A SUMMER TRAINING REPORT ON TRAINING NEED IDENTIFICATION A Case study conducted at NEI Ltd

Submitted in partial fulfillment of the degree Of Master of Human Resource Management (MHRM) As a part of the curriculum of Semester-III

SUPERVISED BY: Ms. Ankita Gangwal Sr. Asstt. Professor ICG

SUBMITTED BY: Divya Pareek Semester-III ICG

Department of PG Studies in Commerce & Management International College for Girls Jaipur(2010-11)

PREFACE
The industrial training is a part of the curriculum of the masters in human resource development.. There is a provision of industrial training of 45 days. It is aimed to provide the student an industrial exposure. Students are expected to learn the technical aspects of theoretical studies applied in the organizations. I selected national engineering industries Ltd. for my industrial training. It is a world class innovative competitive and high-tech production company of bearings. Indian industry is gradually waking up to the challenges thrown in by dynamic trends in this changing economy. To survive in this highly competitive market conditions, businesses, employees, processes and techniques are being pressurized to improve quality, increase productivity, cut down waste and eliminate inefficiency. The collective efforts of the employer and the employee assume relevance in this context. And this is where training plays an important role. This project on TRAINING NEED IDENTIFICATION is a modest attempt towards the understanding of training needs of the employees in its proper perspective at NEI. The project has been logically divided into section to comprehend thoroughly the vital aspect and application of the various aspect of training programs at National Engineering Industries Ltd, the largest manufacturer of Ball Bearing, Steel Balls and Axle Boxes complete with Roller Bearing in India, which are being produced in the manufacturing plants at Jaipur & Newai. Bearing are manufactured for every possible application and requirement of modern engineering industry keeping pace with rapid advancement in the Indian engineering industry. NEI's technical collaborations with world's leading conglomerates in the field of bearing technology viz. M/s NTN Corporation Of Japan, M/s BRENCO Incorporated of USA have given a whole new dimension to the product range and a quality par excellence.

CONTENTS S.No 1 TOPIC INTRODUCTION Training need identification Training Process Training Methods Importance of Training Evaluation of Training Effectiveness of Training RESEARCH METHODOLOGY COMPANY PROFILE OF NEI Ltd DATA ANALYSIS & INTERPRETATION FINDINGS RECOMMANDATION CONCLUSION SUGGESTIONS REFERENCE ANNEXURE

2 3 4 5 6 7 8 9 10

ACKNOWLEDGEMENT
The satisfaction that accompanies the successful completion of my task would be incomplete without mentioning names of people whose ceaseless cooperation made the task possible. Their constant guidance and encouragement has helped in successful completion of this project.

Summer training at NEI, Jaipur gave a good practical experience to me. I would like to express my regards to all my seniors & fellow trainees for their immense support. I would like to pay special regards to Mrs. MONIKA JOSHI(Assistant Manager - HR) without whose permission , it would not have been possible to work in NEI. I am deeply indebted to Mr. JAYANT BAIS(Sr. Manager -HR) - my Mentor for guiding and helping me to inculcate all the skills which were required for the completion of the given project. The overall company atmosphere was very energizing, educative and disciplined and it helped in developing the much-required professional attitude in me in developing my HR skills in a much Broader prospective. I also wish to serve a warm and special note of thanks to my project guide and Head of Department (MHRM) Ms. ANKITA GANGWAL whose support and guidance helped me to complete this project successfully.

INTRODUCTION HRD deals with the important aspects of human resource management like recruitment and selection, training need assessment, job rotation, job satisfaction of the employees, promotion, etc. TRAINING is the process of increasing the knowledge and skills for doing a particular job. It is an organized procedure by which people learn knowledge & skill for a definite purpose. The purpose of training is

basically to bridge the gap between job requirements & present competence of an employee. Successful candidate placed on the jobs need training to perform their duties effectively. Workers must be trained to operate machines, reduce scrap and avoid accidents. It is not only the workers who need training. supervisors, managers, and executives also need to be developed in order to enable them to grow and acquire maturity of thought and action. Training and development constitute an ongoing process in any organization. Training and development refer to the imparting of specific skills, abilities and knowledge to an employee. A formal definition of training and development is: any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. The need for training and development is determined by the employees performance deficiency, computed as follows: Training and development need = Standard Performance Actual Performance.

TRAINING is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules or changing of attitudes & behaviours to enhance the performance of employees.
TRAINEES Training should be selected on the basis of self-nomination, recommendations of supervisors or by the HR department itself. Whatever is the basis, it is advisable to have two or more target audiences. For example, rank-and-file employees and their supervisors may effectively learn together about a new work process and their respective roles. Bringing several target audience

together can also facilitate group process such making, elements useful in quality circle projects.

TRAINERS
Training and development program may be conducted by several people, including the following:

1.

Immediate Supervisors, 2. Co-workers, as in buddy system, 3. Members of the personnel staff, 4. Specialists in other parts of the company, 5. Outside consultants, 6. Industry associations 7. Faculty members at universities. Who among these are selected to teach, often, depends on where the program held and the skill that is being taught. For example, program teaching basis skills are usually done by the members of the HR department or specialists in other department of the company. On the other hand, inter personal and conceptual skill for managers are taught at universities. Large organization generally maintain their own training department whose staff conduct the programs. In addition, many organizations arrange basic-skills training for computer literacy

TRANING PROCESS
The function of training is to close the gap between actual and desired job performance. The need for quality training programs is on the increase due to the fact that the highly competitive business environment is throwing up new and complex jobs. Training processes are carefully scrutinized and aligned with company goals. It is seen as one part of a system designed to create intellectual capital. It refers to a planned effort by a company to facilitate employees learning of job-related competencies. Its basic goal is to master the knowledge; skill and behaviors key

for successful job performance of employees and apply them to their day-to-day activities. Training is used to attract, retain and motivate staff and employee. High-leverage training is linked to business strategy, helping an organization to achieve its mission and goals through systematic instructional design and comparative bench marking. Training also gives you personal satisfaction .You will be needed and appreciated more by your colleagues and associates. It gives you prestige. This happens when you \are selected to attend a programme .It will save you years of hard knocks, if you listen with a mind free of preconceived notions. You will learn not to waste time and energy on trivial things. Training arms you with the confidence you need. In a training get together, you will come to know where you stand and how good or bad you are. It improves your skills and lets you acquire new skills because trainers who are more qualified and experienced than you, will share their skills with you .This will motivate you. Training helps you to adapt to the changes in the future by forewarning you about such changes. Continuous learning requires employees to understand the entire work system, how their jobs interrelate with others jobs, and the company products and services. Training design is effective only if it helps employees reach instructional or training goals and objectives. Measurable learning objectives should be identified before training. Evaluation plays an important part in planning and choosing a training method, monitoring the training program, and suggesting changes to the training design process. Developing and implementing training program are very costly as well as time-consuming process. Therefore they need to be drafted very carefully. Usually following process is used in training program:
1.

Organizational objectives and strategies : The first step in the

training process is the assessment of its objectives and strategies. This may include certain important questions like What business are we in? At what level of quality do we wish to provide our product or service? Where do we want to be in the future? After answering these types of questions organization should assess the strengths and weakness of its human resources.

2.

Assessment of training need: - The next and the most important

step in training Program is need assessment. Need assessment diagnoses present problems and future challenges to be met through training. As we know that conducting a training program is very expensive and time consuming task, its very essential for a company to assess the need of training. Organizations that implement training program without conducting need assessment may make errors. For example, need assessment exercise may reveal that less costly interventions like selection, job redesigning, compensation packages could be used in lieu of training. Need assessment occurs at two levels-group and individual. An individual needs training when his or her performance falls short of standards. Inadequacy in performance may be due to lack of skill or knowledge or any other problem. If the performance deficiency is due to lack of skill or knowledge, this can be remedied by proper training. But, if this is due to any other reason, other remedial actions like transfer, job redesigning, improvement in quality of supervision etc. are to be taken.

3. Establishment of training goals: - After assessing the need of training,

training goals are needed to be established. Without clearly set goals, it is not possible to design a training program and, after it has been implemented, there will be no way of measuring its effectiveness. Goals must be tangible, verifiable and measurable.

4. Designing training program:-Now, the next step is to design the

training program. Every training program must address certain vital issues likeWho participates in the program? Who are the trainers? What methods and techniques are to be used for training? What should be the level of training? What learning principles are needed? Where the program is to be conducted? Etc.

5. Implementation of training program:- Only establishment of goals

or designing the program is useless, until and unless those program are not implemented accordingly. Implementation is beset with certain problems. Firstly most managers frequently say they are too busy to engage in training efforts. Secondly, availability of trainers is a major problem. A trainer must possess communication skill along with companys philosophy, its objectives, its formal

and informal organization and the goals of the training program. Another problem in implementing training program is scheduling training, that is, how to schedule training without disrupting the regular work? Record keeping about the performance of the trainee is also a major problem. HR manager has to implement training program keeping in mind all these problems. Program implementation involves action on the following lines: Deciding the location and organizing training and other facilities. Scheduling the training program. Conducting the program. Monitoring the progress of trainee.

7. Evaluation of results:- The last stage in training program is

evaluation of results. Since huge amount of time and money is spent on training and development program, how far the program has been useful must be determined. Evaluation helps determine the results of the training program.

TRAINING GOALS
The goals of the training program should relate directly to the needs determined by the assessment process outlined above. Course objectives should clearly state what behavior or skill will be changed as a result of the training and should relate to the mission and strategic plan of the company. Goals should include milestones to help take the employee from where he or she is today to where the firm wants him or her in the future. Setting of the goals helps to evaluate the training program and also to motivate employees.

TRAINING METHODS
There are two broad types of training available to small businesses: on-the-job and off-the-job techniques. Individual circumstances and the "who," "what" and "why" of your training program determine which method to use.

On-the-job training is delivered to employees while they perform their

regular jobs. In this way, they do not lose time while they are learning. After a plan is developed for what should be taught, employees should be informed of the details. A timetable should be established with periodic evaluations to inform employees about their progress. On-the-job techniques include orientations, job instruction training, apprenticeships, internships and assistantships, job rotation and coaching.

Off-the-job techniques include lectures, special study, films, television

conferences or discussions, case studies, role playing, simulation, programmed instruction and laboratory training. Most of these techniques can be used by small businesses although, some may be too costly.

Orientations are for new employees. The first several days on the job are
crucial in the success of new employees. This point is illustrated by the fact that 60 percent of all employees who quit do so in the first ten days. Orientation training should emphasize the following topics:

The company's history and mission. The key members in the organization. The key members in the department, and how the department helps fulfill the mission of the company. Personnel rules and regulations.

Some companies use verbal presentations while others have written presentations. Many small businesses convey these topics in one-on-one

orientations. No matter what method is used, it is important that the newcomer understand his or her new place of employment.

Lectures present training material verbally and are used when the goal is to
present a great deal of material to many people. It is more cost effective to lecture to a group than to train people individually. Lecturing is one-way communication and as such may not be the most effective way to train. Also, it is hard to ensure that the entire audience understands a topic on the same level; by targeting the average attendee you may undertrain some and lose others. Despite these drawbacks, lecturing is the most cost-effective way of reaching large audiences.

Role playing and simulation are training techniques that attempt to bring
realistic decision making situations to the trainee. Likely problems and alternative solutions are presented for discussion. The adage there is no better trainer than experience is exemplified with this type of training. Experienced employees can describe real world experiences, and can help in and learn from developing the solutions to these simulations. This method is cost effective and is used in marketing and management training.

Audiovisual methods such as television, videotapes and films are the most
effective means of providing real world conditions and situations in a short time. One advantage is that the presentation is the same no matter how many times it's played. This is not true with lectures, which can change as the speaker is changed or can be influenced by outside constraints. The major flaw with the audiovisual method is that it does not allow for questions and interactions with the speaker, nor does it allow for changes in the presentation for different audiences.

Job rotation involves moving an employee through a series of jobs so he or

she can get a good feel for the tasks that are associated with different jobs. It is usually used in training for supervisory positions. The employee learns a little about everything. This is a good strategy for small businesses because of the many jobs an employee may be asked to do.

Apprenticeships develop employees who can do many different tasks. They

usually involve several related groups of skills that allow the apprentice to practice a particular trade, and they take place over a long period of time in which the apprentice works for, and with, the senior skilled worker. Apprenticeships are especially appropriate for jobs requiring production skills.

Internships and assistantships are usually a combination of classroom

and on-the-job training. They are often used to train prospective managers or marketing personnel.

Programmed learning, computer-aided instruction and interactive video all

have one thing in common: they allow the trainee to learn at his or her own pace. Also, they allow material already learned to be bypassed in favor of material with which a trainee is having difficulty. After the introductory period, the instructor need not be present, and the trainee can learn as his or her time allows. These methods sound good, but may be beyond the resources of some small businesses.

Laboratory training is conducted for groups by skilled trainers. It usually is

conducted at a neutral site and is used by upper- and middle management trainees to develop a spirit of teamwork and an increased ability to deal with management and peers. It can be costly and usually is offered by larger small businesses.

IMPORTANCE OF TRAINING HIGHER PRODUCTIVITY: Training helps to improve the level of

performance. Trained employees perform better by using better method of work. Improvements in manpower productivity in developed nations can be attributed in no small measure to their educational and industrial training programmes.

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.

LESS LEARNING PERIOD: A systematic training programme helps to reduce the time and cost involved in learning. Employees can more quickly reach the acceptable level of performance. They need not waste their time and efforts in learning through trial and error. REDUCED SUPERVISION: Well trained employees tend to be selfreliant and motivated. They need less guidance and control. Therefore, the frequency of supervision is reduced.

LOW ACCIDENT RATE: Trained personnel adopt the right work

methods and make use of the prescribed safety devices. Therefore the frequency of accidents is reduced.

HIGH MORALE: Proper training can develop positive attitudes among

employees. Job satisfaction and morale are improved due to rise in the earnings and job security of employees. Training reduces the grievances of the employees because opportunities for internal promotion are available to well trained personnel.

PERSONAL GROWTH: Training enlarges the knowledge and skills of

the participants. Therefore well trained personnel can grow faster in their career. Training prevents obsolescence of knowledge and skills. Trained employees are a valuable asset to any organization.

TRAINING ADMINISTRATION
Having planned the training program properly, one must now administer the training to the selected employees. It is important to follow through to make sure the goals are being met. Questions to consider before training begins include:

Location. Facilities. Accessibility. Comfort. Equipment. Timing.

Careful attention to these operational details will contribute to the success of the training program. An effective training program administrator should follow these steps:

Define the organizational objectives. Determine the needs of the training program. Define training goals. Develop training methods. Decide whom to train. Decide who should do the training. Administer the training. Evaluate the training program.

Following these steps will help an administrator develop an effective training program to ensure that the firm keeps qualified employees who are productive, happy workers. This will contribute positively to the bottom line.

IMPLEMENTATION OF THE TRAINING PROGRAM:Program implementation involves action on the following lines: 1. 2. 3. 4. Deciding the location and organizing training and other facilities. Scheduling the training program. Conducting the program. Monitoring the progress of trainees.

EVALUATION OF THE PROGRAM:The last stage in the training and development process is the evaluation of results. Since huge sums of money are spent on training and development, how far the program has been useful must be judged/determined. Evaluation helps determine the results of the training and development program.

Need for evaluation:- The main objective of evaluating the training programmes is to determine if they are accomplishing specific training objectives, that is, correcting performance deficiencies. A second reason for evaluation is to ensure that any changes in trainee capabilities are due to the training programmes and not due to any other conditions. Training programmes should be evaluated to determine their cost effectiveness. Evaluation is useful to explain

program failure, should it occur. Finally, credibility of training and development is greatly enhanced when it is proved that the organization has
benefited tangibly from it.

Principles of evaluation:- Evaluation of the training programmes must be

based on the following principles: 1. Evaluation specialist must be clear about the goals and purpose of evaluation. 2. Evaluation must be continuous. 3. Evaluation must be specific. 4. Evaluation must provide the means and focus for trainers to be able to appraise themselves, their practices, and their products. 5. Evaluation must be based on objective methods and standards. 6. Realistic target date must be set for each phase of the evaluation process. A sense of urgency must be developed, but deadlines that are unreasonable high will result in poor evaluation.

CRITERIA OF EVALUATION:- HR professionals should try to collect

four type of data while evaluating training programmes : (1) measures of reaction (2) learning (3) behavior change (4) organizational results. Reaction measures assess the degree to which trainees have mastered the concepts, knowledge and skills of the training. Behavior indicates the performance of learners. The purpose of collecting organizational results is to examine the impact of training on the work group or the entire company.

TECHNIQUES OF EVALUATION:
Several techniques of evaluation are being used in organization. It may be stated that the usefulness of the methods is inversely proportional to the ease with which the evaluation can be done. One approach towards evaluation is to use experimental and control groups. Each group is randomly selected, one to receive training (experimental)

and the other not to receive training(control). The random selection helps to assure the formation of groups quite similar to each other. Another method of training evaluation involves longitudinal or timeseries analysis. Measurements are taken before the Programme begins and are conducted during and after the Programme is completed. One simple method of evaluation is to send a questionnaire to the trainees after the completion of the programme to obtain their opinions their about the programmes worth . Their opinions could also be obtained through interviews.

TO MAKE TRAINING EFFECTIVE

Action on the following lines need to initiated to make training practice effective: 1. Ensure that the management commits itself to allocate major resources and adequate time to training. This is what high-performing organizations do. 2. Ensure that training contributes to competitive strategies of the firm. Different strategies need different HR skills for implementation. Let training help employees at all levels acquire the needed skills. 3. Ensure that a comprehensive and systematic approach to training exists, and training and retraining are done at all levels on a continuous and ongoing basis. 4. Make learning one of the fundamental values of the company. Let this philosophy percolate down to all employees in the organization. 5. Ensure that there is proper linkage among organizational, operational and individual training needs. 6. Create system to evaluate the effectiveness of training.

TRAINING NEED IDENTIFICATION:

Human Resource is the most important asset for an organization. Human Resource represents people at work. They are the sum total of the inherent abilities, acquired knowledge & skills as exemplified in the talents & aptitudes of its employees.

Human resource has the greatest potential to develop & grow provided right climate is provided to them. An organization can survive and grow if it has the right people at the right time working at right jobs. Human resource development is the focus of attention these days in the organization. HRD may be defined as the process increasing the knowledge, skills & capacities of people. This is possible through the implementation of proper training programme.

Training needs can be identified through the following types of analysis:ORGANISATIONAL ANALYSIS: It involves a study of the entire
organization in terms of its objectives, its resources, resource allocation and utilization, growth potential and its environment. Its purpose is to determine where training emphasis should be placed within the organization. Organisational analysis consists of following elements: a) ANALYSIS OF OBJECTIVES: The long term & short term objectives & the irrelative priorities are analysed. Specific goals & strategies for various departments & sections should be stated as a means for achieving the overall organizational objectives. General objectives need to be translated into specific & detailed operational targets. It is also necessary to continuously review and revise the objectives in the light of the changing environment. b) RESOURCE UTILISATION ANALYSIS: The allocation of human and physical resources and their efficient utilization in meeting the operational targets are analysed. In order to examine in detail the inputs and outputs of the organization, efficiency indices may be developed. These indices will help to determine the adequacy of specific work flows as well as the contribution of human resources. c) ORGANISATION CLIMATE ANALYSIS : The prevailing climate of an organization reflects the members attitude towards employee development. Without adequate management support and appropriate supervisory styles, a training programme cannot be successful. Analysis of organization climate can reveal the strengths and weaknesses also. d) ENVIRONMENTAL SCANNING: The economic, political, technological and socio-cultural environment of the organization is examined. This is necessary to identify the environmental factors which the organization can influence and the constraints which it cannot control.

TASK OR ROLE ANALYSIS: It is systematic and detailed analysis of

jobs to identify job contents, the knowledge, skills and aptitudes required and the work behavior. On the part of the job holder, particular attention should be paid to the tasks to be performed, the methods to be used, the way employees have learnt these methods and the performance standards required of employees. Also called operations analysis, its purpose is to decide what should be taught. Questionnaire, interviews, human resource records, reports tests, observation and other methods can be used to collect information about jobs in the organization.

MANPOWER ANALYSIS: The persons to be trained and the changes

required in the knowledge, skills and aptitudes of an employee are determined. First of all it is necessary to decide whether performance of an individual is substandard and training is needed. Secondly, it is determined whether the employee is capable of being trained. Thirdly, the specific areas in which the individual requires training are determined. Lastly, whether training will improve the employees performance or not is determined. Other alternatives to training e.g. modifications in the job, new equipments or processes, etc should also be considered. Personal observation, supervisory evaluation, work samples, diagnostic tests and performance reports provide the information needed to choose from these alternatives. Training can be relevant and viable if the three types of analysis above are carried on continuously.

Training Need identification exercise at NEI

NATIONAL ENGINEERING INDUSTRIES Ltd has recognized the training needs of the employees at various levels from top to bottom. Training has become an important feature of NEIs policy.

Various training programmes have been provided to the employees. Identification of training needs of the employees not only helps in choosing the right training programme but also helps the organization in the investment of the money in the right direction. It saves time & money. Right training to the right employees is beneficial to the organization. In NEI the training need of employees are identified through: PERFORMANCE APPRAISAL METHOD: A performance appraisal, employee appraisal, performance review, or (career) development discussion is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the corresponding manager or supervisor. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgement of an employee's performance in a job based on considerations other than productivity alone. According to Dale S. Beach, Performance appraisal is the systematic evaluation of the individual with respect to his performance on the job and his potential for development. Performance Appraisal is a continuous process. Its main objective is to provide accurate, timely evaluations of the capabilities of employees, with a forward looks towards future needs. It is a scientific study. It is a means of self control, judgement and evaluating potentiality Performance Appraisal is useful in analysing training and development needs. These needs can be assessed because performance appraisal reveals people who require further training to remove their weaknesses.

NEI, Ltd uses the appraisal system effectively to identify the training needs of the employees. In the appraisal forms there is a separate annexure attached with the list of inhouse training programmes along with the programme code. The Functional/Departmental Heads and supervisors who review the performance of their subordinates mention the training programmes needed by them.

SKILL MAPPING EXERCISE:

Training needs of the employees is identified through a technique called SKILL MAPPING. SKILL is the ability to perform a task proficiently. MAPPING is a scheme aims to track skills that arent currently being utilized but could be needed in future or can be used in the organization now though not part of the employees job description.
Through the skill mapping exercise the gap between the desired skill and actual skill of employees is identified. After the exercise appropriate training programmes are used to plug in the gap: 1) IDENTIFICATION OF SKILL This is the first steps of skill mapping in which those skills are identified which are required for the particular job. This process has been carried out department wise and than division wise, as different departments have different skills and each department consists of many divisions. This is done through consultation with immediate supervisors and keeping in mind the policies of the organization. 2) RATING BY HEAD OF THE DEPARTMENT OF EACH EMPLOYEE In NBC rating is done by HOD (Head Of Department) of each department for every employee. Desired skills for the employees are decided by the HOD of all the departments, as well as, Actual skills is also determined by the HOD, as he is the only person who knows which worker is performing a particular task at which level i.e. how efficiently he/she can do or how much knowledge he/she possess.

3) PREPARATION OF SKILL MAPPING SHEETS OR RADAR After done with rating to each employee by the respective Head Of Department, Skill mapping sheets or Radar are prepared for filling up the skill gaps. Skill gapThe difference between the desired level of Skill and the Actual level of Skill is the Skill Gap for a particular Skill for a worker. Skill mapping sheet consists of 3 columns. First column contains the number of skills required for the particular job and another two columns contains desired skills and actual skills respectively. There are 5 levels of skills i.e. from 0 to 4, which are entered in both the skill columns. These 5 levels areLevel 0: Do not know (not taught) -Lack of knowledge Level 1: Know the theory Level 2: Can do to some degree Level 3: Can do with confidence -Learnt by doing Level 4: Can teach to others-Perfectly mastered Desired level of skills and Actual level of skills are decided by the HOD of all the departments, as he is the only person who knows how efficiently he/she can do or how much knowledge he/she is have. Now, with the help skill mapping sheets of all employees, we can easily identify the number of employees who need training. 4) COMPLETING TNI After the identification of Skill Gap it is decided How this Gap should be filled in i.e. which training should be given to a particular worker, at what time and who will train them, whether class room training or on the job training is

required. This is again done by consulting the respective heads of the department and HRD head.

SELF IDENTIFIED NEEDS: Employees themselves identify their training needs. They can recommend their self identified training needs to their head of the department. The HODs can inform the HR department about the training programmes to be conducted for the employees. The training can be technical or personality development, soft skills etc. Its the duty of the head and the HR department to provide the training demanded by the employees.

TRAINING NEED IDENTIFICATION

TRAINING: AN INVESTMENT IN PEOPLE

To help employees acquire the required professional knowledge, skills and attitudes and to facilitate them to realize the potential to the maximum possible extent, the organizations provide them necessary training and opportunities for growth and development. The need for training and development is also felt because it unfolds the skills hidden in most of the workers or provide them with the new skills required for discharging their functions effectively and efficiently. As this study is based on National Engineering Industries (NEI) which is a process industry, the term training can be defined as the use of specific means to specific learning, to learn the use of techniques that can be identified and a continually improved. It comes to be known as a sequence of experience or opportunities designed to modify behaviour in order to attain a stated objective, say a target or a goal. Moreover, in process based industry, unguided learning or experience proves to be costly and slow. Such trial and error learning can be completely fruitless in improving workers capabilities and is even harmful in sophisticated fields of engineering, production and management. In the present era, when everybody is talking about knowledge economy or knowledge management, which has led to a learning organization, training achieves people oriented dimensions rather than job or task centered. The ultimate objective of training is to facilitate the process of integrated development of the knowledge worker, who after a certain stage acquires a self-initiated, self directed and self regulated activity. The current fashion in the language of training is to call it an investment. Perhaps a very defensive term, for it helps in justifying training costs, by naming it an investment rather than an expense. The more money is spent to improve the quality of training, the higher shall be profit. When applied to people, training makes a person more productive; it allows him to retain his knowledge, acquire new skills, raise his perceptions and widen his vision and contribute to the accomplishment of organizational objectives. At NEI:To facilitate upgradation of skills required to perform the job according to the time. Science and technological change re- designing of job is being done and the time/functional managers impart on-the-job training to the concerned employees and/or new entrants.

As part of collaboration agreements specialised training is imparted mostly to engineers at collaborator's plant on sophiscated equipments and transfers technical know-how. Presently, our collaboration's are M/s. NTN Bearing Corporation, Japan. Our past collaborators were Halfmar, U.K., Fag, West Germany and Brenco Inc., USA.

Training for trainees NEI has at present the following schemes for training. GET Scheme Diploma Apprenticeship Scheme ITI Apprenticeship Scheme Vocational training to students of graduate engineering and professional management. Graduate Engineering Trainee The GET Scheme is NEI is well structured with the aim of developing those fresh graduate engineers who are having exceptional ability and preparing them for future managers of the company. With the view in mind, graduate engineers from reputed engineering colleges are recruited through campus interview and placed on training in departments for one year as per specific training programme scheduled under the supervision of manager HRD. Diploma Apprenticeship Scheme For fresh diploma holders, a one year training programme for about 12 candidates are organized every year in NEI with a view to provide Orientation to organisation and products. Short-time orientation to different departments. On-the-job training to the specific departments.

ITI Apprenticeship Scheme

In NEI approx. 69 ITI apprentices of various discipline are trained under this scheme every year. This scheme is aimed to provide as opportunity to gain practical knowledge and relevant skills in their respective trades of the training. INFRASTRUCTURE, FACILITIES AND EQUIPMENT To accommodate the training and development activities of NEI as per the company training programme, a well equipped, training center has been set up with teaching and training and facilities. The training is located near the factory premises but away from the main production ship and administrative buildings and a congenial atmosphere for learning is available.

RESEARCH METHODOLOGY

Research is a careful investigation or inquiry specially through search for new facts in any branch of knowledge. According to Redman & Mory research is a systematized effort to gain new knowledge. Research methodology is a way to systematically solve the research problem.

TYPES OF RESEARCH
DESCRIPTIVE Vs ANALYTICAL Descriptive research includes surveys and facts finding enquiries of different kinds. The major purpose of the descriptive research is description of the state of affairs as it exists at present. The main characteristic of this method is that the researcher has no control over the variables, he can only report what has happened or what is happening Analytical Research has to use facts or information already available & analyse to make a critical evaluation of the material. APPLIED Vs FUNDAMENTAL Applied research aims at finding a solution for an immediate problem facing a society or business organizations. Fundamental Research is mainly concerned with generalizations & with the formulation of a theory. Fundamental or Basic research is directed towards finding information that has a broad base of applications. QUANTITATIVE Vs OUALITATIVE RESEARCH Quantitative research is based on the measurement of quantity or amount It is applicable to phenomena that can be expressed in terms of quantity.

Qualitative Research

It is concerned with qualitative phenomenon that is phenomena relating to or involving quality or kind. Motivation research is a type of qualitative research.

CONCEPTUAL RESEARCH Vs EMPRICAL RESEARCH Conceptual Research is related to some abstract ideas or theory. It is generally used by philosophers & thinkers to develop new concepts or reinterpret the existing one. Emprical Research It is data based research, coming up with conclusions which are capable of being verified by observation or experiment.

OBJECTIVE OF STUDY To identify the training needs of the employees in order to bridge the gap between job requirements and present competence of an employee. Through Training need identification of all the different department, company can easily identify the number of employees who need the training and decides which training should be given to a particular employee, at what time and who will train them, whether class room training or on the job training is required. Training needs of the employees are identified through: performance appraisal, skill mapping and self-identified training needs.

REVIEW OF LITERATURE HUMAN RESOURCE MANAGEMENT is the book written by C.B GUPTA. The book contains all the topics related to training like methods, training need identification etc. The use of language is simple and exact to the point. PERSONNEL MANAGEMENT is the book written by C.B MAMORIA & S.V. GANKAR is the book has helped me to get information on the training process, importance of training in the organization. The description in the book is concise, logical and systematic. HUMAN RESOURCE MANAGEMENT by BISWAJEET PATTANAYAK has helped me to gain insight into the deeper aspect of training. HUMAN RESOURCE MANAGEMENT by G.S SUDHA has helped me to know about advantages of training to the employees.

TYPES OF DATA COLLECTION METHODS Primary data Secondary data Primary data are those which are collected afresh and for the first time and thus happen to be original in character. Secondary data are those which have already been collected by someone else and which have already been passed through the statistical process. In this report, case study PRIMARY DATA has been used. The technique used to collect data is QUESTIONNAIRE A questionnaire is a research instrument consisting of a series of questions and other prompts for the purpose of gathering information from respondents. Although they are often designed for statistical analysis of the responses, this is not always the case. The questionnaire was invented by Sir Francis Galton.

Questionnaires have advantages over some other types of surveys in that they are cheap, do not require as much effort from the questioner as verbal or telephone surveys, and often have standardized answers that make it simple to compile data. However, such standardized answers may frustrate users. Questionnaires are also sharply limited by the fact that respondents must be able to read the questions and respond to them. Thus, for some demographic groups conducting a survey by questionnaire may not be practical. As a type of survey, questionnaires also have many of the same problems relating to question construction and wording that exist in other types of opinion polls.

COMPANY PROFILE

(Late Shri B.M.BIRLA) The renowned industrialist, Late Shri B.M.BIRLA, is the pioneer of NATIONAL BEARING INDUSTRIES LIMITED. Founded in the year 1946 as a industry in the field of bearing manufacturing. The first bearing in 19 sizes the company is now producing nearly 2.2 millions bearings per month in over 500 different sizes ranging from 20mm to 130mm diameter and has the capacity to produce bearing up to 2000mm diameter. With ever increasing activities and grant of industrial licenses for railway rolling stock, steel balls tapered roller bearings spindle inserts etc., the name of company was changed in 1958 to NATIONAL ENGINEERING INDUSTRIES Ltd. retaining its original trade mark NBC. The industry now spread over 118 acres of land in Jaipur & 56 acres in Gunsi (Newai). This is the only unit in the country manufacturing ball bearings, Steel bearings, tapered roller bearings, cylindrical roller bearings and axle boxes for railway rolling stock including spherical roller bearings, cartridge roller bearings & large diameter special bearings in separate fully equipped factories. The development of NEI was pioneered with a theme "In-diginisation and self-reliance"

MILESTONES

QUALITY POLICIES NEI believes in the maxim Consumer is always right. With this in mind NEI shall design, manufacture and deliver products to provide consumers satisfaction, through continuous improvement. To achieve this, management shall: Provide education and training in planned manner to the employees and seek their improvement. Maintain international quality management system as per ISO-9001 and adopt QS-9000 system.

The company has been awarded ISO-9001 certificate The Mark of Excellence in Quality Management System by BVQI of U.K. in 1995. TS-16949 : 2002 & ISO 9001 : 2000 Quality System Certification

2004 ISO 14001:1996

2005 Quality System Certification by Association of American of Rail Roads (AAR)

MISSION NEI Ltd. is in the business of precision rolling bearings, providing technical services and seeking opportunities for new business consistent with its mission. To serve the society by providing products and services of excellent quality, meeting consumer requirements, providing adequate return to shareholders and creating opportunity for the employees to achieve their aspirations.

TECHNICAL COLLABORATIONS Hoffman Manufacturing Company limited, UK from 1946 for ball bearings and cylindrical roller bearings in railways stock. SRO-FAG 1975 for spherical roller bearings for railway coaches. NTN Corporation of Japan since 1985 for ball, cylindrical and roller bearings. IZUMI KINZOKU KOGYO Co. Ltd. Japan since 1996 for remanufacturing and overhauling of bearings. MAIN COMPETITORS OF NEI 1. TIMKEN 2. ABC 3. HMT Bearing 4. FAG, Baroda 5. SKF, Pune & Banglore 6. TISCO etc.

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MARKET OF PRODUCTS:a) BALL/ROLLER/TAPER ROLLER BRG. 1) Telco, Eischer 2) Hindustan motors 3) Tafe, Mahindra & Mahindra 4) Dynamo pumps 5) Crompton greaves 6) HMT tractors, Orient fans, Usha fans 7) Maruti, Escort, Hero Honda 8) Bajaj scooters, Kinetic Engineering b) AXLE BOXES 1) Indian railways 2) Arabian countries 3) Cimco wagon industries

APPLICATION AND SCOPE The company and the workman engaged in the factory are subject to the following standing orders regulating conditions of service shall come in to forth in accordance with section 7 of the industrial employment (standing order) act.

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 Notices-The company may post such notices, as it may from time to Time consider necessary for the running of the factory. Method of posting-General notices required by this standing order shall be sufficiently given if posted on the notice board maintained for such purpose. Amendments-The co. may from time to time amend these orders in accordance with the provisions of the industrial employment (standing orders) act 1946,ammended up-to-date. Authorization-The standing order certified in a language by the certifying officer. Rajasthan shall be deemed to be authentic and shall be taken help in the event of any dispute relating to them.

PRODUCT INFORMATION From a few thousands of mms from a few grams to a few tons, the NBC range is hard at work in some of the most critical areas of industry. Ball Bearings:39

The initial technology was from Hoffman manufacturing co. ltd. UK a collaboration, which continued for 20 years. They offer a wide range of both metric & inch series deep groove ball bearings, angular contact ball bearing, self-aligning ball bearings etc. With tie up with the worlds leading bearing manufacturing company NTN corporation , Japan, they have gained access to the most advanced bearing technology i.e. thermo mechanical bearings(TMB) & tensionless bearings available today & wide range of ball bearings is increasing under this collaboration.

Tapered Roller Bearings: Manufacturing at an ultra plant, with technology obtained from our earlier collaboration Federal Mogul Corporation, USA & now with NTN corporation, Japan, these bearings are used by all major automobiles, trucks & tractors manufacturers in the country as original equipment.

Spherical Roller Bearings: Originally developed in collaboration with Swiss leader FAG-SRO vital for broad gauge coaches manufactured by ICF Chennai & RCF, Kaposthala for Indian railways. Now new sizes are being developed with the help of NTN Corporation Japan.
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Roller Bearing Axle Boxes: Developed by NBC for Indian railways for the use in rolling stocks. Excellent performance in the high-speed Rajdhani locomotives, the Yugoslavian & Egyptian railways wagons. A total of 34 different types of the axle boxes are turned out at NEI plant in Jaipur. Residing for highspeed railways application are being developed together with NTN. More than one million NBC axle boxes & roller bearings are in operation with Indian railways. NBC has the privilege of being the single largest source of bearing to Indian railways, which is one of the largest networks of its kind in the world

Cast Tapered Roller Bearings: Successful track record in the railways for the past 30 years, these require no field lubrication. Developed in collaboration with BRENCO Inc. USA, these bearings are being used in all broad gauge wagons of Indian railways

Precision Steel Balls: Manufactured using the most modern facilities available in India, quality steel balls, up to 5mm in diameter for NBC bearings are manufactured in precision lines imported from NTN Corporation, Japan. NBC ball bearings are now specially manufactured with high precision steel balls produced in ultra modern plant equipped with high speed headers,

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electronically controlled flashing, grinding & lapping machines to ensure accuracies of sub-micron levels. Large Diameter Bearings: The company has the distinction of being one of the few bearing companies in the world to manufacture up to 2000mm outside diameter developed with indigenous technology bringing Shri B.M. Birlas vision of self-reliance to, NBC large diameter bearings contribute to steel production & thermal power generation in India

COMPANY VALUE

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Integrity This spells out that the company shall be honest in their dealing to earn the Trust and loyalty of other and their action shall be just and ethical. They promise to be trust full, honour commitment and up hold declaue and be fair. Integrity will be an integral past of every employee. Courtesy and humidity The employees should be courteous and modest in their dealing both in their business and private. They shall not act arbitrarily or selfishly but always respect the right and personal dignity of every individual they deal with. They always listen respectfully to public opinion, solicit customer suggestions and shall make continuos effort to make themselves better. Communication and openness They shall communicate their policy goal objectives and expectations to get involvement of people. The information shared shall be with in the limit of confidentiality. They shall share related information and data to keep concerned people up to date to enable them to make right decision at right time. They shall create an environment through effective listening where people are encouraged to express views freely and make contributions. Harmony and co-operation The people of the company are the source of its strength. Involvement and teamwork shall be our core human values they shall work together as a team with mutual understanding, responsibility, trust, respect sincerity. Fairness The company shall be fair and just in dealings to earn respect and build their image in society. They shall be conscious, sincere and act above board both in public and private as manifestation. Adjustment and assimilation The company believes that change is constant in the markets, ideas, in the people and in the technology. In order to move ahead in this changing scenario the company plan to assimilate to be decisive and adapt quickly to the changing environment. For this they shall be in close touch with
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changing social condition government policies , public trends and demands to help them improve in all aspect of their management . They shall always strive for new and better ways to make continuous improvement for advancement of the company.

Customer focus The company promises to focus energies constantly in understanding anticipating and meeting customer's demand for this they shall always provide quality product of good value to their satisfaction and earn their respect. To satisfy their external customer's every one will work towards meetings the requirement of internal customers.

Quality policy NEI is committed to design, develop, manufacture and supply products to customers as per their and to strive to provide customer delight through value added products, continuous improvement and employee improvement and total quality management.

NEI Quality Objectives: Fulfill the commitments made to the customers. 1. Quality as per customer requirements. 2. Delivery as per commitment. 3. Education and training to all employees. 4. Develop, motivate and involve employee for continuous improvement through: Task force Quality circle 5's programme Suggestion scheme Develop new products 5. Maintain and improve quality system as per ISO 9001 for
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continued suitability and adopt QS-9000 System

Environment Policy NEI is committed for preservation of pollution, conservation of natural resources by 1. Complying with environmental laws and regulations. 2. Continuously improves its manufacturing, treatment and disposition process to make them environment friendly. 3. Promoting recycle reuses and recover philosophy.

Divisions and products :

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Various divisions and departments which fall in line with the organizational objectives carry out the divisional functions Given below in the bird's eye view of the major functions of the divisions

DIVISION Ball bearing division Jaipur Ball bearing division (Newai)

PRODUCTS Ball bearing Gunsi Ball bearing cylindrical roller

Tapered Roller bearing division Tapered Jaipur Railway bearing division Jaipur Bearing

Cylindrical roller Bearing Spherical roller Bearing Cartridge tapered roller bearing Railways Axle box assemblies

Large Dia Bearing div. Jaipur -

Medium and large Dia Bearing

Following centralized division are located in Jaipur: Sales and marketing Research and development Machine Building Logistic and supply Quality assurance Metallurgy Personnel and HRD Finance Internal consultancy group.

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NEIS

MARKET

SHARE

TIMKEN 8%

ABC 6%

HMT 4%

NEI 29%

NRB 9%

TATA 9% FAG 15%

SKF 20%

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EXPORT MARKET SHARE OF INDIAN BEARING INDUSTRIES 2007-08 (VALUE)

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TIMKEN 12%

ABC 0%

NEI 14% NRB 2%

FAG 34%
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SKF 38%

EMPLOYEE & ORGANIZATION (1) Promotion Policy In order to attract & retain potential talents in consonance with the company's culture, it is essential that we should clearly outline a "Promotion Policy" for its employees. This policy should take care of cadre recruitment viz. Trade Apprentices, who will take care of the requirement for skilled personnel in the organization. Non-supervisory supporting staff, predominantly engaged in Office Administration. Diploma Engineers, who will take up positions in Supervisory functions after training, and Graduate Engineer Trainees/Management Trainees/Other Professionals who are identified as future Managers or as Functional Specialists. The Promotion policy would seek to fulfil the individual, organizational as well as Business needs.

Individual Needs: The individual needs may be classified through one or more of the following: Compensation package Skill level/Job enrichment to ensure job satisfaction. Span of control Self esteem through recognition by the work Group. Social needs through creating enhanced social status like providing good accommodation or in lieu adequate House Rent Allowance, transport facilities as far as possible or Conveyance Allowance.

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Organizational Needs: Organizational needs can broadly be classified as: Positional requirements in the organizational hierarchy such as Skilled, Supervisory, Managerial & also specific career ladders for Technologists, Specialists vis--vis General Management cadre. Business Needs: The promotion policy would take care of specific business needs depending on the nature of goods produced/ service rendered taking into account the technology level. Prevention of good employees from becoming assets to competitors. To achieve this, specific plan can be drawn out for job rotation, job enrichment, promotion, compensation package, etc. Developing of company's specific skill wherein a man becomes very useful to a specific organization. The flow chart on "Promotion policy" is enclosed (Annex.I-ED). Thus, the Promotion Policy needs to take care of both Career Planning & Succession Planning. In order to achieve this, the essential sub-systems required are: (i) Tracking System (ii) Assessment System

(2) Classification For monthly rated workmen NEI have the following category of grades:
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GRADE-WISE CLASSIFICATION GRADE Z1 Z2 Z3 S1 S2 S3 S4 S5 S6 S7 S8 M-3(1) M5 M1 M2 M1 M2 M-3(2) M4 M5 M6 M7 M8 E1 E2 E3 E4 E5 E6 E7 E8 DESIGNATION Peon Jamadar Head Jamadar Clerk Sr. Clerk Assistant Shift- Supervisor Sr. Shift- Supervisor Sr. Shift- Supervisor Assistant Officer/Jr. Foreman Officer Sr. Officer Sr. Officer/Asst. Manager Sr. Officer/Asst. Manager Sr. Officer/Asst. Manager Asst. Engineer Engineer Sr. Engineer Superintendent Sr. Superintendent Asst. Manager Area Manager Manger Sr. Manager Divisional Manager Divisional Manager Asst. General Manager Dy. General Manager General Manager Asst. Vice President Vice President
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(3) Promotion policy and career development plan for Staff (Inclusive of Monthly rated workmen (staff). Promotion Process: - Establishment department will process and circulate the list of employees to the concerned Divisional Heads for their recommendations. Divisional Heads may send their recommendations in writing along with Job Descriptions which will be reviewed and discussed by the Vice President (Personnel) with the concern Divisional Heads. After discussions are over the list will be sent to the President for approval. After obtaining approval, Est. Dept. Will process the papers further and inform the Divisional Heads about the promotion for communicating to the individual employee. - Once the promotion based on Job Evaluations are cleared by the competent authority, a copy of the approved Job Description will be sent to the Divisional Head by the Est. Dept. and a copy of the same will also be filed in the Personal File of the individual. - All promoted employees will be individually informed about their promotion in writing indicating their promoted grade, revised Designation etc. Career Development Plan: Career Development activities are carried out at different levels, as follows: Non Supervisory positions (Monthly Rated Workmen): NEI provide career progression to the non-supervisory employee if the person has worked in a particular position for three years and has obtained "Superior" performance rating consecutively for two years subject to availability of higher level vacancy or job enlargement and suitability. Non-Professional to Professional: Non-Professional who does not have professional qualification but is competent because of on the Job Experience and demonstrated ability is
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given career growth based on higher level vacancy or job enlargement, provided he has served for a minimum period of four years in his present grade and has obtained "Superior"/ "Outstanding" rating consecutively for two years. Diploma Engineers: Diploma Engineers career growth plan is attached. Graduate Engineers Graduate Engineers career growth plan is revised from time to time based on experience and market position. Managerial Position For managerial growth one who is professionally qualified and has served for three years in his present grade and position and obtained "Superior"/ "Outstanding" performance rating consecutively for three years may be given opportunity for advancement based on 'Job Enlargement' Policy and merit based organizational need. (4) Annual Increments All permanent employees are eligible for annual increment subject to performance every year either in April or October according to the date of joining. Person joined during January to June & July to December are eligible for increment with effect from April & October respectively. (5) Promotion Policy & Career Development Plan for Daily Rated Workmen: Designations in various categories have been rationalized. Career advancement is provided based on availability of higher level vacancy or job enlargement to meet organizational needs & as per settlements with the union from time to time. Under Rationalization Scheme if workmen is agreeable to take additional work load resulting saving in manpower, he can be considered for up gradation. For deciding the suitability/ merit of the candidate especially for maintenance Tool Room jobs for promotion to the next higher grade, test & interviews are conducted by the committee constituted for the purpose.
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 At the time of placement of the workmen to the next higher grade a job sheet in prescribed form (Annexure V-ED) is filled in by the respective department & the candidate is deployed on training for 3 months on the recommendation of the Committee which is approved by the Factory Manager. For deciding the suitability/merit of the candidate for promotion to the next higher grade, the senior most eligible candidate is put on trial (Training) for 3 months & information to the Time Office in prescribed form (Annexure VI-ED) (Request for Personnel action) is sent by the concerned department soon after he is placed for training on the new position. After satisfactory completion of the training period, an advice for fixation of his grade & increment, if any, is being sent to the Time Office in prescribed form (Annexure VII-ED). A minimum of one increment benefit will be given to all such promotees whose increment anniversary has exceeded a period of six months from the date of promotion. However, if the period is less then six months, he will get only the fitment benefit in the next higher grade.

(6) Transfer Policy The company shall have the right to transfer any employee from one job to another job or from one department to another or from one place to another or from one place to another either locally or out of station. There are two types of transfers, viz. 1. Intra Division Transfer 2. Inter Division Transfer 1. Intra Division Transfer When an employee is transferred within the division from one Department/Section to another, the Department Head will issue a transfer order in consultation with the HRD Department as per format (Annexure VII-ED) & a copy of which is sent to HRD Department & Est. Dept. for their records. Intra division transfer from one station to another may take place to the individual request &/or organizational needs subject to the sole discretion of the management.
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2. Inter Division Transfer Inter division transfer can take place only with the approval of VP (Per.). The transfer Note will contain details such as Transferee Department, Designation, effective date, whether the transfer is against any approved Manpower Requisition or relocation. The VP (Personnel.) will sign the transfer Note & copy will be sent to the concerned Division & Employee Service Dept. Benefits available for Intra Division (Outstation) transfers: Travelling expenses to the new station for self & family as per travel schedule & eligibility. Reimbursement of expenses incurred for transportation of personal belongings shall be made in case the transfer is effected based on the management needs or as decided by the management on merits. INDUSTRY SCENARIO

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THE BEARING INDUSTRY The Indian bearing industry is estimated at Rs30bn. The Industry has established a highly diversified product range of around 1000 types of bearings, having high volume demand. The domestic industry caters to almost 70% of total demand for common varieties and sizes of bearings. The remaining demand to the tune of 30% is being imported, essentially for industrial applications and special purpose. Bearing Industry in India can be divided into three segments the organized sector, unorganised sector and imports.

The organized sector primarily caters to the Original Equipment Manufacturers (OEM) segments, which are predominantly automotive, railways and other industrial users. The replacement, market is dominated by unorganised sector. The organized sector comprises of 12 leading manufacturers who contribute to over 55% of the total turnover. The total investment in the organized sector is about Rs17bn with an annual installed capacity of 234mn bearings and employs more than 14000 people. Most of the big players are having either technical or financial collaboration with leading auto manufacturers. International collaboration gives access to best technology in the world.
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Growth Drivers Bearing Industry is likely to witness good times ahead riding on auto sector boom, economic revival and export growth. Valuations of bearing companies have not seen the kind of run up seen by Auto Ancillary peer group due to concerns over industry demand-supply dynamics and huge presence of unorganized sector. However the leading players in the bearing industry are expected to report a better performance over the next two years, as demand growth in key user industries is expected to rise sharply. The demand for bearing industry is derived from demand in two key user segments - automobile and industrial sector growth. The automobile industry is the largest growth driver for OEM market as it accounts for almost 45% of total bearing market. Engineering sector, which accounts for 28% of total share, holds the second growth driver. Considering the high reliance of bearing industry on automobile sector, the fate of bearing industry is largely dependent on production of vehicles. The demand of bearing is also linked to heavy-duty industrial application in rolling stock, rolling mills, heavy earth moving equipments and other heavy machinery, accounting for 21% of total bearing market. However demand in the latter category is met through imports and therefore does not have significant impact on domestic growth. The automobile industry the largest user segment for Indian bearing market grew 16.5% yoy in FY03 and registered a similar growth of 16.5% yoy in September 2003. All segment of automobile industry are expected to report strong growth in the coming year. Infrastructure has received a fillip in last 2 years through N-S-E-W corridor and Golden Quadrilateral projects. The transformation of road transport through these initiatives as well as higher economic growth would lead to higher demand for commercial vehicle industry. Passenger Cars continue to grow in double digit driven by rising aspirations and cheap and easy availability of finance. Within two wheelers, motorcycle industry growth is expected to continue on its growth path. The overall revival in industry and manufacturing will drive capital investments and spur growth in the engineering industry the second largest customer for bearings industry.

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Export Potential Exports of bearings companies has increased at a CAGR of 13% in last seven years from 1995-96 to 2001-02 at Rs2.5bn. Big players in Indian ball and roller bearing have been already exporting a part of their production to developed countries like US, Europe etc. Domestic players are already sensing the outsourcing opportunity and have initiated the process of manufacturing a range of bearings for meeting the requirements of global customers. The Indian bearing industry, especially the companies having technical/ financial collaboration with global players like SKF Bearings, FAG Bearings, Timken India, ABC Bearings and NRB Bearings are expected to garner higher pie in export market.

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Export Trend

ORGANIZATION OF HR DEPARTMENT Two issues become relevant in a discussion on organization of an HR department. They are: Place of HR department in the overall setup. Composition of the HR department itself. Status of the HR department in the total organizational structure depends on whether a unit is small or large. Earlier, Personal department we called The health and happiness department was seen as a place where the lesser-productive employees could be placed with minimal damage to the organizations ongoing operations. But now the things have changed, the status of the personal department has improved enormously over the years.

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HUMAN RESOURCE DEVELOPMENT AT NEI All we have accomplished so far is only a beginning. We must keep going never giving into the temptation to rest on our laurels, always bearing in mind our responsibility and seeing a greater goal before us. SHRI B.M.BIRLA

From the vision statement of the founder of NEI, it is evident that company is not only playing the role of supplier of widest range of roller bearing but also the company that keeps the engineers of country s growth rolling smoothly into future. In todays environment of globalization, a company can remain competitive by efficient use of its human resource for which it needs a well functioning HR department. NEI has a very strong HRD department, which is engaged in performing the functions of recruitment and selection of all personnels with the active participation of well-experienced and qualified HRD professionals and technical executives. The main objective of HRD department is:1. Effective utilization of Human Resource. 2. Describe working relationship. 3. Maximum individual development. 4. Preparation of effective welfare programmes at all levels. 5. Monitoring the efficiency and effectiveness of the personnel. HRD department expects that new entrants have positive attitude, will do their work and have skills to contribute. HR system of NEI Jaipur is in consonance with mission statement to involve people, provide motivation and create better understanding and positive work culture. The HR system performs the functions under four groups.

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 HUMAN RESOURCE PLANNING Manpower planning, career planning and succession planning. HUMAN RESOURCE DEVELOPMENT Induction, training, performance and potential appraisal, job rotation and promotion. HUMAN RESOURCE MAINTENANCE Wages and salaries, rewards, labour welfare and industrial relation. ORGANIZATIONAL DEVELOPMENT 5s scheme, communication, monitoring, suggestion scheme and socialization.

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A DETAILED ANALYSIS OF THE HR SYSTEM

MANPOWER PLANNING The policy of NEI on manpower emphasis link between manpower planning and strategic. Planning so that appropriate expertise is inducted into the organization at the right time. RECRUITMENT The HRD department is initiating the recruitment process for staff receipt of the manpower requisition from the respective department .The internal vacancies are filled from within and it provides equal opportunities for competition and advancement to eligible employees. Recruitment is also done from the campus under the graduate. Engineer Training Scheme of NEI, the purpose of which is to develop young prospective engineers to become future managers at NEI. INDUCTION Purpose of Induction is to provide an opportunity to an individual who has newly joined the organization. To be able to adopt himself professionally, socially and emotionally with the work culture so that he is able to derive maximum benefits from his employment. 5S SCHEME OF HRD: For implementing the practice of well known Japanese management techniques of 5s the company has takes several steps. 5s consists of the following: SEIRI(Straighten up) Differentiate between the necessary and the unnecessary and discard the unnecessary things Work in progress Unnecessary tools Unused tools Unused machine Defective products
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Papers and documents SEITON (Put things in order) Things must be kept in order that they are ready for used needed. These should be place for everything and everything should be kept in its place.

SEISO(clean up) Keep the workplace clean

SHIKETSU (Personnel cleanliness) Make it a habit to be clean and tidy

SHITSUKE (Discipline) Training to keep their workplace clean.

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COMMUNICATION: The communication at NEI flows through the hierarchy channels. For enhancing the sense of belonging among new employees NEI has introduced MENTOR SYSTEM(coach/guide)in all divisions. The major role of the identified members are: To counsel, guide, educate and train and allow to make the new entraints feel at ease and part of organization right from day one. To coordinate, organize or recommend any special training. To help develop and complete special projects as part of the training process.

SUGGESTION SCHEME: Suggestion scheme is a process through with the employees in the organization generates new ideas. It is a platform for analyzing employee initiative towards organization objectives. Suggestion scheme was launched in NEI in 1991 with a view to maximizing employee environment in co. affair so that new ideas are generated and creative thinking is stimulated to active organization development and effectiveness. To sustain stiff competition in the global market its is most essential that there is continuous improvement in the quality at lower cost. With this view NEI has become a member of INSAAN (Indian National Suggestion Scheme), which is as non profit registered association of industrial and business organization, dedicated to the promotion of suggestion scheme and enhancing the employee potential in various organization through out the country. Suggestion scheme has played a vital role in the enrichment of the organization by tapping the creativity and innovative ability of the employees by cost reduction in the products and procedures and improvement in quality, by work smoothing in the areas of 5s implementation, inventory reduction and such other process.

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SOCIALIZATION: In order to maintain high level of sense of belongingness and interpersonal relation and to improve motivational level among employees, there is a socialization scheme at NEI under with the bosses can invite their subordinate with their spouses. PERFORMANCE APPRAISAL AT NEI NEI attaches extreme importance to the process of performance appraisal. The appraisal system focuses to bring on record the strengths of each employee and also give him and opportunity to remove weakness, if any NEI also has Performance appraisal and assessment system to spot talent and to identity individual realistic training needs for providing requisite appropriate training". Similarly career path planning provides the employees with opportunities to shoulder higher responsibilities. MENTOR A trusted and experienced individual to make a commitment to protg to help him/her grow into the organizations culture and become productive and effective organization members. Tasks of a Mentor Successful mentor are willing to invest time in protgs development. . They are willing to spend time to share their life experiences & wisdom, as well as technical expertise. Successful mentors are role models. They are professionals recognized by their organization as holding position that protg should strive towards achieving. They are a living example of the value and standards which their organization follows. Successful mentors are individuals who have taken the time to learn about the professional and political terrain of the organization. They are sources of information about resources and opportunities within the organization. Successful mentors make genuine attempt to be good listeners, good observers, and good problem-solvers. They are people who give encouragement and support through rough waters and
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unfamiliar territory to their protg. They are the people who give guidance and direction to protg on their performance and facilitate their quest for successful careers. Successful mentors have passion for what they do and a desire to pass on that passion to protg in order to inspire them to achieve their goals.

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NEI NETWORK ALL OVER INDIA

NEI's manufacturing plants are situated at Jaipur and Gunsi (Newai). Whole production is from these two plant. Head office of NEI is also situated were Branch Offices are in Calcutta, Pune, Mumbai, Ahemdabad, Delhi and Faridabad. Registered offices are in Jaipur and Calcutta.

THE NEI EDGE NEI is powered by a strong faith in its own capabilities. This explains its success in building up an improved in fracture of technical strength for designing and constructing engineering machines, even designing new means and method for up gradation of technology. NEI provides a friendly environment to work together as a team with mutual understanding, responsibility, trust, respect, and dignity.

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NEI always attempts to explore new ideas and adopt the latest in world technology to come up with the very best for customers. NEI extensively embarked upon system improvement and implemented modem concepts of Total Quality Management and has been awarded QS 9000 certification. " The mark of excellence in Quality Management systems." By renowned certification BVQI of UK for design, development, manufacture and supply of NEI's complete range of products. NEI was also awarded ISO 14001 certificate by BVQI for environment. In order to reengineer and integrate the business processes for sales, production, materials and finance. NEI has successfully implemented SAP-ERP. By use of this package our processes now conform to international standards.

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DATA ANALYSIS AND INTERPRETATION

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TOPIC: S PCTECH NIQUE

TR AINING NEEDID ENTIFICATION 2 0 10 -11 D IVIS ION: QA/TQM

S .NO CKNO NAMEOFEMPL OYEES D IVIS ION D EPAR TMENT TR AINING PR OGR AMME 1 2 60S ANJAYTIWAR I QA/TQM QA/TQM S PCTECH NIQUE 2 2 83R IS H IS H AR MA QA/TQM QA/TQM S PCTECH NIQUE 3 4 37H AR IS HGUPTA QA/TQM QA/TQM S PCTECH NIQUE 4 5 06S UR END R AK r GUPTA QA/TQM QA/TQM S PCTECH NIQUE 5 5 50R AMJIL ALS H AR MA QA/TQM QA/TQM S PCTECH NIQUE 6 5 54S UBH AS HS H UK L A QA/TQM QA/TQM S PCTECH NIQUE 7 5 67ANILK UMARGUPTA QA/TQM QA/TQM S PCTECH NIQUE 8 5 81B .M CH AUD H AR Y QA/TQM QA/TQM S PCTECH NIQUE 9 6 75D AL B IRS INGHJAD ON QA/TQM QA/TQM S PCTECH NIQUE 10 6 92M.KMAJOK A QA/TQM QA/TQM S PCTECH NIQUE 11 7 51S AMPATL ALJAT QA/TQM QA/TQM S PCTECH NIQUE 12 7 61G.SINDA QA/TQM QA/TQM S PCTECH NIQUE 13 8 90M.SR AJAWAT QA/TQM QA/TQM S PCTECH NIQUE 14 9 57K .CGUPTA QA/TQM QA/TQM S PCTECH NIQUE 15 9 67D UR GES HK r NIR VAN QA/TQM QA/TQM S PCTECH NIQUE 16 9 72ANILCH ANDR AMOL A QA/TQM QA/TQM S PCTECH NIQUE

TRAINING NEEDIDENTIFICATION2010-11 TOPIC: FINANCEFOENON-FINANCEMANAGER DIVIS ION: QA/TQM S .NO CKNO NAMEOFEMPLOYEESDIVIS ION DEPARTMENTTRAINING PROGRAMME 1 469N.KS ONI QA/TQM QA/TQM FINANCEFORNON-FINANCEMANAGER 2 496S .KJAJU QA/TQM QA/TQM FINANCEFORNON-FINANCEMANAGER 3 829A.KGOYAL QA/TQM QA/TQM FINANCEFORNON-FINANCEMANAGER 4 854MUKES HBHARGAVA QA/TQM QA/TQM FINANCEFORNON-FINANCEMANAGER

71

TRAINING NEEDIDENTIFICATION2010-11 TOPIC: COMMUNICATION& PRESENTATIONSKILLS DIVISION: QA/TQM S.NO CKNO NAMEOFEMPLOYEES DIVISION DEPARTMENTTRAININGPROGRAMME 1 226ATIT. C. PATEL QA/TQM QA/TQM COMMUNICATION& PRESENTATIONSKILLS 2 371MAHESHPANCHAL QA/TQM QA/TQM COMMUNICATION& PRESENTATIONSKILLS 3 380SOMESHKr CHAHAR QA/TQM QA/TQM COMMUNICATION& PRESENTATIONSKILLS 4 489NAGENDRAVERMA QA/TQM QA/TQM COMMUNICATION& PRESENTATIONSKILLS 5 506SURENDRAK. GUPTA QA/TQM QA/TQM COMMUNICATION& PRESENTATIONSKILLS 6 550RAMJI LALSHARMA QA/TQM QA/TQM COMMUNICATION& PRESENTATIONSKILLS 7 579NARESHKUMARJAIN QA/TQM QA/TQM COMMUNICATION& PRESENTATIONSKILLS 8 601ALOKSINGHDUBEY QA/TQM QA/TQM COMMUNICATION& PRESENTATIONSKILLS
TR AINING NEE DID ENT IFICATION 2 0 1 0 -1 1 D IVIS ION: QA/T QM

T OPIC: AUD IT ING S K IL L S

S .NO CKNO NAMEOFEMPL OYEESD IVIS ION D EPAR TMENT TR AINING PR OGR AMME 1 8 6ANK URB H US H AN QA/TQM QA/TQM AUD ITING S K IL L S 2 5 7 9NAR E S HK r GOYAL QA/TQM QA/TQM AUD ITING S K IL L S 3 6 0 1AL OKS INGHD UB EY QA/TQM QA/TQM AUD ITING S K IL L S 4 8 2 9A.KGOYAL QA/TQM QA/TQM AUD ITING S K IL L S

TOPIC: AR TOFL EAD ER S H IP

TR AINING NEEDID ENTIFICATION 2 0 10 -1 1 D IVIS ION: QA/TQM

S .NO CKNO NAMEOFEMPLOYEESD IVIS ION D EPAR TMENT TR AINING PR OGR AMME 1 4 96S .KJAJU QA/TQM QA/TQM AR TOFL EAD ER S H IP

TOPIC: ASSESSMENTCENTRE

TRAINING NEEDIDENTIFICATION2010-11 DIVISION: QA/TQM

S.NO CKNO NAMEOFEMPLOYEESDIVISION DEPARTMENTTRAINING PROGRAMME 1 579NARESHKUMARJAIN QA/TQM QA/TQM ASSESSMENTCENTRE

72

TOPIC: SAMPLING & AUDITTECHNIQUE

TRAINING NEEDIDENTIFICATION2010-11 DIVISION: QA/TQM

S.NO CKNO NAMEOFEMPLOYEESDIVISION DEPARTMENTTRAINING PROGRAMME 1 226ATITC. PATEL QA/TQM QA/TQM SAMPLING & AUDITTECHNIQUE
TR AINING NEEDIDENTIFICATION2010-11 DIVIS ION: QA/TQM

TOPIC: MS A

S .NO CKNO NAMEOFEMPL OYEES DIVIS ION DEPAR TMENTTR AINING PR OGR AMME 1 86ANK URBH US H AN QA/TQM QA/TQM MS A 2 260S ANJAYTIWARI QA/TQM QA/TQM MS A 3 437HAR IS HGUPTA QA/TQM QA/TQM MS A 4 579NARES HK UMARJAIN QA/TQM QA/TQM MS A 5 601AL OKS INGHD UBEY QA/TQM QA/TQM MS A 6 751S AMPATL ALJAT QA/TQM QA/TQM MS A 7 761G.SINDA QA/TQM QA/TQM MS A 8 829A.KGOYAL QA/TQM QA/TQM MS A 9 890M.SR AJAWAT QA/TQM QA/TQM MS A 10 967DURGES HK r NIR VAN QA/TQM QA/TQM MS A 11 972ANILCH ANDR AMOL A QA/TQM QA/TQM MS A

TOPIC: S UB OR D INATED EVEL OPMENT

TR AINING NEEDID ENTIFICATION2 0 1 0 -1 1 D IVIS ION: QA/TQM

S .NO CKNO NAMEOFEMPL OYEESD IVIS ION D EPAR TMENT TR AINING PR OGR AMME 1 4 9 6S .KJAJU QA/TQM QA/TQM S UB OR D INATED EVEL OPMENT

73

TRAINING NEEDIDENTIFICATION2010-11 TOPIC: CALLIBRATION& MEASUREMENTTRACIBILITY DIVISION: QA/TQM S.NO CKNO NAMEOFEMPLOYEES DIVISION DEPARTMENTTRAINING PROGRAMME 1 751SAMPATLALJAT QA/TQM QA/TQM CALLIBRATION& MEASUREMENTTRACIBILITY 3 967DURGESHKrNIRVAN QA/TQM QA/TQM CALLIBRATION& MEASUREMENTTRACIBILITY 3 972ANILCHANDRAMOLA QA/TQM QA/TQM CALLIBRATION& MEASUREMENTTRACIBILITY

T OPIC: WOR K S H OPONTEAMWOR K

TR AINING NEEDID ENTIFICATION2 0 1 0 -1 1 D IVIS ION: QA/TQM

S .NO CKNO NAMEOFEMPL OYEES D IVIS ION D EPAR TMENT TR AINING PR OGR AMME 1 8 6ANK URB H US H AN QA/TQM QA/TQM WOR K S H OPONTE AMWOR K 2 2 6 0S ANJAYT IWAR I QA/TQM QA/TQM WOR K S H OPONTE AMWOR K 3 2 8 3R IS H IS H AR MA QA/TQM QA/TQM WOR K S H OPONTE AMWOR K 4 4 3 7H AR IS HGUPTA QA/TQM QA/TQM WOR K S H OPONTE AMWOR K 5 5 5 4S UB H AS HS H UK L A QA/TQM QA/TQM WOR K S H OPONTE AMWOR K 6 5 6 0 MUK ES HS INGH AL QA/TQM QA/TQM WOR K S H OPONTE AMWOR K 7 5 6 2B R IJEND R AGOS WAMI QA/TQM QA/TQM WOR K S H OPONTE AMWOR K 8 5 6 7 ANILK UMARGOYAL QA/TQM QA/TQM WOR K S H OPONTE AMWOR K 9 5 7 9 NAR ES HK UMARJAIN QA/TQM QA/TQM WOR K S H OPONTE AMWOR K 1 0 5 8 1B .M CH AUD H AR Y QA/TQM QA/TQM WOR K S H OPONTE AMWOR K 1 1 6 6 3S R IK ANTYAD AV QA/TQM QA/TQM WOR K S H OPONTE AMWOR K 1 2 6 7 5D AL B IRS INGHJAD ON QA/TQM QA/TQM WOR K S H OPONTE AMWOR K 1 3 6 9 2 M.KMAJOK A QA/TQM QA/TQM WOR K S H OPONTE AMWOR K 1 4 7 4 4S UR END R APANCH AL QA/TQM QA/TQM WOR K S H OPONTE AMWOR K 1 5 7 5 1S AMPATL ALJAT QA/TQM QA/TQM WOR K S H OPONTE AMWOR K 1 6 7 6 1 G.SIND A QA/TQM QA/TQM WOR K S H OPONTE AMWOR K 1 7 8 9 0 M.SR AJAWAT QA/TQM QA/TQM WOR K S H OPONTE AMWOR K 1 8 9 5 7K .CGUPT A QA/TQM QA/TQM WOR K S H OPONTE AMWOR K 1 9 9 6 7D UR GES HK r NIR VAN QA/TQM QA/TQM WOR K S H OPONTE AMWOR K 2 0 9 7 2 ANILCH ANDR AMOL A QA/TQM QA/TQM WOR K S H OPONTE AMWOR K

74

TRAINING NEEDIDENTIFICATION2010-11 TOPIC: MOTIVATION& POS ITIVEATTITUDE DIVIS ION: QA/TQM S .NO CKNO NAMEOFEMPLOYEESDIVIS ION DEPAR TMENTTRAINING PROGRAMME 1 86ANKURBHUS HAN QA/TQM QA/TQM MOTIVATION& POS ITIVEATTITUDE 2 744S URENDRAPANCHAL QA/TQM QA/TQM MOTIVATION& POS ITIVEATTITUDE 3 751S AMPATLALJAT QA/TQM QA/TQM MOTIVATION& POS ITIVEATTITUDE

TOPIC: EMOTIONALINTELLIGENCE

TRAININGNEEDIDENTIFICATION2010-11 DIVIS ION: QA/TQM

S .NO CKNO NAMEOFEMPLOYEESDIVIS ION DEPARTMENTTRAINING PROGRAMME 1 469N.KS ONI QA/TQM QA/TQM EMOTIONALINTELLIGENCE 2 829A.KGOYAL QA/TQM QA/TQM EMOTIONALINTELLIGENCE 3 854MUKES HBHARGAVA QA/TQM QA/TQM EMOTIONALINTELLIGENCE

TOPIC: TEAM DYNAMICS

TRAINING NEEDIDENTIFICATION 2010-11 DIVISION: QA/TQM

S .NO CKNO NAMEOFEMPLOYEESDIVIS ION DEPARTMENTTRAINING PROGRAMME 1 496S .KJAJU QA/TQM QA/TQM TEAM DYNAMICS 2 829A.KGOYAL QA/TQM QA/TQM TEAM DYNAMICS 3 854MUKES HBHARGAVA QA/TQM QA/TQM TEAM DYNAMICS

TOPIC: FMEA

TR AINING NEEDIDENTIFICATION 2010-11 DIVIS ION: QA/TQM

S .NO CKNO NAMEOFEMPL OYEESDIVIS ION D EPAR TMENT TRAINING PR OGR AMME 1 579NAR ES HK r GOYAL QA/TQM QA/TQM FMEA 2 601AL OKS INGHGOYAL QA/TQM QA/TQM FMEA 3 829A.KGOYAL QA/TQM QA/TQM FMEA
75

TRAINING NEEDS IDENTIFIED FOR QA/TQM STAFF ARE: TOTAL NO. OF EMPLOYEES- 25 TOTAL TRAINING NEEDS IDENTIFIED - 15 SPC TECHNIQUE- 16 FINANCE FOR NON-FINANCE MANAGERS- 4 COMMUNICATION & PRESENTATION SKILLS- 8 AUDITING SKILLS- 4 ART OF LEADERSHIP- 1 ASSESSMENT CENTRE- 1 SAMPLING & AUDIT TECHNIQUE- 1 MSA- 11 SUBORDINATE DEVELOPMENT- 1 WORKSHOP ON TEAMWORK- 20 MOTIVATION & POSITIVE ATTITUDE- 3 EMOTIONAL INTELLIGENCE- 3 TEAM DYNAMICS- 3 FMEA- 3 CALLIBRATION & MEASUREMENT TRACIBILITY- 3

76

H aveyou underg oneanytraining prog ram m e

32%

Yes 68% No

Observation: 68% of the employees have undergone training prograamme while 32% have not.

77

D oyou think trainingisnecessaryfor any newem ployee

20%

Yes No 80%

Observation: 80% employees think that training is necessary for any new employee while 20% say no to it.

78

D oesyour org anisationhas a set procedure foridentifyingtrainingneeds

12%

Yes 88% No

Observation: 88% responded yes that the organization has a set procedure for identifying training needs while 12% say no

79

Istrainingnecessaryfor im provingyour perform ance

36%

64%

Yes No

Observation: 64% think that training is necessary to improve their performance while 36% say no.

80

D oesyour m anag er help you in selectingthe trainingprog ram m eyou require

48% 52% Yes No

Observation: 48% say that their manager help them in selecting the training programme while 52% say no.

81

Areyou satisfiedwith the waythe training sessionwasorg anised

24%

Yes 76% No

Observation: 76% are satisfied with the training sessions organized while 24% are not.

82

Isthe duration of the trainingprog ram m e sufficient

40% Yes No

60%

Observation: 60% says that the duration of the training is sufficient while 40% says it was not

83

D oyou think the teachingm ethodolog y adoptedwaseffective

16%

Yes 84% No

Obseravtion: 84% think that the teaching methodology adopted was effective while 16% say no.

84

Aretrainingprog ram m ehelpful for you

8%

Yes No 92%

Observation: 92% says that the training programme were helpful to them while 8% say no.

85

W ereyou awareof the objectivesof the prog ram m eat the tim e of your nom ination
4%

Yes No 96%

Observation: 96% of the employees were aware while 4% were unaware of the objectives of the training programme.

86

W asthe trainingprog ram m ein line with your expectation

44% 56% Yes No

Observation: 56% employees think that the training programme was upto their expectations while 44% does not think so.

87

W asthetrainingprog ram m erelevantto your worksituation

28%

Yes 72% No

Observation: 72% think that the training programme was relevant to their work situation while 28% say no to it.

88

H asyour im provem entin the training prog ram m ebeen noticed byyour cowork ersandm anag er
32% Yes No

68%

Observation: 68% think that their improvement through training programme was noticed by their co-workers and managers while 32% say no

89

Observation: 72% employees feel that the training programme remained relevant over a period of time while 28% does not feel so.

90

Observation: 84% employees think that training should be provided to them on a regular basis while 16% does not feel that it should be conducted on regular basis.

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RECOMMENDATIONS The employees could get training from the following institutes in order to bridge the gap between the desired and actual skills. 1) MSA , SPC & Measuring techniques Mr. Vivek Ghodke Octagon Precision India Private Limited 3, Kanchan, 19 Girija Housing Soci., M. I. T. College Road Pune - 411 038, Maharashtra, India Mobile: +(91)-9325084622 Email: sales@octagon.co.in

2) SPC TECHNIQUE ISO trainers and consultants Padmavati plaza, KUKATPALLY, Hyderabad 500072, Andhra Pradesh ph: 9394819345 http://www.isotrainersandconsultants.com

3) FMEA MAGNA STEYR India Pvt Ltd : Pune : QFD FEA FMEA DOE VA/VE DFM/DFA Email: resumes.india@magnasteyr.com Telephone: 020-66751010 4) CALLIBRATION & MEASUREMENT TRACIBILITY ANAND TESTING MACHINE SERVICES Mr. Sheetal Anandache No. 19/506, 55-A, Yashwant Colony, Ichalkaranji. Kolhapur, Maharashtra. India e-mail : klpvganand@sancharnet.in,anandtest@dataone.in
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Telephone- (91)-(230)- 2423351/2422457 Mobile-(91)-9422423236/9422583063 INTERNATIONAL QUALITY Mangt SOLUTION CONTACT PERSON: Dr SAMEER KUMAR Mobile (UAE): +971 559690475 Mobile (India): +91- 9811411428 FAX: 91-11-66619326 e-mail- info@iqmsindia.com -sameer.iqms@gmail.com 5) COMMUNICATION & PRESENTATION SKILLS STARTING POINT COMPENTENCY TRAINING INDIA Pvt, Ltd. 118, NEIL RAO TOWERS, 1st Floor, WEST WING, ROAD NO. 3, EPIP, WHITEFIELD, BANGLORE. Ph- 91- 9900937626 e-mail- contact@startingpoint.in 6) TRAINING ON AUDITING SKILLS (IRCA)INTERNATIONAL REGISTER OF CERTIFICATED AUDITORS 12 GROSVERNOR CRESCENT LONDON SWIX 7EE. UK TEL: +44 (0) 2072456833 FAX: +44 (0) 2072456755 Email: irca@irca.org TQMI 52 COMMUNITY CENTRE 2nd FLOOR, EAST OF KAILASH, NEW DELHI- 110065 TEL- +91 (11) 46526000 Email- neeta@tqmi.com

93

7) TRAINING ON EMOTIONAL INTELLIGENCE INSTITUTE FOR HEALTH & HUMAN POTENTIAL P.O BOX 334 WAYNE, IL 60184 USA Email: inquries@ihhp.com 8) TRAINING ON TEAMWORK CENTRE FOR MANAGEMENT EFFECTIVENESS ( CMOE) 9146 SOUTH 700 EAST SANDY, UTAH,84070 USA TEL: 1-801-569-3444 FAX: 1-801-569-3449 Email: info@cmoe.com & ORGANISATION

9) TRAINING ON SUBORDINATE DEVELOPMENT KNOWLEDGEWOODS CONSULTANCY Pvt. Ltd REGUS BUSINESS CENTER (DELHI) Pvt. Ltd LEVEL 2, ELEGANCE TOWER, MATHURA ROAD, JASOLA. NEW DELHI-110025 10) TRAINING ON LEADERSHIP SKILLS

LEARNING LEADERSHIP 11, SHRISTI TARA, off LAKAKI ROAD MODEL COLONY. PUNE. INDIA TEL: 91 9373311983 Email- support@learning_leadership.com

CONCLUSION
94

TRAINING is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules or changing of attitudes & behaviours to enhance the performance of employees. Training needs can be identified through the following types of analysis:ORGANISATIONAL ANALYSIS: It involves a study of the entire organization in terms of its objectives, its resources, resource allocation and utilization, growth potential and its environment. Its purpose is to determine where training emphasis should be placed within the organization. Organisational analysis consists of following elements: a) ANALYSIS OF OBJECTIVES b) RESOURCE UTILISATION ANALYSIS c) ORGANISATION CLIMATE ANALYSIS d) ENVIRONMENTAL SCANNING TASK OR ROLE ANALYSIS: It is systematic and detailed analysis of jobs to identify job contents, the knowledge, skills and aptitudes required and the work behavior. MANPOWER ANALYSIS: The persons to be trained and the changes required in the knowledge, skills and aptitudes of an employee are determined. TRAINING NEEDS IDENTIFIED FOR QA/TQM STAFF FROM THE STUDY CONDUCTED ARE: SPC TECHNIQUE FINANCE FOR NON-FINANCE MANAGERS COMMUNICATION & PRESENTATION SKILLS AUDITING SKILLS ART OF LEADERSHIP ASSESSMENT CENTRE SAMPLING & AUDIT TECHNIQUE MSA
95

SUBORDINATE DEVELOPMENT WORKSHOP ON TEAMWORK MOTIVATION & POSITIVE ATTITUDE EMOTIONAL INTELLIGENCE TEAM DYNAMICS FMEA CALLIBRATION & MEASUREMENT TRACIBILITY

96

SUGGESTIONS Training is the process of increasing the knowledge & skills of the employees to perform a specific job. Identification of training needs requires analysis of organization, objectives, resources, environment, tasks and manpower. Training programme must be designed & conducted scientifically & with a good spirit & intention. In practice many training programme are started without analyzing training needs. Organization should provide training programme to cover the gap between the desired & the actual skills in order to develop the competencies of employee Training should be conducted in the actual job environment to the maximum possible extent. Training programmes should be held after a regular period of time. Employees should be motivated to attend these training programmes regularly and with enthusiasm. Evaluation of training programme is necessary as it helps to know about the success of any training programme. Retraining ( it is the process of providing training to persons who underwent training earlier in their job) should be provided to the employees if the training does not yield desired results.

97

Bibliography
Books
Gupta , C.B. HUMAN RESOURCE MANAGEMENT, New Delhi, Pearson Education, Edition tenth,2004. Mamoria, C.B, Gankar J.S, PERSONNEL MANAGEMENT, Mumbai: Himalaya Publishing House, Edition twenty third, 2003 Pattanayak, Biswajeet. HUMAN RESOURCE MANAGEMENT, New Delhi: Prentice Hall of India, Edition third,2005 Weihrich,Heinz,Cannice V. Mark, Koontz, Harold, Management, Tata McGraw Hill, Edition twelth, 2009 Raman, Meenakshi, Singh, Oxford University Press, Edition seventh,2008 Sudha, G.S, HUMAN RESOURCE MANAGEMENT, Jaipur, Ramesh Book Depot, Edition 2007.

Websites
www.neibearing.com www.google.com www.wikipedia.com

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ANNEXURE
QUESTIONNAIRE
Identification of Training Needs Personal Data Name : Department : Designation : Experience : Please tick on appropriate box 1. Have you undergone any training program? Yes ( ) No ( ) If yes specify? Technical Skills ( ) Soft Skills ( )

Process training ( ) Both ( )

2. Do you think training is necessary for any new employee? Yes No ( ) ( )

3. Does your organization have a set procedure for identifying training needs? Yes No ( ) ( )

4. Is training necessary for improving your performance?

99

 Yes No

( ) ( )

5. Does your manager help you in selecting the training program you require? Yes No ( ) ( )

6. Are you satisfied with the way the training session was organized? Yes No ( ) ( )

7. Is the duration of the training program sufficient? Yes No ( ) ( )

8. Do you think the teaching methodology adopted is effective? Yes No ( ) ( )

9. Are training programs helpful for you? Yes No ( ) ( )

10. Were you aware of the objectives of the program at the time of your nomination? Yes No ( ) ( )

11.Was the program was in line with your expectation. Yes ( )

100

 No

( )

12.The training program was relevant to your work situation? Yes No ( ) ( )

13.Has your improvement in the training program been noticed by your colleagues and manager? Yes No ( ) ( )

14. Does the training program remained relevant over a period of time? Yes No ( ) ( )

15. Do you think training programs should be conducted on regular basis? Yes

( ) ( )

No

101