Organization Study Undertaken

at
JBM GROUP
Submitted in partial fulfillment of the requirements for the award of the
Degree of Bachelor of Business Administration
of CHRIST (Deemed to be University)
By
DEEPANK KHANDUJA
Reg. No. 11111245

DEPARTMENT OF MANAGEMENT STUDIES

CHRIST (Deemed to be University)
BANGALORE
2019
 DECLARATION

I, Deepank Khanduja, hereby declare that the project report, titled “An Organizational Study
Undertaken at Neel Metal Products Limited (JBM GROUP).,” submitted to Neel Metal Products
Limited in partial fulfilment of the requirements for the award of the Degree of Bachelor of Business
Administration is a record of original and independent study undertaken by me during 2019–2020
under the supervision and guidance of Mr. Sumit Malik, Department of Human Resources and it has
not formed the basis for the award of any Degree/ Diploma / Associate ship / Fellowship or other
similar title of recognition to any candidate of any University.

Date: Deepank Khanduja

 ACKNOWLEDGEMENTS

It is indeed a great pleasue and privilege to present this report on training at NEEL METAL
PRODUCTS LIMITED, JBM GROUP, GURUGRAM.

I am extremely grateful to my head of the Department and training & placement officer for issuing
a Training Letter, which made my training possible at NEEL METAL PRODUCTS LIMITED,
JBM GROUP, GURUGRAM.

First, I thank the HR Head, MR. L.B Mishra for considering my potential in doing this summer
internship and providing this wonderful opportunity.
I would like to express my gratitude to Mr. Sumit Malik for his invaluable suggestions,
motivation,guidance and support through out the training. His methodology to start from simple ant
then deepen through made me to bring out this project report without anxiety.
Thanks to all other JBM officials, operators and all other members of JBM, yet uncounted for their
help in completing the project and see the light of success. I am very thankful to friends, colleagues
and all other persons who rendered their assistance directly or indirectly to complete this project
work successfully.

Date: Deepank Khanduja

1.1 INDUSTRY PROFILE
The automobile industry comprises a wide range of companies and organizations involved in
the design, development, manufacturing, marketing, and selling of motor vehicles.[1] It is one of the
world's largest economic sectors by revenue. The automotive industry does not include industries
dedicated to the maintenance of automobiles following delivery to the end-user such as automobile
repair shops and motor fuel filling stations.
The word automotive comes from the Greek autos (self), and Latin motivus (of motion), referring to
any form of self-powered vehicle. This term, as proposed by Elmer Sperry (1860-1930), first came
into use with reference to automobiles in 1898.
The automotive industry began in the 1860s with hundreds of manufacturers that pioneered
the horseless carriage. For many decades, the United States led the world in total automobile
production. In 1929, before the Great Depression, the world had 32,028,500 automobiles in use, and
the U.S. automobile industry produced over 90% of them. At that time the U.S. had one car per 4.87
persons.[4] After World War II, the U.S. produced about 75 percent of world's auto production. In
1980, the U.S. was overtaken by Japan and then became world's leader again in 1994. In 2006,
Japan narrowly passed the U.S. in production and held this rank until 2009, when China took the
top spot with 13.8 million units. With 19.3 million units manufactured in 2012, China almost
doubled the U.S. production, with 10.3 million units, while Japan was in third place with 9.9
million units.[5] From 1970 (140 models) over 1998 (260 models) to 2012 (684 models), the number
of automobile models in the U.S. has grown exponentially.] The automotive industry in India is one
of the largest in the world.

Introduction
The Indian automobile industry became the 4th largest in the world with sales increasing 9.5 per
cent year-on-year to 4.02 million units (excluding two wheelers) in 2017. It was the 7th largest
manufacturer of commercial vehicles in 2017.
The Two Wheelers segment dominates the market in terms of volume owing to a growing middle
class and a young population. Moreover, the growing interest of the companies in exploring the
rural markets further aided the growth of the sector.
India is also a prominent auto exporter and has strong export growth expectations for the near
future. Automobile exports grew 15.54 per cent during April 2018-February 2019. It is expected to
grow at a CAGR of 3.05 per cent during 2016-2026. In addition, several initiatives by the
Government of India and the major automobile players in the Indian market are expected to make
India a leader in the two-wheeler and four wheeler market in the world by 2020.
Market Size
Domestic automobile production increased at 7.08 per cent CAGR between FY13-18 with 29.07
million vehicles manufactured in the country in FY18. During April 2018-January 2019,
automobile production increased 9.84 per cent year-on-year to reach 26.26 million vehicle units.
Overall domestic automobiles sales increased at 7.01 per cent CAGR between FY13-18 with 24.97
million vehicles getting sold in FY18. During April 2018-January 2019, highest year-on-year
growth in domestic sales among all the categories was recorded in commercial vehicles at 22.79 per
cent followed by 14.79 per cent year-on-year growth in the sales of three-wheelers.
Premium motorbike sales in India crossed one million units in FY18. During January-September
2018, BMW registered a growth of 11 per cent year-on-year in its sales in India at 7,915 units.
Mercedes Benz ranked first in sales satisfaction in the luxury vehicles segment according to J D
Power 2018 India sales satisfaction index (luxury).
Sales of electric two-wheelers are estimated to have crossed 55,000 vehicles in 2017-18.
Investments
In order to keep up with the growing demand, several auto makers have started investing heavily in
various segments of the industry during the last few months. The industry has attracted Foreign
Direct Investment (FDI) worth US$ 20.85 billion during the period April 2000 to December 2018,
according to data released by Department of Industrial Policy and Promotion (DIPP).
Some of the recent/planned investments and developments in the automobile sector in India are as
follows:
• Ashok Leyland has planned a capital expenditure of Rs 1,000 crore (US$ 155.20 million) to launch
20-25 new models across various commercial vehicle categories in 2018-19.
• Hyundai is planning to invest US$ 1 billion in India by 2020. SAIC Motor has also announced to
invest US$ 310 million in India.
• Mercedes Benz has increased the manufacturing capacity of its Chakan Plant to 20,000 units per
year, highest for any luxury car manufacturing in India.
• As of October 2018, Honda Motors Company is planning to set up its third factory in India for
launching hybrid and electric vehicles with the cost of Rs 9,200 crore (US$ 1.31 billion), its largest
investment in India so far.
• In November 2018, Mahindra Electric Mobility opened its electric technology manufacturing hub in
Bangalore with an investment of Rs 100 crore (US$ 14.25 million) which will increase its annual
manufacturing capacity to 25,000 units.
Government Initiatives
The Government of India encourages foreign investment in the automobile sector and allows 100
per cent FDI under the automatic route.
Some of the recent initiatives taken by the Government of India are -
• The government aims to develop India as a global manufacturing centre and an R&D hub.
• Under NAT Rip, the Government of India is planning to set up R&D centres at a total cost of US$
388.5 million to enable the industry to be on par with global standards
• The Ministry of Heavy Industries, Government of India has shortlisted 11 cities in the country for
introduction of electric vehicles (EVs) in their public transport systems under the FAME (Faster
Adoption and Manufacturing of (Hybrid) and Electric Vehicles in India) scheme. The government
will also set up incubation centre for start-ups working in electric vehicles space.
• In February 2019, the Government of India approved the FAME-II scheme with a fund requirement
of Rs 10,000 crore (US$ 1.39 billion) for FY20-22.
Achievements
Following are the achievements of the government in the past four years:
• Number of vehicles supported under FAME scheme increased from 5,197 in June 2015 to 192,451
in March 2018. During 2017-18, 47,912 two-wheelers, 2,202 three-wheelers, 185 four-wheelers and
10 light commercial vehicles were supported under FAME scheme.
• Under National Automotive Testing And R&D Infrastructure Project (NATRIP), following testing
and research centres have been established in the country since 2015
o International Centre for Automotive Technology (ICAT), Manesar
o National Institute for Automotive Inspection, Maintenance & Training (NIAIMT), Silchar
o National Automotive Testing Tracks (NATRAX), Indore
o Automotive Research Association of India (ARAI), Pune
o Global Automotive Research Centre (GARC), Chennai
• SAMARTH Udyog – Industry 4.0 centres: ‘Demo cum experience’ centres are being set up in the
country for promoting smart and advanced manufacturing helping SMEs to implement Industry 4.0
(automation and data exchange in manufacturing technology).
Road Ahead
The automobile industry is supported by various factors such as availability of skilled labour at low
cost, robust R&D centres and low cost steel production. The industry also provides great
opportunities for investment and direct and indirect employment to skilled and unskilled labour.
Indian automotive industry (including component manufacturing) is expected to reach Rs 16.16-
18.18 trillion (US$ 251.4-282.8 billion) by 2026. Two-wheelers are expected to grow 9 per cent in
2018.
1.2 COMPANY PROFILE

JBM Group is a focused and progressive conglomerate aiming to add value to our customers ‘business via
its products, services and innovative solutions. The Group has a diversified portfolio with presence in
multiple domains such as Automotive, Engineering & Design services, Renewable energy, Railways and
OEM. JBM Group currently has an infrastructure of 40 manufacturing plants, 4 Engineering & Design
centres across 18 locations globally. The multibillion dollar JBM Group has broadened its horizons by
focusing on quality delivery, solutions approach, product development processes, flexible manufacturing
systems and contract manufacturing. JBM Group comprising primarily of auto component division, caters
services to esteemed clients that include Ashok Leyland, Bajaj Auto Ltd, Fiat, Ford, General Motors
Corporation, Honda, Hero, JCB, Mahindra, Maruti Suzuki, Renault, Nissan, TATA, Toyota, TVS, Volvo-
Eicher, Volkswagen and many more.
JBM at a glance
The Group has alliances with more than 15 renowned companies globally and the associations include
Arcelor Mittal, Cornaglia, Dassault Systemes, JFE Steel Corporation, Magnetto Automotive, Ogihara,
Sumitomo, Solaris bus and many more. The organization’s structure enables each business division to
chart its own path in their line of business and simultaneously leverage organisational synergies across
divisions to benefit from the rich experience of the Group.
As part of the diversification strategy of the group into the OEM space, JBM recently launched the bus
division. JBM buses are specialised in terms of luxury and are premium high-tech low floor buses ideal for
city commute. In 2014, the company introduced India’s first true low floor city bus - ‘CITYLIFE’ that has
redefined the dynamics of the public transformation domain in our country. This year, JBM unveiled India’s
first 100% electric bus – ‘ECOLIFE’ that incorporates globally proven European technology for Electric
Vehicles first time in India which is sustainable and affordable. These buses has first of its kinds innovative
features that ensures enhanced comfort, safety and security for the commuters.
JBM Group believes that success depends on collective competencies, technical abilities and commitment
of human capital. The core strength and value asset of JBM Group is the dedication of 20,000 plus
employees, who synergize to deliver quality results to the clients.
JBM Group is a true global corporate citizen committed towards the upliftment and development of the
society, the group executes large gamut of activities through its corporate social responsibility arm - Neel
Foundation. The organization believes and undertakes various activities that enhance and enrich the
quality of life of the community. JBM Group also prevails to preserve the ecological balance as well as its
cultural heritage of India.
JBM Group is a proud member of ACMA, AIMA, CII, FICCI, IEEE, IGCC and PHDCCI and SIAM.
NEEL METAL PRODUCTS LTD. (DIVISION)

Neel Metal Products Ltd. manufactures and supplies automotive components for two-wheelers. It offers
sheet metal components such as fuel tanks, frames and chassis parts for two-wheeler manufacturers. The
company deals in automotive parts, motorcycle parts and agricultural machine parts. Neel Metal Products
Limited was formerly known as Thai Summit Neel Auto Pvt. Ltd. As a result of the acquisition of Thai Summit
Neel Auto Pvt. Ltd. by Neel Metal Products Limited, Thai Summit Neel Auto Pvt. Ltd.'s name was changed in
December 2012. The company was incorporated in 2003 and is based in Gurugram, India. Neel Auto Private
Limited operates as a subsidiary of Neel Metal Products Limited.

Products and facilities

The facilities include Pressing, Welding, Pipe Bending, Painting, Special Purpose Machines (SPM's)
and Powder coating machines.
Almost all major two-wheeler manufacturers (motorcycle and scooters) in India are this company’s
esteemed and delighted customers.
A vast range of products of this venture include parts of the two-wheeler such as Fuel tanks,
assemblies, guards, tubular frames and complete mufflers.
There Thailand based JV partner, Thai Summit Group is a 30 years old group with over 30 plants
dealing with the manufacturing of automotive and agricultural machine parts.
 The Parts this plant manufactures are as follows :-

• Fuel Tank, Pipe Exhaust, Frame, Muffler, Sear CRS Anchor, Wiring Harness, Edging Mounting
Parts, Sear Raiser Assembly, Seat Frame, Chain Case, Frame Assembly, Main Stand, Main Step
Assembly, Front Guard, Bar Comp Side Stand, Tube Down, Comp. Frame Bottom, Bar Comp.
Step, Saree Guard, Tube Compressor Frame, Tube Compressor Slide, Brkt Rr Swing Arm, Tube
Compressor Frame, Brkt Comp Rr Shock Abs, Pipe Comp Frame Head.
• BOARD OF DIRECTORS:

Mr. Surendra Kumar Chairman •

Arya

Ms. Pravin Tripathi Director

Mr. Mahesh Kumar Director
Aggarwal
Mr. Sandip Sanyal Executive Director
Mr. Ashok Kumar Director
Agarwal
Mr. Nishant Arya Executive Director
Mr. Vivek Gupta CFO

1.3 Vision, Mission, Goals and Objectives

2. Organization Structure
3.1 FINANCE
Sales and Marketing.
Revenue is measured at the fair value of the consideration received or receivable. Amounts
disclosed as revenue are inclusive of
excise duty and net of returns, cash discount, trade allowances, sales incentives, value added taxes,
goods and services tax and
amount collected on behalf of third parties. The group recognizes revenue when the amount of
revenue and its related cost can be reliably measured and it is probable that future economic
benefits will flow to the group and specific criteria have been met for each of the group’s activities
as described below. The group bases its estimates on historical results, taking into consideration the
type of customer, the type of transactions and the specifics of each arrangement.
Sale of goods
Revenue from sales of goods is recognized when the significant risks and rewards of ownership of
the goods have been passed to the buyer, usually on delivery of the goods. Revenue from the sale of
goods is measured at the fair value of the consideration received or receivable, net of returns, cash
discount, trade allowances,

Domestic Sales Trends (in no.’s)

Export Trends (in no.’s)
Domestic sales of commercial vehicles created a new
record by selling 856,453 units in FY2017-18. The segment
surpassed its earlier sales record of 809,499 units in FY
2011-12.

Category 2013-14 2014-15 2015-16 2016-17 2017-18 Increase

Passenger Vehicles 2503509 2601236 2789208 3047582 3287965 07.89
Commercial Vehicles 632851 614948 685704 714082 856453 19.94
Three Wheelers 480085 532626 538208 511879 635698 24.19
Two Wheelers 14806778 15975561 16455851 17589738 20192672 14.80
Grand Total 18423223 19724371 20468971 21863281 24972788 14.22
Category 2013-14 2014-15 2015-16 2016-17 2017-18 % Increase

Category 2013-14 2014-15 2015-16 2016-17 2017-18 Increase

Passenger Vehicles 596142 621341 653053 758727 747287 (1.51)
Commercial Vehicles 77050 86939 103124 108271 96867 (10.53)
Three Wheelers 353392 407600 404441 271894 381002 40.13
Two Wheelers 2084000 2457466 2482876 2340277 2815016 20.29
Grand Total 3110584 3573346 3643494 3479169 4040172 16.12

COMPONENT DIVISION (Manufacturing)

It manufactures key auto systems & high level assemblies. Most of its innovative products are
safety critical items such as chassis & suspension systems like axles, twist beams, lower
control arms, sub-frames, exhaust systems, air tanks, fuel tanks, complete cowl assemblies, pedal
boxes; aesthetical parts like skin panels (doors, roof, rear panel, front panel, bumpers); BIW parts &
assemblies (floor, upper body parts like pillar, roof header, cross car beam, cross truck beam, oil
pan assembly) and many more. The Indian auto component industry has been witnessing a
significant growth in the recent past and the trend seems to be continuing.
Riding on the back of sustained growth, several new vistas are opening up in the wake of upcoming
safety and emission norms. The market is upbeat and a buoyant end-user market with improved
sentiments. A stable government, increased purchasing power, large domestic market, and an ever
increasing development in infrastructure have made India a favorable destination for investment
This Company focuses on the design, development and production of metal components and
structure systems for the automotive industry and is a leading supplier of products which includes
skin panels and closure parts, structural and body components, bumpers and dashboard crossbeams,
chassis, suspension, exhaust systems, air tanks, fuel tanks, oil pan, bumpers, cowl assemblies etc.
The company has adopted various indigenous technologies delivering low cost products along with
prototyping techniques that will eventually lead to reduction in product development cycle which
will in turn lead to increasing business from Indian & Global OEMs. this company has in-house
surface treatment facilities for supplying the above components in painted condition as per Indian
and Global OEM requirements. Over the years, JBM Auto Ltd has maintained a healthy share of
business for supplying these parts across various models of leading OEMs.
This Company has been enhancing its product range to cover the entire range of OEMs in the
passenger & commercial vehicle, two & three wheeler, agricultural & construction segments.
Company focus has been to move up the value chain from stampings to welded sub-assemblies,
Skin Panels, intricate parts and other critical aggregates.
It has further progressed to Complete Cabin Building for several commercial vehicles OEMs. The
integration level encompasses the cubing line installation to process maturation at customer and this
company is now poised to undertake a major indigenization plan of Cabin & Chassis parts for a
global commercial vehicle manufacturer which will replace the current parts imported from Europe
& will eventually export these parts to other APAC plants of the OEM. JBM Auto Ltd has technical
collaboration agreements with leading global players for various product categories, which
supplements its in-house product development capabilities and aids in adapting to OEM’s changing
technological requirements. The state of the art manufacturing plants provide an end to end solution
to the customer by virtue of which thiscompany has developed the capability of producing parts out
of high tensile material to compensate for the overall vehicle weight reduction and to meet
enhanced safety norms & aims to be a leading player in sheet metal industry. For Passenger Vehicle
segment, this company has been catering to the widest range of parts and assemblies. The portfolio
in this segment is expanded by the addition of Pedal Box assembly. It has bagged the prestigious
Pedal Box assembly business from a global major. On the export front, it has secured new business
to serve the OEMS in France, Sweden and Japan. This company is evaluating an another segment of
agricultural implements that includes Rotavator & its various variants, Potato Planter, Rice Planter
and a host of other implements.
74

This Component Division Engineering team comprising of design, CAE & test team, working on
chassis, suspension & pedal box development for different customers deploying the latest design
software such as NX & Catia, CAE softwares such as Nastran & Hyperworks. R&D facility
included range of actuators (5KN, 15 KN, 25 KN, 50 KN & 100 KN) in our test facility catering the
test requirement for Chassis & pedal testing. To enhance the test lab capacity, test lab is recently
expanded & added more facilities such as, Test beds, Climatic chamber (for conducting
environment test), Abrasion tester, Salt Spray Chamber & Data Acquisition facility.
9
TOOL ROOM DIVISION

The Tool Room division has its focus on innovation and it keeps on upgrading itself to interface
with all new industry requirements and technology. It manufactures tools and dies for turnkey
projects. We have added Line Building business this year along with major focus on safety critical
items like chassis & suspension systems and key aesthetical parts like skin panels. High strength
steel applications are being taken up as a key strength with new opportunities coming up for crash,
safety, light-weighting requirements of multiple OEMs where we will use materials upto 980 MPA
based on the customer requirements and product applicability. This Company has started capturing
new avenues by actively engaging in tooling localization for customers. New capabilities with
 respect to Engineering, Design and Manufacturing have been added that have resulted in improving
the total cost of ownership for our customers eventually enhancing the market size for the company.
Investing in capability and technology has reaped greater dividends for the company in terms of
harnessing new products and customers across the industry spectrum. Successful consistent
delivery of projects has enhanced the credibility immensely.
Moving up the value chain
• Becoming first choice for Import substitution of tooling for critical and high tensile parts.
• Major focus towards enhancing Die life by means of improved simulation, Robustness in design
and manufacturing.
• Significant improvement in Quality by reducing Quality loops using CAE tools and skill
upgradation initiatives.
• Successfully delivered turnkey Cabin development project thereby moving up the value chain.
• Graduating to technology sensitive domain of skin panel tooling thereby expanding the reach to
OEM in-house tooling.
• Associated with leading OEMs as feasibility partners as part of early involvement in product
design thus creating greater potential for becoming strategic tooling partner.

OEM DIVISION

OEM division of your company has taken giant strides in the areas of New Product Development
and acquisition of new customers. A stellar representation was made in the Auto Expo 2018 where
your company unveiled 3 new products and launched the 100% Electric Bus ‘ECO-LIFE’, unveiled
‘SKOOLIFE’ CNG variant which is targeted at premium schools and ‘CITYLIFE’ CNG Non-AC
variant for city bus operations. The ‘CITYLIFE’ CNG bus operation is now the lifeline of citizens
and visitors of Noida and Greater Noida, which is being operated by Noida Metro Rail Corporation
(NMRC).

Bus Manufacturing:
Having long endeavoured to empower the transportation segment in India, the company came up
with technologically superior buses customized to suit a variety of usage patterns and geographies.
These buses have revolutionized the public transportation sector in India by enhancing features and
facilities which are unique in the Indian bus segment. The bus division deals in a diverse portfolio
of buses suited across various applications like city bus, school bus and staff bus.

Electric Vehicles:
Expanding the product portfolio further, JBM introduced ECO-LIFE series, the ‘Make in India’
100% electric buses in joint venture with Solaris Bus from Europe. The company’s focus is to be a
one-stop solution provider in the Electric Vehicles segment by providing a complete ecosystem
solution for E-Mobility i.e. Electric Buses, Know-how of key aggregates like Battery, Charging
Infrastructure which can be operated in different conditions across geographies. By way of its in-
house R&D centres, JBM Auto offers entire range of activities right from design, development,
engineering, prototyping, testing and validation making it independently competent for catering to
customer needs.

• Launched India’s first 100% Electric Low Floor Bus on 12 meter platform - ‘ECO-LIFE’.
• Launched ’SKOOLIFE’ CNG variant which is targeted at the Premium Schools and ‘CITYLIFE’
CNG Non-AC variant for upcoming City Bus operations.
• SKOOLIFE is currently operating in a few Premium Schools in multiple cities.
• BIZLIFE is operating for premium staff movement in South India.
• Ministry of Housing and Urban affairs, Govt. of India has conferred a special award to Noida-
Greater Noida Bus operations under NMRC during their 10th Urban Mobility Conference cum
Expo.
• The UITP Global Summit of Urban Public Transportation, Montreal, Canada, conferred the India
Recognition Award for the Noida- Greater Noida bus service.
 • JV with Solaris Bus & Coach working towards development of 100% electric buses on new
platforms & variants.
• The OEM Division is consistently striving towards adding capabilities and further upscaling its
R&D initiatives so as to introduce new models to cater to the market needs with faster time to
market .
• Our state-of-the-art in-house R&D Centre at Kosi was recognized by the Department of Scientific
& Industrial Research, Ministry of Science & Technology, Govt. of India. This recognition stands
valid until 31st March 2021.

1. HRM
The HR Process of the Company are being strengthened by thorough re-look for all its sub
processes. The focus has now shifted from transactional to transformational HR. HR has started
functioning like business partner now and complete restructuring from Corporate to unit level has
taken place. Automation is a focus area for building efficiency and uniform employee experience.
The units are also encouraged to develop themselves to become benchmarks in Management and
Technical areas called ‘Center of Excellence’ and share their learning with other units for
Operational Excellence. Performance Management System is key driver for growth therefore
building Competencies and Systems is a focus area for Driving and building culture of Performance
orientation.
Employee engagement is one of the strength of your company and regular Employee engagement
surveys are conducted and actions are taken on the findings. Activities like sports, annual days,
Environment day, Special weeks on Safety, Energy Conservation and Quality, Women’s day, Yoga
Day are regular happening activities. The Company puts the necessary financial and human
resources in place so that its objectives can be met. Our Board includes Six Directors with broad
and diverse skills and viewpoints to aid the Company in advancing its strategy. In addition,
promoting senior management within the organization fuels the ambitions of the talent force to earn
future leadership roles. The employees also have free access to Human Resource and the Vigilance
Department for resolving their concerns. No employee has been denied access to the Audit
Committee. The overall satisfaction of the employees of the Company is very high. Employees
continued to take charge through collaborative approach and rigorous thinking which become
possible through effective HR policies and its religious implementation. The employees’ relations
were peaceful and harmonious.

Research & Development.

R&D department has launched many initiatives for development of its People & Products such as:
• Benchmarking activity- For finding better features in terms of design, Process, Initiatives for
review mechanism of new product launch,
• Proto Facility- For validation & verification of design concepts.
Such initiatives will continue to bolster people development, deployment of technologies etc. Your
R& D has a slew of new products under development for the launch in the next two years.
5. SWOT ANALYSIS
6. SPECIALISATION
I am training in HR specialization in NEEL METAL PRODUCTS LIMITED, Gurugram, Harayana.
My topic is Training and development.

Definition: Training and Development

Training and Development is a subsystem of an organization which emphasize on the improvement
of the performance of individuals and groups. Training is an educational process which involves the
sharpening of skills, concepts, changing of attitude and gaining more knowledge to enhance the
performance of the employees. Good & efficient training of employees helps in their skills &
knowledge development, which eventually helps a company improve.
Training is about knowing where you are in the present and after some time where will you reach
with your abilities. By training, people can learn new information, new methodology and refresh
their existing knowledge and skills. Due to this there is much improvement and adds up the
effectiveness at work. The motive behind giving the training is to create an impact that lasts beyond
the end time of the training itself and employee gets updated with the new phenomenon. Training
can be offered as skill development for individuals and groups.
Organizational Development is a process that “strives to build the capacity to achieve and sustain a
new desired state that benefits the organization or community and the world around them.”

Identify Training Needs: The first step in the training process is to assess the need for training the
employees. The need for training could be identified through a diagnosis of present and future
challenges and through a gap between the employee’s actual performance and the standard
performance.
The needs assessment can be studied from two perspectives: Individual and group. The individual
training is designed to enhance the individual’s efficiency when not performing adequately. And
whereas the group training is intended to inculcate the new changes in the employees due to a
change in the organization’s strategy.
Establish Objectives: Once the needs are identified, the objectives for which the training is to be
conducted are established. The objectives could be based on the gaps seen in the training
programmes conducted earlier and the skill sets developed by the employees.
Select Training Methods: The next step is to design the training programme in line with the set
objectives. Every training programme encompasses certain issues such as: Who are the trainees?
Who are the trainers? What methods are to be used for the training? What will be the level of
training? etc. Also, the comprehensive action plan is designed that includes the training content,
material, learning theories, instructional design, and the other training requisites.
Conduct and Deliver Training: Once the designing of the training programme is completed, the
next step is to put it into the action. The foremost decision that needs to be made is where the
training will be conducted either in-house or outside the organization.
Once it is decided, the time for the training is set along with the trainer who will be conducting the
training session. Also, the trainees are monitored continuously throughout the training programme
to see if it’s effective and is able to retain the employee’s interest.
Evaluate Performance: After the training is done, the employees are asked to give their feedback
on the training session and whether they felt useful or not. Through feedback, an organization can
determine the weak spots if any, and can rectify it in the next session.The evaluation of the training
programme is a must because companies invest huge amounts in these sessions and must know it’s
effectiveness in terms of money.
Thus, every firm follows the series of steps to design an effective training programme that serves
the purpose for which it was intended.
Relation between Training and Development
There is a relation between training and development, and there is clear difference between the two
based on goals to be achieved. Development is made to answer the training problems:

TRAINING DEVELOPMENT

Training is meant for operatives Development is meant for

executives

It is reactive process It is pro- active process

AIM: To develop additional skills AIM: To develop the total

personality

It is short term process It is continuous process

OBJECTIVE: To meet the present OBJECTIVE: To meet the future

need of an employee need of an employee

Initiative is taken by the Initiative is taken by an individual.

management

Importance of Training and Development

For companies to keep improving, it is important for organizations to have continuous training and
development programs for their employees. Competition and the business environment keeps
changing, and hence it is critical to keep learning and pick up new skills. The importance of training
and development is as follows:
• Optimum utilization of Human resources
• Development of skills like time management, leadership, team management etc
• To increase the productivity and enhance employee motivation
• To provide the zeal of team spirit
• For improvement of organization culture
• To improve quality, safety
• To increase profitability
• Improve the morale and corporate image
Need for Training and Development
Training and development of employees is a costly activity as it requires a lot quality inputs from
trainers as well as employees. But it is essential that the company revises its goals and efficiencies
with the changing environment. Here are a few critical reasons why the company endorses training
and development sessions.
• When management thinks that there is a need to improve the performances of employees
• To set up the benchmark of improvement so far in the performance improvement effort
• To train about the specific job responsibility and skills like communication management, team
management etc
• To test the new methodology for increasing the productivity

Advantages of training and development

Training and development has a cost attached to it. However, since it is beneficial for companies in
the long run, they ensure employees are trained regularly. Some advantages are:
1. Helps employees develop new skills and increases their knowledge.
2. Improves efficiency and productivity of the individuals as well as the teams.
3. Proper training and development can remove bottle-necks in operations.
4. New & improved job positions can be created to make the organization leaner.
5. Keeps employees motivated and refreshes their goals, ambitions and contribution levels.

Disadvantages of training and development

Even though there are several advantages, some drawbacks of training and development are
mentioned below:
1. It is an expensive process which includes arranging the correct trainers and engaging employees
for non-revenue activities.
2. There is a risk that after the training and development session, the employee can quit the job.

Training and Development Process

Training and development is a continuous process as the skills, knowledge and quality of work
needs constant improvement. Since businesses are changing rapidly, it is critical that companies
focus on training their employees after constantly monitoring them & developing their overall
personality.
Steps for training and development processes are:
1. Determine the need of training and development for individuals or teams
2. Establish specific objectives & goals which need to be achieved
3. Select the methods of training
4. Conduct and implement the programs for employees
5. Evaluate the output and performance post the training and development sessions.
6. Keep monitoring and evaluating the performances and again see if more training is required.

Planning for training

Like any other management functions, training also needs proper planning in order to get maximum
efficiency and effectiveness from training and development process. In fact proper planning is a
precursor for effective training. For proper implementation of training and development process,
both long term and short term training are to be planned. Planning of training is to include
operational level planning. The training is to be planned keeping in view the capabilities of the
participants. It is to be correctly conceptualized and is to be well organized. The planning of a
training session includes identification of objectives and selection of appropriate contents,
 materials, training strategies and evaluation techniques. The planning of a training session must
include information of prior knowledge of trainees, format of training, focus on behavioural aspects,
contents of training, instructional procedures, and training aids etc. Learning curve is an important
factor to be considered while planning for training. It is a well known fact that learning does not
take place at constant rate. A number of factors such as the difficulty of task, and the ability of an
individual to learn influence the learning process. A learning curve (Fig 2) has three stages. Stage I
is rapid initial learning stage, stage II is the tapering of the learning stage while the stage III is the
fluctuating learning stage.

Fig 2 A typical learning curve

A properly designed and planned training process can create the potential for a virtuous learning
circle which is shown in Fig

Fig 3 Virtuous learning circle

Principles of development of a training programme

The following principles are important for the development of a training programme.
• The person to be trained must have motivation to learn
• The training material must be meaningful and should relate to the purpose of the training
programme.
• Training should provide variety to prevent boredom and fatigue.
• Since human beings tend to forget what they learn within the first 48 hours, it is necessary that the
employees should start practicing the new things which they learn in a training programme.
• Training material is to be well organized and should not only be properly presented but should also
be made available to the trainees.
• For a trainee to absorb the new learnings effectively, it is advisable that training programme is
divided into short sessions spread over long time instead long sessions held in short time.
• Getting a feedback on training from the trainees helps in improvement in the training programme.
METHODS OF TRAINING: -

The most widely used methods of training used by organizations are classified into two categories:
On-the-Job Training & Off-the-Job Training.

ON-THE-JOB TRAINING is given at the work place by superior in relatively short period of
time. This type of training is cheaper & less time-consuming. This training can be imparted by
basically four methods: -

Coaching is learning by doing. In this, the superior guides his sub-ordinates & gives him/her job
instructions. The superior points out the mistakes & gives suggestions for improvement.

Job Rotation: - In this method, the trainees move from one job to another, so that he/she should be
able to perform all types of jobs. E.g. In banking industry, employees are trained for both back-end
& front-end jobs. In case of emergency, (absenteeism or resignation), any employee would be able
to perform any type of job.

OFF THE JOB TRAINING: - is given outside the actual work place.

Lectures/Conferences:- This approach is well adapted to convey specific information, rules,

procedures or methods. This method is useful, where the information is to be shared among a large
number of trainees. The cost per trainee is low in this method.

Films: - can provide information & explicitly demonstrate skills that are not easily presented by
other techniques. Motion pictures are often used in conjunction with Conference, discussions to
clarify & amplify those points that the film emphasized.

Simulation Exercise: - Any training activity that explicitly places the trainee in an artificial
environment that closely mirrors actual working conditions can be considered a Simulation.
Simulation activities include case experiences, experiential exercises, vestibule training,
management games & role-play.
Cases: - present an in depth description of a particular problem an employee might encounter on the
job. The employee attempts to find and analyze the problem, evaluate alternative courses of action
& decide what course of action would be most satisfactory.
Experiential Exercises: - are usually short, structured learning experiences where individuals learn
by doing. For instance, rather than talking about inter-personal conflicts & how to deal with them,
an experiential exercise could be used to create a conflict situation where employees have to
experience a conflict personally & work out its solutions.

Vestibule Training: - Employees learn their jobs on the equipment they will be using, but the
training is conducted away from the actual work floor. While expensive, Vestibule training allows
employees to get a full feel for doing task without real world pressures. Additionally, it minimizes
the problem of transferring learning to the job.

Role Play: - Its just like acting out a given role as in a stage play. In this method of training, the
trainees are required to enact defined roles on the basis of oral or written description of a particular
situation.

Management Games: - The game is devised on a model of a business situation. The trainees are
divided into groups who represent the management of competing companies. They make decisions
just like these are made in real-life situations. Decisions made by the groups are evaluated & the
likely implications of the decisions are fed back to the groups. The game goes on in several rounds
to take the time dimension into account.

In-Basket Exercise: - Also known as In-tray method of training. The trainee is presented with a
pack of papers & files in a tray containing administrative problems & is asked to take decisions on
these problems & are asked to take decisions on these within a stipulated time. The decisions taken
by the trainees are compared with one another. The trainees are provided feedback on their
performance.
 WEEKLY REPORT

Week 1

Mr Sumit. How this department functions in this plant(Neel Auto Pvt. Ltd. HR DEPARTMENT is very
important. They have to collect data of the attendance of the employees. This week was an
icebreaker to me. It taught me how the corporate life works and the perks of having a desk job. It
also taught me that how important HR Department is to the orgainisation.
Points Discussed
-Roles And Responsibilities of and HR
-Understaffing and overstaffing
-How to deal with overstaffing and understaffing
-Importance of HRD
-Advantages and Disadvantages of HRM, Overstaffing, Understaffing, Training and Development
-Top HR policies

Week 2

Points Discussed
-Salary Breakup
-Minimum Wages in Harayana
-Salary Elements (Leaves , Attendance)
-Training and Development (2nd Stage)
-Organisation Chart of the Head Office
-General Administration
-Maternity Leave for 6 months
-Software Used in Hr (SAP)
-Types of Letters
-Roles of HR
-Neel Auto merged and named as Neel Metal Pvt. Ltd.

Week 3

Points Discussed
-Training Need Identification (TNIs)
- Training Calendar
- Monthly Schedule
- Responsibilities Of HR
-5S Training (Seiri , Seitan , Seiso , Seiketsu , Shitsuke)
- Focus of 5S
-Results of 5S
- Re-arranging personal files in order , Files of existing employees and employees who left of Neel
Metal plant( plant I m working in) , Employees of N2 Mufflar and N7 Plant.

Week 4
Points Discussed
-Star link software
-The version of the software
-Joining Checklist
-Process of joining
-Induction( Joinee form)
-Mandatory Enclosures
-Mandatory Activities of an Hr (Issue of Acceptance letter, Identity Card, opening his/her salary
account, making his new personal file etc)
-Off cycle Reimbursement

Week 5

Points Discussed
-Professional Training
-On the job training
-Calculation of leaves
- The Cost of training
- The perks of having an external trainer