supplies to replacement market with TIGER POWER-TOUGH PARTS Brand name
2002: Tiger Power became the major supplier of cylinder liners in After Market
2004: Kusalava commissions its first overseas office in Houston, Texas, USA ISO: 9002
certified.
2005: Sales figures crossed of 1 million USD. Kusalava becomes a limited company.
2007: QS-9000 certified
2012: Introduced Lean Manufacturing Practices. Received the best supplied award from
EICHER MOTORS, for outstanding contribution to supply chain management. Awarded
by ACMA for Best Six Sigma Project in 2004 again.
2013: Entered into an agreement with the Market Leader Darton Sleeves, USA for
supplying High
Grade Ductile iron liners to the Drag Racing Market.
2014: Total PM Kick off on July 3rd 2006. Kusalava commissions new plant at
pantnagar, Uttarakhand.
A part from these branches, other branches are situated out of our country like the ones in
USA, Middle East. Etc.
Nature of Activity: Product Manufactured
1. Cylinder Liners
The cylinder liner receives combustion heat through the piston and piston rings
and transmits the heat to the coolant.
A cylinder wall in an engine is under high temperature and high pressure, with
the piston and piston rings sliding at high speeds. In particular, since longer service life is
required of engines for trucks and buses, cast iron cylinders that have excellent wear-
resistant properties are only used for cylinder parts.
Also, with the recent trend of lighter engines, materials for engine blocks have been shifting
from cast iron to aluminum alloys. However, as the sliding surface for the inner cylinder, the
direct sliding motion of aluminum alloys has drawbacks in deformation during operation and
wear-resistance. For that reason, cast iron cylinder liners are used in most cases.
Global warming has started to show its adverse effects on the environment. To improve the
fuel efficiency and adhere to latest Euro norms automobile manufactures are shifting
towards aluminum engines. These engines have as cast cylinder liners with special
surface on the outer diameter commonly referred to as spiny lock or stipple finish. To
improve rigidity and high thermal conductivity properties of engine blocks, Kusalava has
developed different specifications of cylinder liners that have high adherence to aluminum
blocks at the time of die casting by controlling the coarseness of the outer casting surface
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with the special coating materials and in-process controls.
Kusalava has developed materials with special properties in grey and ductile iron by
centrifugal casting process for critical sealing applications. These rings are being supplied to
Automotive, Locomotive, Marine, Power generation, Aircraft, Aerospace and Hydrocarbon
processing Applications. We also supply rough machined rings to ring manufactures around
the world in ductile and grey iron materials.
4. Centrifugal Castings
Centrifugal casting method was developed after the turn of the 20th century to meet the
need for higher standards.
Spinning molds generate centrifugal force on molten metal to position the metal within a
mold. As the molten metal solidifies from the outside in, a casting with dense, close grain
structure is created. As a result of close grain structure the centrifugal process offers
products with better physical properties than castings made using the static casting
method. Proper mold design, mold coatings, mold spinning speeds, pouring speeds, cooling
rates and metal chemistry results in castings with higher yields, fewer impurities and greater
strength.
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Quality
Six Sigma
A method or set of techniques, Six Sigma has also become a movement focused on
business process improvement. It is a quality measurement and improvement program
originally developed by Motorola that focuses on the control of a process to the point
of ± six sigma (standard deviations) from a centerline, or put another way, 3.4 defects
per million items. A Six Sigma systematic quality program provides businesses with
the tools to improve the capability of the business processes.
Kusalava had started implementing these techniques in 2002.The company had 5 Black belts
and 14
Green Belts. And it was awarded twice for its best projects. It had tangible results in terms of
quality and production.
We are proud to say now “TIGER POWER” – TOUGH PARTS is complete Global.
Most of the vehicle manufacture in the Indian domestic market has a tie-up with
international manufactures like Mazda, Hino, Mercedes Benz, Mitsubishi etc.,,
Kusalava International Limited supplies their product to the bellow OEM’s in India who
has
international collaboration.
And for the international Market, Kusalava international Limited had a start 5 years back
and supplying the products after quality validation for the below customers. Interestingly,
Kusalava has worked in tandem with the above international collaborated Indian OEM’s to
achieve their stringent quality requirement both in Foundry and Machining. The above
OEM’s contribute 30% of Kusalava International Limited turnover. Technical officers from
Kusalava have played a vital role in establishing and understanding the International
specification for the domestic OEM’s and had good report for working hand in hand to
meet the drawing print specifications. And for the International Market Kusalava
International Limited is supplying the products after quality validation for the below
customers.
KUSALAVA had started supplying its products to the after market under the brand name
“TIGER POWER” since 1982. It has a dominating presence in the after market and enjoys the
confidence of major engine rebuilders/reborers, OEMs and mechanics. Currently it possesses a
market share of 35% in India and 30% in USA. Even Exports a major share of its production to
various countries across the globe viz., Italy, U.K., France, New Zealand, Bangladesh, Australia,
Malaysia, Thailand, Mauritius and the Middle East. It had wide-spread, well established
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networks in India, USA, Canada and Europe to serve its clients on 24x7 bases. Tiger
Power offers a wide range of ‘The Tough Parts' like Cylinder Liners/Sleeves, Valve Seat Inserts,
Valve Guides, Tappets, Pistons, Piston Pins, Gaskets, Alfin Nickel Inserts, cast sleeves for
aluminum blocks, cast iron/Ductile Iron Pipes, Inertia Rings.
Company Product:
Kusalava manufacturers Liners/Sleeves in both cast iron and S.G. Iron, Centric cast valve
seat insert and Alfin Piston inserts. As a new development Kusalava has started
manufacturing the engineering items out of its own technology like 3 mts., pipes for ash disposal
for the thermal power plants, sugar crushers’ material, and motor frames for the heavy electrical
motors.
STRENGTHS:
Technology Up gradation:
Kusalava has developed the basic technical requirement for the manufacturing of their
products, and in line to develop the technical strength hires experts from Germany for upgrading
the foundry technology in line to the International practices. Till Kusalava has taken 3 rounds of
experts views to validate their process and to fine tune their existing process for better
productivity. Most significantly, Kusalava deputes their technical managerial personal for the
training in different institutes for betterment of their knowledge and practices.
Mr. Prasad R.K Chukkapalli, Managing Director of the company has visited Japan under
AOTS programmed for 15days technical training in Quality Systems during the first week of
October02.
ERP Software:
Kusalava has in house software development Center, and presently implementing self
developed ERP System of ‘KOnline’ integrating Finance, Manufacturing, Distribution and HR
Activities across INDIA and USA offices.
At KOnline, we understand the strategic role supply management must play in a
corporation today and the significant impact a supply chain management strategy can have on
earnings. Supply chain management solutions help companies transform supply strategy into a
competitive advantage. We combine expertise, technology and information to help you bring
immediate value and profit your company’s bottom line.
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A SIMPLE EXAMPLE OF THE SUPPLY CHAIN LOOP
SALES NET WORK-USA SALES NETWORK - INDIA
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VISION:
“To produce Quality auto component products the matching best available in
the world in terms of innovative design features and endues at competitive cost
deliverable in time and maximize customer satisfaction to ensure constant
increase in market share and global presence for the company.”
MISSION:
2. To trigger higher demand for company’s products both in Domestic and International
Market and there by improve market share.
3. To improve both top line and Bottom Line of the company to ensure optimum returns for
all stake-holders of the company.
MANPOWER
DESIGNATION 2011-12 2012-13 2013-14 2014-15 2015-16
MANAGING DIRECTOR& DIRECTORS 8 11 8 7 7
VICE PRESIDENTS 0 0 0 2 2
CHIEF INFORMATION OFFICER 0 0 1 1 1
GENERAL MANAGERS 5 6 6 6 7
ENGINEERS 30 27 26 28 28
SALES OFFICERS 26 32 40 35 49
SKILLED WORKERS 59 58 53 53 53
SEMI SKILLED WORKERS 106 104 99 131 123
UNSKILLED WORKERS 970 1104 1071 1223 1060
ADMINISTRATIVE STAFF 158 196 199 211 226
TOTAL 1362 1538 1503 1697 1556
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Production:
Production department takes the raw materials and melts it down in the electrical induction
furnace. It makes rough casting through centrifugal dice.
In production department production engineer does operations according to all the liners
drawings. These operations will be finished on different machines. It takes 8 – 10 operations.
After completion of these operations finished liners will be sent to quality control department to
check the quality of the liner manufactured.
Materials:
Material department purchases the raw material on the parameters like good quality in time
delivery, credit facility and on the right time acquiring the raw materials cost variability.
Marketing :
Marketing departments sells the products through marketing representatives, sales offices and
distributors. This department gets the orders from the customers through the representatives,
sales officers and distributors. This department sends the senior engineers to check complaints of
the customers. This department provides incentives to sell the product in the market.
Finance:
This department makes economic plans and helps in decision making through MIS which are
needed in survival and profitability of the organization. This departments work to the
requirements of loans and take necessary steps to acquire them from banks and other financial
institutions. It also prepares and sends yearly expenditure and net profits to the management.
It took into the matters like fluctuations of profits, change in Got policies and sales, market
conditions and orders being placed.
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THEORETICAL FRAME WORK
Training is referred to as teaching specific job related skills and behavior. Whereas
development is more general than training and more oriented towards individual development
besides fulfilling organizational needs. The development provides knowledge and
understanding to individuals so as to enable them function more efficiently in
organizations through problem-solving, inter-personal relations and decision-making.
In order to create trainees interest in enhancing the competencies and skills the HR
function should create conducive environment wherein good performance is rewarded and
poor performance is punished. This can be achieved by measures like successful completion of
training with confirmation, promotion, placement and institutionalizing a system of rewards for
competence.
Objectives :
The basic aims and objectives of Human Resource Management are to help the
realization of organization goals. However, the specific objectives of Human Resource
Management are as follows :
Objectives of Training:
The training objectives are formulated in line with the companies goals and
objectives. The major objectives of the training may be enumerated as follows :
Managerial Functions :
Management is a multi purpose organ which has three jobs, two of which are directly
related to personnel managing a business: managing managers and managing worker and the
work.
Management is, thus personnel administration. It is the development of the people and
not the direction of things. Managing people is the art and essence of being a manager.
Thus, a personnel manager is a manager and as such he must perform the basic functions which
involved POSD CORB, i.e., planning, organizing staffing, directing, coordinating, reporting
and budgeting the work of those who are entrusted with the performance of Operative functions.
In other word, managers procure process and peddle, find the employee resources, develop
services and find markets for their output.
Planning:
It is pre-determined course of action. It is a trap laid to capture the future. Planning is the
foundation of the plans, organization objectives.
Planning is a hard job, for it involves the ability – to think. To predict. To analyze, to
come to decision, to control the actions of its personal and to cope with a complex, dynamic
fluid environment. They bridge the gap between “here they are and where they want to go. For
this purpose, they determine personnel programs and well in advance.
The two most important features of planning are research and forecasting. These two are
inter-related, for forecast is possible only ‘as a result of research. Personnel administration
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should be able to predict trends in wages, in labour market, in union demands, on other benefits
and in personnel policies and programs.
The task of forecasting personnel needs in relation to changes in production pre seasonal
variations and the out of differences in production is extremely important, both for employees
and for management. Therefore, planning or decision – making gas to be undertaken much in
advance of an action so that unforeseen or anticipated problems and events may be properly
handled.
Organizing :
Directing :
The decisions are taken by top management, but only after consultation with the
personnel department. A review or checking of the safety installments, wage rate ranges,
disciplinary action and general wage changes are all the responsibility of the personnel
department.
IMPORTENCE OF TRAINING
2. Better Quality of Work: In formal training, the best methods are standardized and
taught to employees. Uniformity of work methods and procedures helps to improve the quality
of product or service. Trained employees are less likely to make operational mistakes.
3. Less Learning Period: A systematic training programme helps to reduce the time
and taught to employees. Uniformity of work methods and procedures helps to improve the
quality of product of service. Trained employees are less likely to make operational mistakes.
4. Cost reduction: Trained employees make more economical use of materials and
machinery. Reduction in wastage and spoilage together with increase in productivity help to
minimize cost of operations per unit. Maintenance cost in also reduced due to fewer machine
breakdowns and better handling of equipment. Plant capacity can be put to the optimum use.
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6. Low Accident rate: Trained personal adopt the right work methods and make use of
the prescribed safety devices. Therefore, the frequency of accidents is reduced. Health and
safety of employees can be improved.
7. High Morale: proper training can develop positive attitudes among employees. Job
satisfaction and morale are improved due to a rise in the earnings and job security of employees.
Training reduces employees grievances because opportunities for internal promotion are
available to well trained personnel.
8. Personal Growth: Training enlarges the knowledge and skills of the participants.
Therefore, well-trained personal can grow faster in their career. Training prevents obsolescence
of knowledge and skills. Trained employees are a more valuable asset to nay organization.
Training helps to develop people for promotion to higher posts and to develop future managers.
Problem of Training :
1) Training is not a panacea for all organizational ills. Sometimes trainers fall into the trap
that many problems can be solved by a training solution. If training is not the best
solution it will not address the root cause of the problem and organization may loose
time, money, efforts, image and credibility.
2) Mismatch between objectives and needs may make the training programme
useless.
3) If the intervention methodology is chosen properly the training will be ineffective and
incomplete.
4) While initiating training efforts the difference between results based training
(training that makes an impact and leads to improved trainee performance) and activity
based training is to be recognized.
5) Sometimes training is conducted on what’s “nine to know”. Instead training
should be focused on what learners must learn and use on the job.
Types of Training
There are many approaches to training. We focus here on the types of training that are
commonly employed in present day life.
Skills Training:
This type of training is most common in organizations. The process here is fairly simple.
The need for training basic skills is identified through assessment. Specific training
objectives are set and training content is developed to meet those objectives. Several methods
are available for imparting these basic skills in modern organizations (such as lectures,
apprenticeship, on-the-job, etc.,) before employing these methods managers should do the
following :
Explain how the training will help the trainees in their jobs.
Relate the training to the trainees’ goals.
Respect and consider participant responses and use these as a resource.
Encourage trainees to learn by doing.
Give feedback on progress toward meeting learning objectives.
Refresher Training :
Rapid changes in technology may force companies to go for this kind of training. By
organizing short term courses which incorporate the latest developments in a particular
field, the company may keep its employees up-to-date and ready to take on emerging
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challenges. It is conducted at regular intervals by talking the help of outside consultants who
specialize in a particular descriptive.
Cross Functional Training :
Workers gain rich experience in handling diverse jobs, they become more adaptable and
versatile.
They can better engineer their own career paths.
They not only know their job well but also understand how others are able to perform under a
different set of constrains.
Creativity Training:
To generate new ideas, the trainee should open up his mind; look at the problem from all
possible angles and list as many alternative approaches as possible. The trainee should allow his
mind to wander over alternatives freely, expose himself to new influences, switch over from
one perspective to another, arrange cross fertilization of ideas with other people and use
analogies to spark of ideas.
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METHODS OF TRAINING
Training methods are usually classified by the location of instruction. On the job training
is provided when the workers are taught relevant knowledge, skills and abilities at the actual
workplace, off the job training, on the other hand requires that trainees learn at a location other
than real work spot. Some of them are :
The JIT is a four step instructional process. A trainer, supervisor or co-worker acts as the
coach.
The trainee receives an overview of the job, its purpose and its desired outcomes, with a
clear focus on the relevance of training.
The trainer demonstrates the job in order to give the employee a model to copy.
The trainer shows a right way to handle the job.
Finally, the employee does the job independently supervision.
Coaching:
Mentoring:
This kind of training involves the movement of trainee from one job to another. This
helps him to have a general understanding of how the organization functions. The purpose of
job rotation is to provide trainees with a larger organizational perspective and a greater
‘understanding of different functional areas as42well as better sense of their own career objectives
and interests.
Apprenticeship Training:
Apprentices are trainees who spend a prescribed amount of time working with an
experienced guide, coach or trainer. Assistantships and internships are similar to apprenticeships
because they also demand high levels of participation from the trainee.
Committee Assignments:
In this method, trainees are asked to solve an actual organizational problem. The trainees
have to work together and offer solution to the problem. Assigning talented employees to
important committees can give these employees a broadening experience and can help them to
understand the personalities, issues and processes governing the organization.
Under this method of training, the trainee is separated from the job situation and his
attention is focused upon learning the material related to his future job performance. By this he
can focus his entire concentration on learning the job rather than spending his time in
performing it. Some of the methods are :
Vestibule Training:
In this method, actual work conditions are simulated in a class room. Material, files
and equipment – those that are used in actual job performance are also used in the training.
This type of training is commonly used for training personnel for clerical and semi-skilled
jobs.
Role Playing:
Lecture Method:
It is traditional method, the instructor organizes the material and gives it to a group of
trainees in the form of a talk. To be effective, the lecture must motivate and create interest
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among the trainees.
Programmed Instructions:
This method has become popular in recent years. The subject matter to be learned is
presented in a series of carefully planned sequential units. These units are arranged from
simple to more complex levels of instructions.
TRAINING PROCESS
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Designing the Training Programme:
The designing of a training programme is very important to impart and enhance the
learning of the trainees. Technique of arranging the course content in a logical manner, so
as to enable the trainees to learn the maximum from training course is called
training design.
st
The 1 step in training design is to group the learning needs together so as to form into
logical clusters. The next step will be to decide how to link these clusters together to form the
outcomes of the training programme. Once the goals of the training programme are established,
the learning objectives are set. The learning objectives are the specific things which the
participants must be able to learn and do after completing the programme.
45
Elements of Programme Design:
1. Programme title
2. Programme objectives
3. Contents of the Programme
4. Duration of the Programme
5. Topics of each session with session objectives
6. Duration of each session
7. Name of the lead faculty for each session
8. Names of the guest speakers
9. Date, time, duration of inaugural session
10. Date, time and duration of the valedictory session
11. Name of the chief guest for leading the inaugural and valedictory
session
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12. Date, time, duration, place and things to be carried by the participants for
the field visit / study visit.
13. Methods of training to be adopted during the programme
14. Training materials / audiovisual aids if any, required for the training
programme
State in Designing a Structure:
Training their learning to teach too quickly results in frustration. It is not wise to push
employees beyond their learning limits.
There are limits to the amount that one can learn. It is recommended to teach
segments of the job in sequential fashion in order to develop a greater appreciation and
understanding of the whole job.
Practice makes perfect. There is no such thing as natural-born skilled workers.
Adequate practice time must be provided for employees to develop their skills.
It is always a good idea to reinforce employees during the learning process.
Encouragement, praise, and reward are highly recommended.
As a supervisor, it is possible to know the job for which the employee is training so
thoroughly that a new employee may feel inadequate or intimated.
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Applicability of Training:
Training should be as real as possible so that trainees can successfully transfer the new
knowledge to their jobs. The training situations should be setup so that trainees and visualize
and identify with the types of situations they can come across on the job
Areas of Training:
Knowledge:
Here the trainee learns about a set of rules and regulations about the job, the staff and
the products or services offered by the company. The aim is to make the new employee fully
aware of what goes on inside and outside the company.
Technical Skills:
The employee is taught a specific skill so that he / she can acquire that skill and
contribute meaningfully.
Social Skills:
The employee is made to learn about himself and others, and to develop a right mental
attitude towards the job, colleagues and the company. The principal focus is on teaching the
employee how to be a team member and get ahead.
Techniques:
This involves the application of knowledge and skill to various on the job situations. In
addition to improving the skills and knowledge of employees, training aims at molding
employee attitudes: when administered properly, a training programme will go a long way in
obtaining employee loyalty, support and commitment to company activities.
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DATA ANALYSIS AND INTERPRETATION
60
50
40
NO. OF
30
RESPONDENTS
10
RESPONSES ANALYSIS
From the above diagram, 56% of the employees says that their supervisor's efforts in
identifying the training needs in them are excellent, and 32% of the employees says that they are
very good, and the remaining says that those are not good. It only shows that there is a need for
organizing training programmes in a structured way.
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2. The quality of training received y employee in current position in the
organization.
1 Excellent 16 70%
2 Very good 5 15%
3 Good 7 10%
4 Satisfactory 2 5%
5 Poor 0 0%
Total 30 100%
60
50
40
NO. OF
30
RESPONDENTS
20
10
0
ANALYSIS
The above diagram says that 70% of the employees says that the quality of training
received for their current position in the organization is excellent. This itself indicates that
the organization had got a very good training procedure. The only thing is it should be more
perfect and effective. For this the organization has to go with the modern techniques in training.
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3. Employees ability to implement the learned things at their work place after
the training.
respondents
1 Excellent 10 20%
2 Very good 12 30%
3 Good 5 12%
4 Satisfactory 2 11%
5 Poor 3 3%
Total 30 100%
60
50
40
NO. OF
30
RESPONDENTS
20
10
0
ANALYSIS
The above table says that 20% of the employees feel that they are able to implement the
learned things at their work place after training. This shows that the employees are facing some
difficulties in implementing the learned things at the work place. So, the organization has to
concentrate more on "on the job training methods", so that the employee can learn more
effectively and the above problem can be solved.
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4. Improvement in employee job skills and quality of work after training.
respondents
1 Excellent 15 62%
2 Very good 10 24%,
3 Good 2 12%
4 Satisfactory 2 5%
5 Poor 1 3%
Total 30 100%
52
70
60
50
40
30
20
10
53
ANALYSIS
The above diagram says that 62% of the employees feel that their job skills and quality
of work is increased after the training, this shows the quality of the training programmes that
are conducted by kusalava.
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5. The way of trainer delivering the training programs.
respondents
1 Excellent 19 55%
2 Very good 7 20%
3 Good 4 10%
4 Satisfactory 3 9%
5 Poor 2 13%
Total 30 100%
60
50
40
30
20 NO. OF
10
0
POOR
EXCELLENT
GOOD
VERY GOOD
SATISFACTORY
ANALYSIS
The above diagram says that 55% of the employees feel that the trainers are delivering
the training programmes excellently. And 20% of the employees says that the trainers are
very good. This shows the efficiency of the trainers delivering the training programmes. The rest
of the employees feel that those are not up to the mark. The reason is may be due to the lack of
sufficient qualification and understanding capabilities. To avoid this, the management should
conduct the training classes separately for skilled, semi skilled, unskilled employees.
6. The training programs for the new inductees.
70
60
50
40
30
20
10
0
ANALYSIS
The above diagram concludes that 70% of the employees feel that the training
programmes for new inductees are really excellent. This shows that kusalava international
limited has very good training procedure towards new inductees.
7. The development programs for already existing employees.
3 Good 4 14%
4 Satisfactory 2 4%
5 Poor 1 2%
Total 30 100%
60
50
40
30
NO. OF RESPONDENTS
20 RESPONDENTS
10
0
ANALYSIS
The above diagram says that 60% of the employees feel that the employee development
programs conducted by kusalava are excellent, and 20% of the employees feel that they are
very good. This shows the systematic way that kusalava international is following with
regards to the employee development programmes.
8. Increase in your productivity after attending training programs by you.
1 Excellent 18 70%
2 Very good 6 20%
3 Good 4 8%
4 Satisfactory 1 1%
5 Poor 1 1%
Total 30 100%
70
60
50
40
30
20
10
0
ANALYSIS
From the above diagram we can say that 70% of the employees feel that the increase in
their productivity after training was excellent, and 20% of the employees feel that it is very
good. This shows that majority of the employees feel that the training had provided required
skills to perform their jobs effectively.
9. Contribution of training programs in development of your career as well as
Organization.
5 Poor 0 0%
Total 30 100%
80
70
60
50
40
30 NO. OF RESPONDENTS
2
10 RESPONDENTS
0
ANALYSIS
From the above diagram we can say that 80% of the employees feel that the contribution of
training programs in development of their career as well as the organization development is
excellent, and 15%of the employees feel that they are very good. This shows the majority of the
employees saying that the contributions of the training programs in development of their career
as well as the organization development are really good.
10. Your personal sense of accomplishment of your own target.
respondents
1 Excellent 20 82%
90
80
70
60
50
40 NO. OF RESPONDENTS
30 RESPONDENTS
20
10
0
ANALYSIS
From the above diagram we can say that 82%% of the employees feel that they are able
to complete their targets. These shows how well the training programs are organized by
kusalava international limited.
11. Improvement in the development programs from the previous ones.
respondents
1 Excellent 11 32%
35
30
25
20
15 NO. OF RESPONDENTS
10 RESPONDENTS
5
0
ANALYSIS
From the above diagram we can say that 32% of the employees feel that the
improvement in the development programs from the previous ones conducted by kusalava are
excellent. At the same time 30% of the employees says that they are very poor. This shows that
12. Provision of safety equipments to avoid accidents.
1 Excellent 12 50%
2 Very good 8 30%
3 Good 5 12%
4 Satisfactory 3 6%
5 Poor 2 3%
Total 30 100%
50
45
40
35
30
25
20 NO. OF RESPONDENTS
15 RESPONDENTS
10
5
0
ANALYSIS
From the above diagram we can say that 50% provision of safety equipments to avoid
accidents and 30% employees safety equipments to avoid to accidents very good. The
kusalava International every employees provide the safety equipments.
13. Your peer recognition.
1 Excellent 15 60%
2 Very good 6 20%
3 Good 5 10%
4 Satisfactory 2 6%
5 Poor 2 4%
Total 30 100%
60
50
40
30
NO. OF RESPONDENTS
20 RESPONDENTS
10
ANALYSIS
From the above diagram we can say that 60% recognition is excellent
20% of employees recognition to very good
14. The consistent and equitable system of rewards for your better performance.
1 Excellent 12 40%
2 Very good 7 30%
3 Good 5 12%
4 Satisfactory 4 12%
5 Poor 2 7%
Total 30 100%
14. The consistent and equitable system of rewards for your better
performance.
40
35
30
25
20
15
10
5
0
ANALYSIS
From the above diagram we can say that 40 % the consistent and equitable system of
rewards for your better performance excellent and the 30% of employees to very good 12% of
employees consistent and equitable system of rewards for your better performance poor
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15. The present methods of the organization to identify the candidates for
training.
respondents
1 Excellent 6 20%
2 Very good 10 32%
3 Good 5 14%
4 Satisfactory 3 10%
5 Poor 6 24%
Total 30 100%
35
30
25
20
15
10
5
0
ANALYSIS
From the above diagram we can say that 20% the present methods of the organization to
identify the candidates for trining to excellent and 32% employees to very good identify the
candidates for trining the 24% employees poor.
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16. Your opinion about suitability of the duration of the training programs.
5 Poor 2 5%
Total 30 100%
16. Your opinion about suitability of the duration of the training programs.
50
45
40
35
30
25
20
15
10
5
0
ANALYSIS
From the above diagram we can say that 50% your opinion about suitability of the
duration of the training programs and the 23% of employees suitability duration of the training
very good 5% employees poor.
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FINDINGS
5. The interest towards the training program by the management is not that satisfactory
6. Maximum number of the employees in the sample size are unsatisfied with the sponsored
employees
8. The Training methods matched with the employees specification with the job requirements
and organizational needs
10. Training program has helped the employees to improve their performance
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SUGGESTIONS
1. In order to motivate the personnel every department should conduct periodical meetings.
3. Kusalava has to recruit specialized trainees for the personality development and motivating the
employees.
4. Infrastructure facilities should be improved for training sessions for more effectiveness.
5. There is no on the job training methods used in the organization.so the management should
realize the importance of on the job methods and should impart them.
6. The organization is not giving much importance to the external faculty for impart training.
10.The organization must link the appraisal and promotions towards training.
11. There is a need to make training more employees centric as this will make the employee feel
that the training program is useful to them and helps to improve their job performance.
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CONCLUSION
Kusalava international limited has a systematic training procedure. Training needs are
identified appropriately and appropriate training is provided by identifying the right faculty.
Immediate feedback from the training programme is obtained and analyzed and circulated
among heads of the departments.
Kil has finest investment in its human resources, it draws is personnel from many
disciplines. They are the building blocks on which company’s performance productivity is
based.
After the employee in kusalava international limited has been recruited, selected and
inducted he or she must next be developed to better fit the job on the organization. No one is a
perfect fit at the time of hiring. And some training and education must take place.kil is taking
more care on this part. they are conducting planned development prorammes will return values
to the organization in terms of increased productivity, heightened morale, reduced costs, and
greater stability and flexibility to adopt changing external environments.
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QUESTIONAIRE
The statement below described about training and development. Please respond how
each statement is true for you and your organization. This information is purely for my
academic purpose and will be kept confidential. The following options are given for your
convenience.
2. The quality of training received for your current position in the organization.
1 2 3 4 5
3. Your ability to implement the learned things at your work place after the Training.
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
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8. Increase in your productivity after attending training programs by you.
1 2 3 4 5
14. The consistent and equitable system of rewards for your better performance.
1 2 3 4 5
15. The present methods of the organization to identify the candidates for training.
1 2 3 4 5
16. Your opinion about suitability of the duration of the training programs.
1 2 3 4 5
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BIBLIOGRAPHY
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