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S.No. 1 2 Executive summary Theoretical Framework

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Page no. 7 9-22 23-24

-Introduction to Human Resource Management & Training -Review of Literature 3 Automobile Industry Profile Synergies Castings Ltd Profile 4 The Present Study/Methodology Need for the study Objectives of study Scope of study Research Methodology Limitations of the study 5 6 Analysis of Study Findings, Suggestions & Conclusions Bibliography Annexure

25-31 34-56

58 59 60 61 62 63-77 78-80

Executive Summary
The purpose of a training needs assessment is to identify performance requirements and the knowledge, skills, and abilities needed by an agency's workforce to achieve the requirements. An effective training needs assessment will help direct resources to areas of greatest demand. The assessment should address resources needed to fulfill organizational mission, improve productivity, and provide quality products and services. A needs assessment is the process of identifying the "gap" between performance required and current performance. When a difference exists, it explores the causes and reasons for the gap and methods for closing or eliminating the gap. A complete needs assessment also considers the consequences for ignoring the gaps.

Theoretical framework On Training

Human Resource Management Definition Human Resource Management has come to be recognized as an inherent part of management, which is concerned with the human resources of an organization. Its objective is the maintenance of better human relations in the organization by the development, application and evaluation of policies, procedures and programs relating to human resources to optimize their contribution towards the realization of organizational objectives. In other words, HRM is concerned with getting better results with the collaboration of people. It is an integral but distinctive part of management, concerned with people at work and their relationships within the enterprise. HRM helps in attaining maximum individual development, desirable working relationship between employees and employers, employees and employees, and effective modeling of human resources as contrasted with physical resources. It is the recruitment, selection, development, utilization, compensation and motivation of human resources by the organization.

Objectives of HRM To help the organization reach its goals. To ensure effective utilization and maximum development of human resources. To ensure respect for human beings, to identify and satisfy the needs of individuals. To ensure reconciliation of individual goals with those of the organization. To achieve and maintain high morale among employees. To provide the organization with well-trained and well-motivated employees. To increase to the fullest the employee's job satisfaction and self-actualization. To develop and maintain a quality of work life. To be ethically and socially responsive to the needs of society. To develop overall personality of each employee in its multidimensional aspect. To enhance employee's capabilities to perform the present job. To equip the employees with precision and clarity in transaction of business. To inculcate the sense of team spirit, team work and inter-team collaboration.

Functions of HRM In order to achieve the above objectives, Human Resource Management undertakes the following activities: 1. Human resource or manpower planning. 2. Recruitment, selection and placement of personnel. 3. Training and development of employees. 4. Appraisal of performance of employees. 5. Taking corrective steps such as transfer from one job to another. 6. Remuneration of employees. 7. Social security and welfare of employees. 8. Setting general and specific management policy for organizational relationship. 9. Collective bargaining, contract negotiation and grievance handling. 10. Staffing the organization. 11. Aiding in the self-development of employees at all levels. 12. Developing and maintaining motivation for workers by providing incentives. 13. Reviewing and auditing manpower management in the organization 14. Potential Appraisal, Feedback Counseling. 15. Role Analysis for job occupants. 16. Job Rotation. 17. Quality Circle, Organization development and Quality of Working Life.

Scope of HRM
Human resources are undoubtedly the key resources in an organization, the easiest and the most difficult to manage! The objectives of the HRM span right from the manpower needs assessment to management and retention of the same. To this effect Human resource management is responsible for effective designing and implementation of various policies, procedures and programs. It is all about developing and managing knowledge, skills, creativity, aptitude and talent and using them optimally. Human Resource Management is not just limited to manage and optimally exploit human intellect. It also focuses on managing physical and emotional capital of employees. Considering the intricacies involved, the scope of HRM is widening with every passing day.
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It covers but is not limited to HR planning, hiring (recruitment and selection), training and development, payroll management, rewards and recognitions, Industrial relations, grievance handling, legal procedures etc. In other words, we can say that its about developing and managing harmonious relationships at workplace and striking a balance between organizational goals and individual goals. The scope of HRM is extensive and far-reaching, however we can classify into following: HRM in Personnel Management: This is typically direct manpower management that involves manpower planning, hiring (recruitment and selection), training and development, induction and orientation, transfer, promotion, compensation, layoff and retrenchment, employee productivity. The overall objective here is to ascertain individual growth, development and effectiveness which indirectly contribute to organizational development. HRM in Employee Welfare: This particular aspect of HRM deals with working conditions and amenities at workplace. This includes a wide array of responsibilities and services such as safety services, health services, welfare funds, social security and medical services. It also covers appointment of safety officers, making the environment worth working, eliminating workplace hazards, support by top management, job safety, safeguarding machinery, cleanliness, proper ventilation and lighting, sanitation, medical care, sickness benefits, employment injury benefits, personal injury benefits, maternity benefits, unemployment benefits and family benefits. HRM in Industrial Relations: Since it is a highly sensitive area, it needs careful interactions with labour or employee unions, addressing their grievances and settling the disputes effectively in order to maintain peace and harmony in the organization. It is the art and science of understanding the employment (union-management) relations, joint consultation, disciplinary procedures, solving problems with mutual efforts, understanding human behaviour and maintaining work relations, collective bargaining and settlement of disputes. The main aim is to safeguarding the interest of employees by securing the highest level of understanding to the extent that does not leave a negative impact on organization. It is about establishing, growing and promoting industrial democracy to safeguard the interests of both employees and management.

Introduction to Training Training: strategic function of HR The HR functioning is changing with time and with this change, the relationship between the training function and other management activity is also changing. The training and development activities are now equally important with that of other HR functions. Gone are the days, when training was considered to be futile, waste of time, resources, and money. Now a day, training is an investment because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. If training is not considered as a priority or not seen as a vital part in the organization, then it is difficult to accept that such a company has effectively carried out HRM. Training actually provides the opportunity to raise the profile development activities in the organization.

To increase the commitment level of employees and growth in quality movement (concepts of HRM), senior management team is now increasing the role of training. Such concepts of HRM require careful planning as well as greater emphasis on employee development and long term education. Training is now the important tool of Human Resource Management to control the attrition rate because it helps in motivating employees, achieving their professional and personal goals, increasing the level of job satisfaction, etc. As a result training is given on a variety of skill development and covers a multitude of courses.

Training Training is an organized activity aimed at imparting information and/ or instructions to improve the recipient's performance or to help him or her attain a required level of knowledge or skill. According to Fllippo: the act of increasing the skills of an employee for doing a particular Job can be termed as training Training is an educational process. People can learn new information, re-learn and reinforce existing knowledge and skills, and most importantly have time to think and consider what
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new options can help them improve their effectiveness at work. Effective trainings convey relevant and useful information that inform participants and develop skills and behaviors that can be transferred back to the workplace. Training is a technique which properly focuses and direct towards the achievement of particular goals and objectives of the organization. Hence identification of training needs is first and probably the most important step towards the identification of training techniques. The process of identifying training needs is carefully thought out program that needs to be carried out with sensitivity because success of a training program may be crucial for the survival of the organization.

Objective of training Objectives of training must be determined to pave way for the assertion of proper techniques of training. Training is imparted to people in organization with certain defined objectives and goals. However it must be remembered that the goals and objectives of organization differ to a great extent. Hence the defined objectives of a training program should be assessed in the light of the goals of that organization. Training should be such that it fulfills not only organizations but individuals needs too. Importance of training Training is crucial for organizational development and success. It is fruitful to both employers and employees of an organization. An employee will become more efficient and productive if he is trained well. Training is given on four basic grounds: 1. New candidates who join an organization are given training. This training familiarizes them with the organizational mission, vision, rules and regulations and the working conditions. 2. The existing employees are trained to refresh and enhance their knowledge 3. If any updating and amendments take place in technology, training is given to cope up with those changes. For instance, purchasing new equipment, changes in technique of
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production, computer impartment. The employees are trained about use of new equipments and work methods. 4. When promotion and career growth becomes important. Training is given so that employees are prepared to share the responsibilities of the higher level job.

Benefits of training 1. Improves morale of employees- Training helps the employee to get job security and job satisfaction. The more satisfied the employee is and the greater is his morale, the more he will contribute to organizational success and the lesser will be employee absenteeism and turnover. 2. Less supervision- A well trained employee will be well acquainted with the job and will need less of supervision. Thus, there will be less wastage of time and efforts. 3. Fewer accidents- Errors are likely to occur if the employees lack knowledge and skills required for doing a particular job. The more trained an employee is, the less are the chances of committing accidents in job and the more proficient the employee becomes. 4. Chances of promotion- Employees acquire skills and efficiency during training. They become more eligible for promotion. They become an asset for the organization. 5. Increased productivity- Training improves efficiency and productivity of employees. Well trained employees show both quantity and quality performance. There is less wastage of time, money and resources if employees are properly trained.

Techniques of Training
There are many techniques of training which are broadly classified in two ways. 1. 2. On-the-job Off the- job

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On-the-job methods 1. 2. 3. 4. 5. Job instruction training Apprenticeship Coaching/understudy Mentoring Job rotation

Off-the-job methods 1. Vestibule training 2. Lectures and conferences 3. Syndicate 4. Brainstorming 5. Simulation training

Every organization/company may not adopt same training procedure or techniques. As the needs differ so does the requirement of a particular training program. A particular program which suits one may not be so for the other. It is extremely important to assess the result of any training program. The participant must be made aware of the goals and objectives of the training program and on completion of the training program, they should be asked about the impact of the concerned training program. Evaluation of any program is a difficult task and more so of a training program. The first step toward evaluation of a training program is to define the goals and objectives of the training program. These goals and objectives should be stated in such format so that they can be measured statistically. Also both the trainer and the trainees most be well acquainted with their role in the training program. Training program evaluation provides one with the result of how effective was the program, and also suggests the improvements need to be done and changes have to be brought in.

Training need analysis What is a training needs assessment? The first step in any training program is to determine whether training is needed and, if needed, to specify what that training should accomplish. Mitchell (1993) describes needs analysis as "an examination of the existing need for training within an organization". In other words, it identifies performance areas or programs within an organization where training should be applied. A needs analysis gathers information about present practices and compares these practices to the desired way of doing business. The difference between
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where you are now and where you want to be defines where a training program should concentrate its effort. This information also establishes a baseline against which training accomplishments can be measured. If you know where you started, it is easier to determine if your training has been effective. A needs analysis may identify more than one training need. These needs should be prioritized, and either placed into a formal training plan, or form a data base for future training. Training Need is utilized to identify what training workshops or activities should be provided to employees to improve their work productivity. Focus should be placed on needs as opposed to desires. For example, training dollars would be better spent on a new employee in the sales department who needs to learn Sales Skills for their job duties as opposed to learning Microsoft Publisher which the employees wants but does not need.

Training Need Categories One way to review office operations for potential training topics is to examine These operations in terms of five categories of training needs listed by Rae (1992): newcomers to an organization a change in work within an office improvement of a poor performer developmental requirements

Identification of training needs Before implementing a training program it is necessary to identify the need of training. Training needs differ from person to person in any organization/company and it is important to match their needs with the organization/companys needs.

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 Training is a specialized function; hence trainer must know exactly what is required from the training program in accordance to the identified tools framework techniques processes are identified in designing and implementing efficient effective timely and productive training program for those who require it. Training needs also determine the nature of training program. Formulation of training program includes those factors that are related to the evaluation of the program in terms of techniques and skills can be properly considered. Any training program must take into consideration three fundamental behavioral aspects: Organization, people, and environment as far as organization are concerned their survival rests on a certain minimum achievement of goals and objectives which are pre defined to customers owners. Employees. Etc. all these factors are continuously interacting with the organization whose objectives and goals have been formulated so to benefit the members of the organization intermittently.

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Training need arises at three levels.

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1. Organizational Level Training need analysis at organizational level focuses on strategic planning, business need, and goals. It starts with the assessment of internal environment of the organization such as, procedures, structures, policies, strengths, and weaknesses and external environmnt such as opportunities and threats. After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while strengths can further be strengthened with continued training. Threats can be reduced by identifying the areas where training is required. And, opportunities can be exploited by balancing it against cost. For this approach to be successful, the HR department of the company requires to be involved in strategic planning. In this planning, HR develops strategies to be sure that the employees in the organization have the required Knowledge, Skills, and Attributes (KSAs) based on the future KSAs requirements at each level.

2. Individual Level Training need analysis at individual level focuses on each and every individual in the organization. At this level, the organization checks whether an employee is performing at desired level or the performance is below expectation. If the difference between the expected performance and actual performance comes out to be positive, then certainly there is a need for training. However, individual competence can also be linked to individual need. The methods that are used to analyze the individual need are:

Appraisal and performance review Peer appraisal Competency assessments Subordinate appraisal Client feedback Customer feedback Self-assessment or self-appraisal

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3. Operational Level Training Need analysis at operational level focuses on the work that is being assigned to the employees. The job analyst gathers the information on whether the job is clearly understood by an employee or not. He gathers this information through technical interview, observation, psychological test; questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep changing over the time. Employees need to prepare for these changes. The job analyst also gathers information on the tasks needs to be done plus the tasks that will be required in the future. Based on the information collected, training Need analysis (TNA) is done.

Factors Influencing Training Needs

Organizations are complex and dynamic in nature and their effectiveness depends on number of factors. Complexity of organization is again a multifaceted implication of various factors being determined by various environmental factors. Hence the nature of complexity of a given organization needs to be evaluated before determining its training needs. Some of the factors that increase complexity are being discussed keeping in view that all are not determinants of complexity for all organization. Technology in the computer age is being upgraded frequently and hence is the most important factors in increasing the complexity of an organization, structurally as well as behaviorally. Another important factor that needs to be taken into consideration is concerned with social changes that are taking place in the new social environment. The other factor that has influenced training needs is related the new role that the government are being asked to play. The governments are being asked to play sensitive role of controlling the business ethical activities on one hand and safeguarding the interests of consumer on the other. In the era of privatization and globalization. Also the factor that has influenced the training needs is the emerging competitive market Conditions.

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Why is training need analysis important?

Training needs assessment that gives you a consensus of what skills is Important to Job

Performance. Not just from the perspective of the job incumbents, but their managers as well. It will tell you what skills are important at different levels and functional groups in the organization.

Training needs assessment that gives you a consensus of which of those critical skills are

in Need of Training. Some think this is the same as what's important. There is, and should be, significant overlap between what is important and what is in need of training. But in some cases, especially in organizations that train well and often, people have already received extensive training in the most important skills. In other situations, people want training in skills that aren't critical to strategy, but which are recognized or rewarded in their organization.

A needs assessment that gives you a consensus of what skills are actually aligned with

strategy in the way the organization Rewards. Without alignment of rewards and incentives, your training may succeed, but the skills will not be supported by the workplace when the training is over. The answers to this question help you determine when to train, and when to wait until organizational reward and support systems are in place for the new skills.

An assessment that tells you whether people are answering honestly or "fudging". The

Scaled Comparison cannot be unobtrusively manipulated, so decision makers are alerted to results that look plausible but can't be trusted. The Scaled Comparison can distinguish between manipulation and simple confusion about what the questions or skills mean.

A training tool that is a completely custom product. It will ask the questions you want to

ask, about the skills you want to study, using language your people will recognize as unique to your organization or industry.

An assessment that gives you readable, "no statistics necessary" reports. The reports that give decision makers understandable views of the results, with no jargon

or numerical mumbo-jumbo.

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Review of literature
The Importance of Training The significance and value of training has long been recognized. Consider the popular and often repeated quotation, Give a person a fish and you feed him for a day. Teach a person to fish and you feed him for a lifetime. This simple but profound saying is attributed to the wisdom of Confusius who lived in the 5 th century BC. Given todays business climate and the exponential growth in technology with its effect on the economy and society at large, the need for training is more pronounced than ever. Training, in the most simplistic definition, is an activity that changes peoples behavior. Increased productivity is often said to be the most important reason for training. But it is only one of the benefits. Training is essential not only to increase productivity but also to motivate and inspire workers by letting them know how important their jobs are and giving them all the information they need to perform those jobs (Anonymous, 1998). McNamara (n.d.) lists the following as general benefits from employee training:

increased job satisfaction and morale increased motivation increased efficiencies in processes, resulting in financial gain increased capacity to adopt new technologies and methods increased innovation in strategies and products reduced employee turnover

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This is only a partial listing of the many benefits that result from training. Training that is appropriate to the needs of an organization can add great value. So, why would an organization not welcome and seek out the value-added benefits resulting from training? Training is not always the answer to performance problems. Brandt Sakakeeny, training industry analyst for Solomon Smith Barney believes that training can be a great investment and training can be a waste of money (Rosner, 1999). Training is indeed a waste of money when the desired behavior does not occur. Gupta acknowledges that not all performance problems can be addressed by training. In many cases, non-training interventions are necessary (Gupta 1999). The keyis to identify what problems can be attributed to training deficiencies and, once that is accomplished, to insure that the right training is implemented. Bartram and Gibson, intheir Training Needs Analysis Toolkit agree. Without the right training, employees can be your [the organizations] biggest liability. Trained effectively, however, they can become your biggest asset (Bartram and Gibson, 2000). Rosner (1999) adds another ingredient for success support after training. He states, The most effective programs train workers in new behaviors and then train managers to support employees as they apply learning daily (Rosner, 1999, p.43). Support and endorsement from management can greatly enhance training results. One can conclude that training is not always the answer, and when it is the answer, it has to be the right training.

Automobile Industry profile

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The automotive industry designs, develops, manufactures, markets, and sells motor vehicles, and is one of the Earth's most important economic sectors by revenue. The term automotive industry usually does not include industries dedicated to automobiles after delivery to the customer, such as repair shops and motor fuel filling stations. Todays vehicles are graded on stricter and more precise parameters than ever before from weight to safety to durability and anywhere and everywhere in between. New materials have brought out new techniques for construction and vehicle design. The introduction of plastics has advanced the technology used for making newer vehicles. New plastics technologies allow manufactures to answer to the call for advancements. Plastics can be used in various technologies on vehicles for structural safety to visual appearance. These new plastic innovations allow new technologies to be used in vehicles for safety to comfort purposes. Plastics also allow for cost effective changes to be made to newer vehicle while still maintaining high safety and comfort requirements of the industry. These advancements in plastic material usage in modern vehicles are the footholds for the future of the automotive industry. Alloy wheels are automobile (car, motorcycle and truck) wheels which are made from an alloy of aluminum or magnesium. They are typically lighter for the same strength and provide better heat conduction and improved cosmetic appearance than "normal" wheels. The earliest light alloy wheels made were made of magnesium alloys. Although they lost favor for common vehicles they remained popular through the 1960s albeit in very limited numbers. In the mid to late 1960s aluminum casting refinement finally started to allow manufacture of wheels that were safe. Until this time most aluminum wheels suffered from low ductility, usually ranging from 2-3% elongation. This meant these earlier aluminum alloy wheels were quite brittle, and as light alloy wheels at the time that were often made of magnesium and referred to as "mags" these early wheel failures were later attributed to magnesium's low ductility, when in many instances these wheels were poorly cast aluminum alloy wheels. Once these aluminum casting improvements were more widely adopted, the aluminum wheel took its rightful place as low cost high performance wheels for motorsports. Lighter wheels can improve handling by reducing un sprung mass, allowing suspension to follow the terrain more closely and thus improve grip, however not all alloy wheels are lighter than their steel equivalents. Reduction in overall vehicle mass can also help to reduce fuel consumption.
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Better heat conduction can help dissipate heat from the brakes, which improves braking performance in more demanding driving conditions and reduces the chance of brake failure due to overheating.

An aluminum alloy wheel designed to recall the crossed spokes of a wire wheel

Alloy wheels are also purchased for cosmetic purposes although the alloys used are not corrosion-resistant. Alloys allow the use of attractive bare-metal finishes, but these require to be sealed with paint or wheel covers. Even if so protected the wheels in use will eventually start to corrode after 3 to 5 years but refurbishment is now widely available at a cost. The manufacturing processes also allow intricate, bold designs. In contrast, steel wheels are usually pressed from sheet metal, and then welded together (often leaving unsightly bumps) and must be painted to avoid corrosion and/or hidden with wheel covers / hub caps. Alloy wheels are prone to galvanic corrosion, which can cause the tires to leak air if appropriate preventive measures are not taken. Also, alloy wheels are more difficult to repair than steel wheels when bent, but their higher price usually makes repairs cheaper than replacement.

Chrysler alloy wheel

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Alloy wheels are more expensive to produce than standard steel wheels, and thus are often not included as standard equipment, instead being marketed as optional add-ons or as part of a more expensive trim package. However, alloy wheels have become considerably more common since 2000, now being offered on economy and subcompact cars, compared to a decade earlier where alloy wheels were often not factory options on inexpensive vehicles. Alloy wheels have long been included as standard equipment on higher-priced luxury or sports cars, with larger-sized or "exclusive" alloy wheels being options. The high cost of alloy wheels makes them attractive to thieves; to counter this, automakers and dealers often use locking wheel nuts which require a special key to remove. Most alloy wheels are manufactured using casting, but some are forged. Forged wheels are usually lighter, stronger, but much more expensive than cast wheels.

Aftermarket wheels A sizeable selection of alloy wheels (sometimes called "mags"see below) are available to automobile owners who want lighter, more visually appealing, rarer, and/or larger wheels on their cars. Many people may think that large wheels automatically result in increased performance, handling and suspension, yet Car and Driver performed a test of different sized wheels from 15" to 19" all outfitted with the same make and model of tires and showed that both 0-60 times and fuel economy were reduced with larger wheels. They also noted that ride comfort and noise were negatively affected by the larger wheels. The larger aftermarket wheels and the corresponding tires have considerably higher cost and weight, for little

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benefit in return. The allure of larger wheels is that they signify luxury, sportiness, or wealth. These wheels have become a part of pop culture (as with "dubs").

Aftermarket brands Most aftermarket wheels are cast, while only a few above are forged, such as Donz, Vellano and Weld. Many companies have been formed over the years (some recently) due to the increasing demand from street racing enthusiasts and the rising demand for larger diameter wheels. MHT wheel markets a brand under the name DUB that offers a Spinner wheel, the center of the wheel continues spinning after the vehicle comes to a stop, and the Floater, the center of the wheel stays stationary during movement giving the look that the vehicle isn't moving.

Cast aftermarket wheels have also been oversaturated due to the vast influx of inexpensive chrome wheels from China. India, through Synergies Castings Ltd. and other companies, of late have also emerged as a major supplier of alloy/chrome wheels. They manufacture products to global scale due to primarily cheap but highly skilled and qualified labour. American Racing, which owns Motegi Racing and Weld Racing among other brands such as TIS, TIS Modular, is the oldest aftermarket wheel company dating back to 1956. The oldest British company is Wolfrace who was the first company to offer a polished alloy wheel in Europe and to achieve TUV approval. Wolfrace also provided the wheels for thrust SSC and the UK's land speed record bid. A recent trend in the industry includes joint venture partnerships being formed between offshore manufacturers and local importers/distributors such as PDW Wheels which started in Australia in 2006, amongst a few others. Most wheel brands are ultimately sold through dealers such as RhinoTuning.

Some "aftermarket" are/were also available as original equipment manufacturer (OEM) fitments, with BBS being a notable original equipment supplier to Volkswagen.

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Some manufacturers also share patterns and castings, with an example (motorcycle) being the licencing of Marchesini 5-spoke design to Brembo, for the production of alloy (nonmagnesium) wheels for Ducati road bikes.

Magnesium alloy wheels

Magnesium alloy wheel on a Porsche Carrera GT Magnesium wheels were the first die-cast wheels produced, and were often referred to as simply "mag wheels." However, true magnesium wheels are no longer produced, being found only on classic cars. Magnesium suffered from many problems. It was very susceptible to pitting and corrosion, and would start to break down in just a few months. Cracking was a common problem, and the wheels were very flammable. Magnesium is used for flares and early flash lamps. Magnesium in bulk is hard to ignite but, once lit, is very hard to extinguish, being able to burn under water or in carbon dioxide, which are common extinguishing materials. Tires that caught fire could soon ignite the magnesium, creating difficulties for fire responders. Magnesium wheels required constant maintenance to keep polished. Alloys of magnesium were later developed to help alleviate some of the problems. Magnesium wheels were originally used for racing, but their popularity during the 1960s lead to the development of other die-cast wheels, particularly of aluminum alloys. The term "mag wheels" became synonymous with die-cast wheels made from any material, from aluminum alloy wheels to plastic and composite wheels used on items like bicycles, wheelchairs, and skateboards.

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Magnesium alloy wheels are sometimes used on racing cars, in place of heavier steel or aluminum wheels, for better performance.

Production methods Forging Forging can be done by a one or multi-step process forging from various magnesium alloys, most commonly AZ80, ZK60 (MA14 in Russia). Wheels produced by this method are usually of higher toughness and ductility than aluminum wheels, although the costs are much higher.

High pressure die casting (HPDC) This process uses a die arranged in a large machine that has high closing force to clamp the die closed. The molten magnesium is poured into a filler tube called a shot sleeve. A piston pushes the metal into the die with high speed and pressure, the magnesium solidifies and the die is opened and the wheel is released. Wheels produced by this method can offer reductions in price and improvements in corrosion resistance but they are less ductile and of lower strength due to the nature of HPDC.

Low pressure casting (LPDC) This process usually employs a steel die, it is arranged above the crucible filled with molten magnesium. Most commonly the crucible is sealed against the die and pressurized air/cover gas mix is used to force the molten metal up a straw like filler tube into the die. When processed using best practice methods LPDC wheels can offer improvements in ductility over HPDC magnesium wheels and any cast aluminum wheels, they remain less ductile than forged magnesium.

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Gravity casting (permanent mold and sand casting) Gravity cast magnesium wheels have been in production since the early 1920s. This method offers wheels with good ductility, and relative properties above what can be made with aluminum casting. Tooling costs for gravity cast wheels are among the cheapest of any process. This has allowed small batch production, flexibility in design and short development time.

Novel methods for wheel production Raffles process

This is a process invented by a prominent South African metallurgist named Noel Raffle. The process consists of a means of casting aluminum or magnesium without the need for holding molten metal. This reduces operating costs significantly and most important retains the highest mechanical properties and structural integrity of any casting system. The process has yet to find commercial support, yet samples tested show properties to be comparable to those resulting from forging similar alloys. It being such a fundamental shift in technology has meant industry is slower to adapt.

T-Mag process
This is a process developed by a group of companies and CSIRO in Australia. The process is a refinement of a tilt casting machine and offers much of the benefit of LPDC, without the risk of pressurized molten metal. Properties appear to be midway between gravity cast and Raffles casting wherein the ductility remains but the strengths are defined by limits of normal micro-structure resulting from standard solidification. The mass of a typical magnesium automotive wheel is about 59 kg (depending on size). Magnesium wheels are flammable and have been banned in some forms of motorsport in the UK following fires which are very difficult to extinguish. Mag wheels have been known to catch fire in competition use after a punctured tyre has allowed prolonged scraping of the wheel on the road surface. Some variants of magnesium alloy wheels may have low corrosion resistance. They have the disadvantages of being expensive and not practical for most road vehicles. Aluminum wheels are often mistakenly called "mag wheels".

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Synergies Castings Ltd Company Profile

INTRODUCTION Innovative in design, uncompromising in quality, and a firm commitment to on-time delivery, SYNERGIES embodies the zeitgeist of the automotive industry. SYNERGIES is Indias FIRST global scale, 100% Export Oriented world-class Aluminum Alloy Wheel manufacturing Company established in Visakhapatnam, India. Harnessing the power of cutting edge Low Pressure Die Casting (LPDC) and customized Copper-NickelChrome electroplating technology, we manufacture and finish Aluminum alloy wheels and other Aluminum cast components. They are amongst the few companies in the world that can manufacture and chrome plate large wheels up to 24 to OEM standards. Our network of design, engineering, sourcing, warehousing, logistics and sales and service offices spanning three continents enables us to deliver the benefits of global sourcing and next-door service to our customers.

VISION We will emerge as a socially responsible and significant global player from India, Successfully competing in the international automobile component market.

Mission We will leverage our state-of-the-art technology, world-class manufacturing facilities, contemporary manufacturing and management systems, and our talented, innovative and committed workforce to manufacture and deliver world-class automotive components at globally competitive prices. By doing so effectively, we will make a positive difference to all our stakeholders- our customers, employees, investors and the community we live in.

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Values Quality Innovation Accountability Integrity Profit Collaboration

Quality Objectives
PEOPLE

Enhancing the talent of our Team Members by providing training for at least six man-

days per person every year. DELIVERY

Enhance the system capability to meet the specific delivery requirements of our

customers. QUALITY

Reducing the overall plant rejection by 2% every year. Responding to customer complaints within 24 hours and resolving the problem within a

maximum of 6 working days, and implementing systems to ensure its non-recurrence. SUPPLIER PARTNERS

Assisting and enabling our supplier partners to upgrade their Quality Management Systems, to reduce the rejects, improve yields, thereby improving

productivity and reducing costs.

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About synergies Synergies Castings Limited engages in the manufacture of alloy wheels and other precision aluminum castings. It manufactures and chromes alloy wheels for cars, trucks, and sports utility vehicles. The company also produces specialized precision aluminum castings. It manufactures and finishes alloy wheels and other aluminum cast components through its low pressure die casting (LPDC) and customized copper-nickel-chrome electroplating technology. Located in Visakhapatnam, India, one of Asias fastest growing cities, the synergies plant has a total wheel capacity of 5,20,000 of varying sizes, designs and paint finishes to suit any car and chrome plating capacity of 2,40,000 wheels. It has about 200 contemporary designs. The plant extends over a space of 69,271 sq. meters and has a built up area of 20,958 sq. meters. A TS 16949, ISO 14001, Ford Q1, JWL B1, TUV certified company. The company also offers solutions for pressure die cast components, LPDC components of all types of aluminum cast alloys, plastics, and assemblies. In addition, it provides various engineering services to automotive and engineering companies as concept design, engineering analysis, tooling, prototyping, product manufacturing, testing, and supply. The company exports its products to various automobile manufacturers worldwide. Innovative in design, uncompromising in quality, and a firm commitment to on-time delivery, SYNERGIES embodies the zeitgeist of the automotive industry. SYNERGIES is India s FIRST global scale, 100% Export Oriented world-class Aluminum Alloy Wheel manufacturing Company established in Visakhapatnam, India. Harnessing the power of cutting edge Low Pressure Die Casting (LPDC) and customized Copper-NickelChrome electroplating technology, we manufacture and finish Aluminum alloy wheels and other Aluminum cast components. We are amongst the few companies in the world that can manufacture and chrome plate large wheels up to 24 to OEM standards. Based on the market feed back, the company learned to produce bigger size wheels (16-22) with alternative finishes. With the market moving rapidly to chrome plated wheels, Synergies commenced setting up chrome plant in November 1999, which was commissioned

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on schedule and within budget in September 2000. Synergies imported their technology from Korea. They have the capacity of producing 5,20,000 aluminum wheels per year and 2,40,000 chrome plating wheels per year. Their network of design, engineering, sourcing, ware housing, logistics, sales and service offers spanning three enables them to deliver the benefits of global sourcing and next-door service to our customers. The company is promoted by people with vase experience in the automotive market of America, Japan, Korea and India. Synergies Castings Limited is committed to leveraging the best of International technology, manufacturing methods, management practices, and Indian resources, skills and innovation to manufacture and deliver world-class automotive components at globally competitive prices as an OEM supplier, contract manufacturer or after market supplier to meet the needs of the emerging Indian market. With the increasing competition from several MNCs entering the market, a manufacturer can gain a distinctive competitive advantage by using Synergies Alloy Wheels the simplest way of refreshing their car models every year. Moreover, with regulatory pressure on car MNCs to increase export of auto components in return for lower import duty on CKD/SKD kits, Synergies alloy wheels offer the ideal product. Synergies alloy wheels are manufactured using state-off-the-art low pressure die casting technology. Created and designed on advanced CAD/CAE systems, Synergies commitment to manufacturing excellence begins with the raw material and never stops. Synergies wheels are 100% X-rayed, leak tested and undergo a series of mechanical and chemical tests to ensure that only the highest quality product reaches to the customer. All this carried out in a progressive environment by skilled and committed individuals translates into superior value and delight for the customer. Synergies were well on its way to realizing the dream of being a significant global player form India, competing successfully in the international automobile components market. The automotive industry worldwide is experiencing a level of change unprecedented in the history of manufacturing. Customer demands for improved performance, style, value and service are forcing auto markets to innovate, refresh falser and seek new ways of reducing
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costs.

Stringent environmental regulations are compelling auto markets to invest in

technologies, processes and materials that will significantly reduce the burden on the environment. Managing this new paradigm is a challenge faced by todays competent manufactures. There is a need to focus on core competencies and deliver quality products in timely and cost effective manner. A challenge that is complex, but one that Synergies is confident of meeting. Confidence based on its vast experience in the global automotive markets of America, Japan, and India. Confidence based on successfully delivering on its commitment to the global after markets and OEM customers. Confidence based on its capacity to foresee and meet the changing ideas of the customers. As step towards this goal, it has embarked on pioneering ventures to produce international quality aluminum ally wheels in India. A venture that is built on its proven know-how and expertise, its world-class facilities and most importantly its people who want to make difference.

Nature of Business; Major Markets;

Manufacturer, Service Provider Indian Subcontinent, East Europe, Central America, North Europe, South America, South/West Europe and North America

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INNOVATION Creation of new designs/models every year. Enhancing the number of Quality Circles to reduce costs, improve productivity. Incorporating the Mistake Proofing Methods. Various R&D initiatives/methods improvement/methods studies. Experimentation with new technologies, processes and procedures.

ENVIRONMENT Achieving 1 million safe man hours in a year. Environmentally friendly processes. Proactively developing awareness of environmental care Environmental Policy

They deliver the benefits of global sourcing and local service to our customers. SYNERGIES is Indias first scale, 100% export oriented world class Aluminum Alloy Wheel manufacturing company established in Visakhapatnam, India. Power of cutting edge Low Pressure Die Casting (LPDC) and customized Copper Nickel Chrome electroplating technology, we manufacture and finish Aluminum Alloy Wheels and other Aluminum cast components.

Synergies have two manufacturing units; first plant that was established is alloy wheel plant with the investment of 106 Cr. The second plant is chrome plated wheels which was

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started with the investment of 60 Cr. The commercial production of the company began in January 1999. The company set up wholly-owned subsidiaries in USA and Europe to coordinate the marketing efforts in these markets.

LPDC process

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OEM Customers
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Synergies Castings Ltd. is the sole supplier in India to many leading OEMs like FORD, GM, Chrysler, TOYOTA, TATA, ICML, FIAT, MAHINDRA. To service this segment, Synergies has developed full service competencies to undertake the entire process from design to prototype to manufacturing to global standards in the shortest possible time. And when these OEMs require the services elsewhere in the world, the network of Global resources is there to deliver. Recently, Synergies blazed a trial by becoming the FIRST INDIAN exporter to FORD of Europe. It is also the FIRST and ONLY supplier certified as a Full Service Supplier by FORD. As a result of its world class quality, service and delivery model, Synergies has won the mandate to supply wheels to the popular Ford MONDEO. This 4 year, $12 million contract, will opened up opportunities with several more global customers in the near future. Synergies is amongst the few companies in the world who have the competencies and facilities to manufacture the increasingly popular Chrome finished wheels to OEM standards. Having commenced chrome supplies to General Motors, it is expected that this would be a growing trend in the years to come.

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Alloy Wheels Synergies is constantly evolving to meet customers' varying requirements. From base alloy wheels to polished and chrome plated wheels, we are an integrated supplier who can deliver all finishes and associated accessories. Our innovative design and engineering team develops and launches more than 10 - 15 new designs every year for a wide range of vehicles, from cars to jeeps and light trucks to SUVs. They manufacture wheels of various diameters 12 to 24, widths, offsets, designs and finishes to suit all vehicles. They are amongst the selected few who can manufacture special OEM grade chrome wheels up to 24. Building on their current manufacturing skills and engineering strengths, they have recently forayed into precision castings for other automotive and engineering companies. They offer high-end chrome plating on aluminum and plastics. They also provide engineering services such as design, engineering analysis, development, prototyping and testing, precision castings for other automotive and engineering companies. Chrome plating on aluminum and plastics. Thanks to more sophisticate and environmentally conscious customer, the use of alloy wheels has become increasingly relevant. With this increased demand came new developments in design, technology and manufacturing processes to produce with a wide variety of designs.

Die-Cast Components SYNERGY is one of India's premier non-ferrous component Company, manufacturing world-class aluminum castings, Plastic components and alloy wheels. An ISO 9002, QS 9000, ISO 14001, JWL, VIA, TUV certified Company, SYNERGIES offers solutions for Pressure Die Cast components, LPDC components of all types of aluminum cast alloys, plastics (ABS, PC+ABS, PVC, NYLON and PMMA) and assemblies.

SYNERGIES manufacturing infrastructure includes state-of-the-art capacity of more than 6000 tons/annum of aluminum casting, T6 heat treatment, shot blasting, CNC machining,
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plastics injection molding systems, electrostatic paint systems (for non-ferrous and plastic components), and a completely automated, MMI controlled electroplating (non-ferrous and plastic components) facility- all in-house to ensure comprehensive concept to-delivery solutions.

TECHNOLOGY: They develop state-of-the-art technology in our manufacturing process and constantly strive to attain new levels of excellence. They us Low Pressure Die Casting (LPDC) technology for casting, and custom Copper-Nickel-Chrome electroplating 17 technology for Chrome finishing the alloy wheels. SYNERGIES wheels are 100% X-rayed, leak tested and undergo a series of technical and chemical tests to ensure that only the highest quality product reaches to the customers.

BENEFITS OF ALLUMINUM ALLOY WHEELS: Aluminum alloy wheels are made with state of art low pressure die casting technology for which they hold the following benefits:

Reduced unsprung weight: This is one of the most critical factors affecting a vehicles road holding capacity. Unsprung weight is that portion of vehicle that is not supported by the suspension, i.e. wheels tyres and brakes, and therefore the most susceptible to road shocks and cornering forces. By reducing unsprung weight, alloy wheels provide better ride and braking, precise steering and improved turning in characteristic. Improved acceleration: By reducing the weight of vehicles rational mass, alloy wheels provide more responsive acceleration and braking, and increases fuel efficiency. Add rigidity:

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The strength of a quality alloy wheel can significantly reduce wheel tyre reflection in cornering. This is particularly tire where lateral forces may approach 1.0g. Increased brake coding: The metals in alloy wheels are excellent, dissipation from the brakes. This reduce the risk of fade under demanding conditions whereby improve braking efficiency, brake life and tyre life. Conductors of heat improving heat

Engineering Design Services

Synergies doesn't just manufacture products, it delivers complete product solutions.

They customize and optimize designs for strength, aesthetics and road conditions as per the customers' needs. This effort is spearheaded by our specialized DEA team that comprises sketchers, draftsmen, designers and engineers located worldwide. The team develops concepts in tandem with the vehicle's positioning in the market. These concepts are developed into full-scale designs, which are further engineered and optimized to meet customer-specific technical requirements. Synergies has more than 120 designs in its collection and 10 - 15 new designs are added annually. Their engineering services division provides end-to-end solutions that cater to the automotive and engineering industries. Their product design services include concept design, engineering analysis, tooling, prototyping, product manufacturing, testing and supply. We understand the entire APQP process and deploy cutting edge concepts such as DFMEA, DFM, PPAP, FEA and VE to ensure stability and reliability in our development processes, as well as ensuring an optimal design for manufacturability.

Personnel department 1. Time office: it deals with movement of employees in the company, from joiningretiring/leaving. The functions of time office include maintaining attendance of individual employees, for this they use biometric system. Employee in and out movement is recorded through that which provides the basis to decide employees salary, leaves, incentives and benefits. Employees are divided in three cadres NE,SS and Executives. Based on the cadre and prescribed norms the essentials are given to them.
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2. HR initiatives: there are about 12oo regular employees and including contract labour the figure comes out to be 1500. In order to motivate employees and provide them which suits their needs HR initiatives has been brought into existence. It includes various schemes for different occasions. Whether motivating them at personal or professional level these schemes are formed keeping in mind both the requirements. Few of the schemes are Annul attendance awards, Vivaha bandham Scheme, Night shift allowance, Annual Jeevan Jyothi Award, Family entertainment program, loyalty bonus etc. all these schemes focus on various issues and help motivate employees and encourage them to give their best to the company. Committees are formed for development of employees they are Abhishek Sanketa, Chakravahan, Seva, and Spandana.

HR INITIATIVES provided by the organization in details VIVAHABANDAM:

A gift will be given to the employee who gets married while working with the organization. JEEVANA JYOTHI AWARD:

In this every level of employees are given some casual leaves. If the employee leaves half of his leaves to the company he is awarded cash prize. CHIRANJEEVI JANMODAYA PADAKAM:

If a baby is born to employee after joining the organization he/she is given a silver spoon. This scheme is also known as silver spoon scheme. DELIVARY REIMBURSEMENT:

Under this scheme employee will be reimbursed only for FIRST birth of child after joining the company. NIGHT SHIFT ALLOWANCE:

Employees who are employed in night shifts will be given cash benefits. 47

ATTENDANCE LINKED INCENTIVES:

This is given to the employees basing on their attendance. And is given only for

Non-Executive Cadre Staff and Supervisor Cadre -

Grade2-Grade5. S3-S4.

PERFORMANCE LINKED INCENTIVE PL AN:

This plan is also known as SADHANA. This is eligible only for Non Executive cadre and contract employees. This is given basing on the performance of the employees. This is maintained by planning department. FAMILY ENTERTAINMENT PROGRAMMES:

This is for all employees in company. Company conduct internal programs for both kids and elders like games, and both indoor &outdoor games. This is being conducted since 2008. HIGHEST ATTENDANCE AWARD:

This is given to one employee of each cadre who has the highest attendance in that year and for this, calendar year is taken into consideration and the employee is awarded with cash prize. For every Cadre there is leave limitation to be eligible for this Award.

QUARTERLY ATTENDANCE AWARD: This is given on every quarter of the year and is also known as Best Turnout Employee Award. SEVA: These medical camps are

Company is allotting some of its profits for the welfare activities. are bared by the company at this camp. SAMPADA:

conducted for the welfare of employees and also visitors are allowed in this medical camp. All costs

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This scheme is introduced for cost saving. Minimizing the wastage of resources is the main aim of this scheme. In this recycling of resources is also part of it. SPANDANA:

In this employee can write their personal and professional issues which will be answered by CTO within72 hours. This can also be called as Grievance handling. For the convenience of the employees a box is placed at the work place to drop there complaints. This helps for the smooth and good work atmosphere between employees and also management. HELP CELL:

Management encourages employees to use Help Cell, a grievance redressal mechanism, if they are unhappy about any work place issue, so that the company is alerted the problem early. In this employees can write the professional issues. FREE COUPONS:

Employees are given a free tea coupon for tea and to be eligible for this Scheme they have to fulfill the condition. EXTRA COUPONS:

If the employee works for extra 8 hours continuous to the normal working hours he is given one tea and meal coupon extra. If the employee works in break shift on less than 8 hours he is uneligible for these coupons. In summer Buttermilk coupons are given. HOUSEKEEPING DRIVE:

In a month or every quarter some particular period is declared as housekeeping drive. In this period all the repair works and paintings works done. After this period a three judges are elected and goes through all departments and judges the best housekeeping area and cash prize given. This drive helps the employees to increase there cleanliness at work place and also increases self cleanliness which helps the organization for growth and healthy atmosphere. LOYALTY BONUS:

Employees are given this bonus depending on their performance. Every Cadre employees are eligible for this bonus. In this, Company deposits some money on the name of employee. If the employee works with the company for 3 years he is given the total cash and for the convenience of the employees company offered that the employee can use some of the money at the end of each year, if 49

the employee fails to work for continuous 3 years he has to return back money which he used previously. CHAKRAVAHINI:

This is the internal magazine released once in a month. It consists of growth of the company, advices and views of the employees. It is one of the mean of the communication to pass the information in the company. It also shows the vision and mission of the company and the activities conducted by the company in the particular month. This monthly In-house magazine provides an opportunity to all the employees to share their valuable knowledge and also effective communication channel.

3. Payroll/MIS: synergies follow a strict discipline regarding attendance. An employees performance evaluations one of the important criteria is his punctuality and discipline in his work, salary deductions and increments are done basing on that. It keeps record of Increments, promotions, regularization, salary on joining and enclosures.

4. Performance Appraisal: This is a process of review of employees performance and providing them with benefits and rewards for those who match the standards and encourage whose performance is not up to the mark. It follows two methods PART for probationary trainees and PARS its a reward system which rates employees based on their performance.

5. Security: To protect companys men and material, also prevent from theft. Its function is to check in and out movement of employees, material and returnable material.

6. IR: industrial relations one of the crucial function of the personnel department. It follows all the laws prescribed by the government applicable to the company. Managing dispute and grievance by providing employees with all the welfare measures they require.

7. Administration: it serves all the needs of employees especially top executives, follows the policies its function include providing facilities, maintenance, payments etc.
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8. Motivators: Motivators provided in the company are usually in the form of Appreciation, Voluntary participation points, Incentives as free lunch and tea/buttermilk coupons.

Training at SYNERGIES
Training policy Synergies concentrate on continuous enhancement of knowledge and skills of employees. They believe participation of employees in job related programs, and maximum job performance. Participants include individual employees, supervisors/Managers, and company. Synergies emphasizes on well trained, skilled and efficient workforce. For this they implement training programs which help employees develop their skills and also help in matching the set standards of the job i.e individuals accomplishments are synchronized with companys objective and bring in the harmony required in the company atmosphere, by allowing people achieve uncommon goals. Every employee at synergies should have minimum six days of training yearly.

Objective Training program main objective is to increase employee productivity and efficiency. Increase employee morale and develop effective work culture and methods. Providing an opportunity for employees to update themselves with technology and increase their competencies. Scope
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It includes all the employees at synergies. Training differs according to the cadre viz NE, SS, Executive. Types of training 1. On-job-training: On-the-job training (OJT) is a type of skill development where a worker learns how to do the work through hands-on experience. This is in contrast to skill formation that is purely cognitive or perceptual. OJT generally gives the trainee the opportunity to work in the same place and with the same equipment that will be used regularly which can make it an efficient approach to learning new things. It can also be a useful tool to helping unemployed people develop new job skills. 2. External training: selected employees are sent for external training to an external

agency/organization which is deemed for external training. This is an expensive method as the results can be uncertain. Employees receiving this training after completion of program are expected to impart the learned skills well and also able to guide the fellow employees or teach them his learned skills. 3. In-house-training: in-house work or activities are done by employees of an organization or company, within the company premises.

Training Need analysis Need analysis is done on yearly basis, beginning of every financial year. Head of the department analyses the need and assisted to Personnel and administration department. This format is then forwarded to all the departments. The list of required competencies is given to HODs which is to be returned as per the specified date. Yearly schedule is prepared of training programs for employees, which includes schedule for ever month. Hence suggestion or any other requirement can be given five days before the starting of the month.

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Methodology of Study

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Need for study

This study helps to understand present conditions of training programs conducted in the company and how effective the programs are. Employees expectations are known and understood well, it also provides the result of employees willingness towards training programs.

Company and all individual differ in their ability to translate their creative talent into results, organization also differ in their ability to translate the talent of their member into new product, processes or services. To enable their organization to use creativity most effectively, managers need to be aware of the process of extracting the talent in different ways and need to take some step to encourage his employee to do better and better through his process like Incentives, appraisal, promotion, etc

An employee performs his best when trained well, and his roles and responsibility explained him properly. It is very important that a training program should be profound and suitable for employee needs and helps him to perform better.

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Objective of study
Conducting a training program is a daunting task, company spends a lot of time as well as money in order to provide necessary training but it might not necessarily be fruitful all the time. Employee sometimes may feel training as not required or boring. Employee already went through a training program To determine training needs of employees To know how effective is the training program To know whether employees are satisfied with the training procedure in the company To know what motivates employees to attend a training program

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Scope of the study

The study is useful to know the development of employees at all levels from bottom to top. To know the level of knowledge and skills imparted through training program, also helpful for management to know the satisfaction level of employees regarding training programs. This study help to bring out changes required in the training programs conducted in the company.

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Research Methodology
Data collection method There are two types of data collection methods one is primary and the other is secondary data. Both types of methods have been used for the completion of project. Primary data The primary data has been collected through the Questionnaire. The Questionnaire has been properly prepared in order to cover all the Information required for the study. The primary data has been obtained by interaction with the officials and staff in the company and also obtained through the Questionnaire distributed to the persons in different departments. Data was also collected through observation.

Secondary data Through the reports of the company, from the Manuals and also from records available in the organization. Some other data also collected from the reports, registers, and books and from the files available in the company. Information collected from various HRM books. Information Collected through the companys website, and some related sites. Sampling Population; total employees in company 1200 Sample size; 100 employees from different departments Area; premises of synergies casting Ltd Method; survey method using questionnaire in accordance to convenience of employees Tools; structured questionnaire

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Limitations
The respondents may be bias so the result cannot be 100% accurate Employees were hesitant to answer few questions, which was a barrier to collect the whole information The analysis is done based on assumption that the responses are correct The main limitation was time which did not permit to extract details from the employees.

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Data Analysis

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1.

Current training procedure in SYNERGIES

Inference As per the survey 45% of Non-executive and 47% of Staff and supervisors/Executives are satisfied with the current training procedure in the company. At about 4% Staff and supervisor/Executives are dissatisfied. This shows that employees training needs are well understood and properly delivered by the company.
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2.

Requirement of high degree of technical knowledge

Inference According to the survey 70% including Non-executive and Staff and supervisor/Executives all need technical knowledge. It shows that of employees require Training program relating to technology useful in the company, therefore training should be such that it should help develop employees their technical skills and upgrade themselves with the new implementations. This is applicable not only for Non-Executive but Staff and supervisor /Executives too.

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3.

You are required to work.

Inference Graph shows that 42% of Non-Executive and 48% of Staff and supervisor /Executives need to work in a team. To perform better it is important that the members in a team coordinate well and understands individuals and fellow mates responsibility too. Training program concentrating on team building will be helpful. This question focused to categorize employees on the basis of the work they do as individuals or as part of team so that a correct training can be provided to the employees according to the requirement.

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4.

kind of training you prefer

Inference 39% of Staff and supervisor /Executives and 34% of Non-Executive prefer On-the-job training whereas the remaining 27% of Non-Executive and Staff and supervisor /Executives prefer In house training. Majority of the employees prefer on-the-job training, which shows that employees interests lies in work related concepts which helps them learn and understand their job more clearly.

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5.

Frequency of training program

Inference The graph shows that most of the respondents preferred training to be conducted every month which includes 40% of Non-Executive and Staff and supervisor /Executives and 32% prefer once in months. 12% opted for every week. The inference that drawn was employees definitely are open to training programs and will accept if conducted on a monthly basis. As per the respondents a training program once in 2 months will be appropriate if required.

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6.

Training be helpful in the company?

Inference 38% of Staff and supervisor /Executives think training should help in improving productivity. Whereas 15% of majority of respondents in Non-Executive prefer that training program should be such that it will be helpful in developing their career.

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7.

Training programs should focus on

Inference 28% of Staff and supervisor /Executives and 21% of Non-Executive prefer that training program should focus on skills and knowledge which helps to fulfill their daily job requirements. 22% of Non-Executive and 24% of Staff and supervisor /Executives prefer new technology up gradation. Two major groups here opting for Daily job requirements and New technology respectively, training program which can provide both the necessities will be appropriate.
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8.

Format of training program you prefer.

Inference 27% of Staff and supervisor /Executives and 20% of Non-Executive prefer workshop training; the other 20% of Non-Executives prefers classes. All most two equal groups opting for two different options, here a training program should be such that it can include both the format or as per the requirement and convenience. Or else formats can be changed alternately satisfying all the employees and it will also maintain the interest by giving them a new format of training programs.

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9.

Training program you like

Inference 27% of Staff and supervisor /Executives prefer training on problem solving whereas 23% of Non-Executive prefers training on Performance Management. Even the other 13% of SS/Executives prefer the same. 7% of Non-Executive the second majority opted for improving communication.

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10.

Reason for attending a training program

Inference 40% of SS/Executives and 28% of NE attend training program because of the need of training and 20% of NE/SS/Executives together opted for Attractive training program draws them to attend a Training program. It shows majority of them attend a training program if there is a requirement for training.

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11.

Have you ever felt of not attending a training program

Inference 24%of Non-Executive and 48% of Staff and supervisor /Executives opted for a NO which shows they never felt of not attending a training program. The remaining 22% of NonExecutive opted YES, felt like not attending training program. This question was framed to know how many actually feel so, and how many would actually opt it genuinely. According to the result, necessary steps should be taken to change employees attitude and behavior towards training program.

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12. Reasons for not attending Training.

Inference Most of the employees did not provide the reason for not attending training program; the others who did were divided into similar category. 15% Non-Executive and about 5% of Staff and supervisor /Executives gave response, due to work load they are not willing to attend training program, and other reasons as such inconvenience it included problem with timings mainly (as per the suggestions).

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13.

Are your needs satisfied by past training program

Inference 27% of Staff and supervisor /Executives opted for sometimes. 15% of Non-Executive opted for always and mostly as well. The result shows a variation between NonExecutive and Staff and supervisor /Executives, we can say Non-Executive are more satisfied by the training programs conducted as compared to the Staff and supervisor /Executives.

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14.

Your preference as trainer

Inference 28% of Non-Executive prefer trainer any one from the organization whereas 27% of Staff and supervisor /Executives prefer that trainer should external. (Based on little interaction with the employees) For an Non-Executive it is easy to interact with a trainer who belongs to the company itself, according to them person from company will understand the problem better than the externals.
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Findings, Suggestions & Conclusion

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Findings
Some results of the training needs assessment were not unexpected, while others provided new and useful insights for the necessary steps to be taken, which will focus on developing appropriate training materials and conducting training programs to strengthen the capacity of employees as well as the companys. As per the survey, employees are pretty satisfied with the training procedure in the company, but there is still a room for improvement. Employees prefer training program which helps in enhancing their skills and knowledge especially which helps them perform their work better. Employees need a program which focuses on upgrading with new technology. Employees whether Non-Executive, Staff and supervisor or Executives all need technical knowledge up to some extent. The survey reveals that employees need technical knowledge for performing their daily work. As most of the employees are required to work on machines it is necessary for them to know the technical workings properly. The survey results show that employees are somewhat pressured with work load which is one of the main reason for them not attending training program, and the other reason is inconvenience for e.g. timings, after working hard employee are not willing to attend training program. Employees were asked why they attend training program. Majority of them answered according to their needs; if they feel that training is not required they may refrain from attending training programs. It shows that training programs should always in some way help them enhance their skills and knowledge.

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Suggestions
Compare employee performance to the job expectations and identify the areas in which there are discrepancies. Identify whether the discrepancy is due to work process issues, such as not knowing how to complete a specific task, or personnel issues, such as not wanting to complete a specific task. Work process issues can be addressed with employee training, while personnel issues can be addressed better by an employee review process. Employees should be aware of the training procedure and also they should know that how a training program is designed keeping in mind needs of each individual, this will actually provoke an interest and help them look forward for training sessions. 1. Working in a manufacturing company is a tough task that too when the work runs continuously. Employees do undergo lot of stress, which is mainly because of work load, tough competition, fear of losing job due to not coping with the job, etc. Training program on managing stress or any such related programs should be implemented. 2. Training program should help an individual to develop his overall personality from his communication till problem solving skills, so that one can perform better. An employee is judged by his performance therefore training on performance will help an employee to groom himself whereas companys productivity is also improved. 3. Training program should help an employee and company through long run. Before implementing a training program the relation between core competency and training should be identified. Also the concentration should be on future aspirations of employees. 4. A trainer should examine his target audience and determine (kind of training) whether they need hands-on training or just lectures. 5. Many of the employees does not show interest in training programs because of their stereotypic view about training i.e, it would be no different from the previous one. Providing incentives for the employees, could draw them to attend training program. For example, you could provide a nice lunch in-between sessions with snacks during break times, or give a day off in exchange for the day the employee spent in training.

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6. Many employees did not prefer giving reasons for not attending training program, and also hesitated in giving suggestions, few felt it like not mentioning it and some had a doubt of the other to get it wrong. Employees/workers should encourage to give proper feedback and suggestion so that necessary changes can be implemented.

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Conclusion:
Training is an important and most crucial function of Human Resource. If proper Training provided to the employees effective results can be obtained, same has been observed at Synergies Castings Ltd, they focus on productivity hence effective training program is provided to the employees keeping in mind the individual needs for training. The study was to know employees needs for training and their expectations from the Training programs. Company provides Training keeping in mind needs of the employees, yet there are some new horizons to be met. Hence training schedule is thus prepared where all the key elements are pre decided and let known to the concerned persons. This study helped to throw a light on individuals needs and expectation from the training program conducted in the company.

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BIBLIOGRAPHY Text books 1. Aswathappa, K., Human Resource Management, 2007, Tat McGraw-Hill publishing company limited. 2. L.M.Prasad, Human Resource Management, 2005, Sultan Chand & sons 3. P. Jyothi, P.Venkatesh, D.N.Human Resource Management 4. DE Marrais, Kathleen B. and Stephen D. Lapan Foundations for research: Methods of inquiry in education and the social sciences. 2004. Mahwah 5. Dugan Laird, Approaches to Training and development 2003, Basic books. Websites
1. www.synergies-castings.com 2. www.businessballs.com 3. www.managementstudyguide.com/training-needs-analysis.htm 4. www.dirjournal.com/guides/how-to-conduct-a-training-needs-analysis

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ANNEXURE Employee Training Needs

Synergies Casting Ltd. Cadre: a. NE Department: General 1. How long have you been working in SYNERGIES? a. <1year b. 1-5 years c. 5-10 years d. >10 years b. SS c. Excutive

2. How do you feel about current training procedure in SYNERGIES? a. Highly satisfied b. Satisfied c. Dissatisfied d. Highly dissatisfied

Job analysis 3. Do you require high degree of technical knowledge? a. Yes b. No

4. You are required to work a. Alone b. Part of team c. Other

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Training needs 5. What kind of training do you prefer? a. On the job b. In-House training

6. How often a training program should be conducted? a. b. c. d. e. f. Every Week Every month Once in 3 months Every 6 months once in year other

7. According to you, how should training be helpful in the company? a. b. c. d. Improvement in productivity and efficiency For employee development Career development other

8.

According to you Training programs should focus on a. b. c. d. Daily job requirements (skills and knowledge) New technology company issues other

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9.

Format of training program you prefer. a. b. c. d. Workshops Classes Briefings other

10.

Which Training program you like? a. b. c. d. e. f. problem solving communication performance management team building machine handling other

11.

Why do you attend a training program? a. b. c. d. e. Strong need for training Attractive training program Mandatory reasons Convenience (time and location) other

Development needs 12. Have you ever felt of not attending a training program?
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a.

Yes

b. No

13.

If yes, reason for not attending training program

14.

Are your needs satisfied by past training program? a. Always b. Mostly c. Sometimes d. Never

15.

Whom do you prefer as trainer? a. e. Boss Other b. Any one from company c. External

16.

Your suggestions for improving training program.

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