Varroc Eng
Varroc Eng
Varroc Eng
PROJECT REPORT
ON
SUBMITTED TO
BY
AKSHADA KHENGARE
(NAME OF THE STUDENT)
BBA-III
(2017-2018)
CERTIFICATE
This is to certify that the Project Report titled an analytical study of Training and
Development at Varroc India Pvt. Ltd, is a bonafide work carried out by Ms. Akshada Khengare of
BBA- III of Dr D.Y. Patil Arts , Commerce and Science clg akurdi , PUNE 411033 as
Pune University.
She has worked under our guidance and satisfactorily completed his/her summer internship project
work.
2
DECLARATION
I undersigned AKSHADA KHENGARE, student of DR D.Y. Patil Artes , Commerce and Science
clg, Akurdi here by solemnly declare that the project titled Training and Development at
VARROC ENGG PVT. LTD.Is original as all the information, facts and figure in this report is
based on my own experience and study during my summer training procedures.
Date:
Place: Pune
Yours’ Sincerely
AKSHADA KHENGARE
INDEX
3
INDEX
Chapter
No. Particulars Page No
From To
1. Introduction/Executive Summary 7 8
4. Research Methodology 18 20
6. Observations/Findings 56 56
7. Suggestions& Recommendations 57 57
8. Conclusions 58 58
References in appropriate referencing styles. (APA,
MLA, Harvard, Chicago Style etc.)
9.
10. Questionnaire 59 61
Bibliography 62 62
LIST OF TABLES
4
Sr. No. Particulars Page No.
1 Are you aware of the various training sessions which are 42
conducted in the company?
LIST OF GRAPHS
5
2 Are the training needs recognised correctly by you or your 43
manager?
EXECUTIVE SUMMARY
Training and Development is the framework for helping employees to develop their personal and
organizational skills, knowledge, and abilities. The focus of all aspects of Human Resource
Development is on developing the most superior workforce so that the organization and individual
employees can accomplish their work goals in service to customers.
With reference to this context, this project has been prepared to put light on Training and
development activities in Varroc Engg. Pvt Ltd.
6
The objective of this study was to study the existing training activities in the company, to ascertain
the training needs of employees, effectiveness of training sessions, to identify the satisfaction level
of the employees post training sessions and to find out the attitude of employees towards the
facilities provided by the management.
Significantly, the study establishes that employees and management progress in leaps and bounds
with the training received to them, with the best faculty giving them the training.
Therby increasing the productivity, improving quality of staff, reduced turnover etc.
In Varroc Engg. Various training sessions are conducted as per the training calendar
prepared by the HR manager, taking into considerations various nominations given by the
employees.
A detailed study of training sessions conducted from May 2017 till July 2017 was done during
these 2 months of my project.
This survey also signifies training effectiveness in term of employee satisfaction and increased
abilities and knowledge which is a measure of improved performance.
However the scope of the study has been limited to white collared employees, who attended the
staff training, and the time frame considered are the two quarters of the year (Jan -March, April-
July).
INTRODUCTION
Human Resource Management is defined as the people who staff and manage organization. It
comprises of the functions and principles that are applied to retaining, training, developing, and
compensating the employees in organization. It is also applicable to non-business organizations,
such as education, healthcare etc. Human Resource Management is defined as the set of activities,
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programs, and functions that are designed to maximize both organizational as well as employee
effectiveness
In the field of human resource management, training and development is the field concerned with
organizational activity aimed at bettering the performance of individuals and groups in
organizational settings. It has been known by several names, including employee development,
human resource development, and learning and development.
The HR functioning is changing with time and with this change, the relationship between the
training function and other management activity is also changing. The training and development
activities are now equally important with that of other HR functions. Gone are the days, when
training was considered to be futile, waste of time, resources, and money. Now a days, training is
an investment because the departments such as, marketing & sales, HR, production, finance, etc
depends on training for its survival. If training is not considered as a priority or not seen as a vital
part in the organization, then it is difficult to accept that such a company has effectively carried out
HRM. Training actually provides the opportunity to raise the profile development activities in the
organization.
To increase the commitment level of employees and growth in quality movement (concepts of
HRM), senior management team is now increasing the role of training.
Training is now the important tool of Human Resource Management to control the attrition rate
because it helps in motivating employees, achieving their professional and personal goals,
increasing the level of job satisfaction, etc. As a result training is given on a variety of skill
development and covers a multitude of courses.
This is the era of cut-throat competition and with this changing scenario of business; the role of
HR professionals in training has been widened. HR role now is:
The Employees at all staff levels in the company excluding the contract labour.
The survey takes the cognizance of all the training activities which were conducted from
May 2017 to July 2017
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The survey is restricted only to staff employees and do not include the shop floor
employees.
Varroc population consist of 550 employees, therefore getting feedback from the all the
employees including the ones who worked in staff (various cadres) was not possible.
Sample size is limited to 50 whereas the target population was 150 employees.
The survey did not take into consideration the training sessions conducted in Pune, Kanhe
plant.
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HISTORY :
Varroc Engineering is a wholly owned subsidiary of Varroc Group, it is the world's leading
producer of Electrical-Electronics, Metallic and Polymer product makers with over 13500
employees in 10 countries on three continents, and global presence links customers with the latest
advancements in Electrical-Electronics technology. The results are faster, better solutions – any
time, anywhere
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VISION:
MISSION
To be an affordable and flexible global technology supplier and deliver value to the customer by
being the supplier of choice.
From Low cost manufacturing footprints.
By achieving operational Excellence.
By investing in safe, Light, and Green Technologies.
GROWTH OF VARROC
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1999-2003: Manufacturing Excellence and Creating Development Capabilities. Technical
collaboration with MITSUBA- Starter motor and Electrical-Electronics components in 2001.
Invested in Electrical Plant Pune.
2007-2010: Global Acquisition-Domain Leadership, Turnover crossed INR 2000 Cr. In 2010.
2013-2016: Journey Continues, Turnover touched USD 1.5 Billion and Celebrates 26 years of
excellence in automotive industry.
PRODUCTS:
As one of the world's leading Electrical-Electronics, Varroc products are found in automotive,
industrial and consumer applications around the globe. From Polymer, Metallic to Electrical-
Electronics whether you are looking for a single component or a finished sub-component or
system, Varroc can deliver a wide range of cost-effective solutions, in a variety of sizes, shapes and
materials.
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CERTIFICATIONS
14
STRUCTURE OF THE HR DEPARTMENT
15
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RESEARCH-CONCEPTUAL CLARIFICATION
17
Research as defined by Redman and Mory refers to a “Systematized effort to gain new
knowledge”. It is actually a voyage of discovery. Research is an academic and as such should be
used in a technical sense. It is thus, an original contribution to the exiting reserve of knowledge
making for its achievements. It is aptly the pursuit of truth with the help of study, observation,
comparison and experience. As such the term ‘research’ refers to the systematic method consisting
of formulation of hypothesis, collecting the facts or data, analyzing the facts and reaching
conclusions either in the form of solution towards the concerned problem or in certain
generalization for some theoretical formulation.
In Varroc the Human Resource department used to provide the information and data when
required.
In such surveys mainly Questionnaire is used as an effective tool for data collection.
TYPES OF RESEARCH
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Descriptive research design relates a research to describing the characteristics of a particular
individual or a group.
PRIMARY DATA
Questionnaire: For the collection of data, a close-ended and qualitative questionnaire was
prepared and distributed to the staff employees, and their feedback was collected. The
questionnaire was to understand the relevance and applicability of training to job profile,
skill enrichment etc was included and administered to collect the feedback from
participants.
SECONDARY DATA
For the purpose of collection of data various secondary sources were used. The secondary source
used includes different reference books, various periodical, gathering information from websites
and company manual and website.
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An optimum sample size, which fulfills the requirements of efficiency, representative ness,
reliability and flexibility, was considered. In the organization there are around 550 staff employees.
In the survey Random Sampling method was used. The sample size comprises of 50
respondents.
SAMPLING TECHNIQUES:
Sample size – 50
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Concept and Importance of Training and Development
Traditionally, the purpose of training and development has been to ensure that employees can
effectively accomplish their jobs. Today, the business environment has changed, with intense
pressure on organizations to stay ahead of the competition through innovation and reinvention. The
importance of continued learning is an overarching trend of societal needs, indicating that
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organizations must foster learning as a social responsibility to ensure they are competitive in the
global marketplace.
By definition, training and development refers to the process to obtain or transfer knowledge, skills
and abilities needed to carry out a specific activity or task. The benefits of training and
development--for both the employer and employee--are, in fact, much broader. To meet current and
future business demands, training and development encompasses a wide range of learning actions,
from training for tasks and knowledge sharing to improved customer service and career
development, thus expanding individual, group and organizational effectiveness.
"Employee Development" was seen as too evocative of the master-slave relationship between
Employer and employee for those who refer to their employees as "partners" or "associates" to be
comfortable with. "Human Resource Development" was rejected by academics, who objected to
the idea that people were "resources" — an idea that they felt to be demeaning to the individual.
Eventually, the CIPD settled upon "Learning and Development", although that was itself not free
from problems, "learning" being an over general and ambiguous name. Moreover, the field is still
widely known by the other names.
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Fig: 1- Importance of training in achieving the organizational objectives
Training and development encompasses three main activities: training, education, and
development.
Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these
ideas are often considered to be synonymous.
However, to practitioners, they encompass three separate, although interrelated, activities:
Training, Education and development
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TRAINING
This activity is both focused upon, and evaluated against, the job that an individual currently holds.
EDUCATION
This activity focuses upon the jobs that an individual may potentially hold in the future, and is
evaluated against those jobs.
DEVELOPMENT
This activity focuses upon the activities that the organization employing the individual, or that the
individual is part of, may partake in the future, and is almost impossible to evaluate.
Scope of HRM without a doubt is vast. All the activities of employee, from the time of his entry
into an organization until he leaves, come under the horizon of HRM.
The divisions included in HRM are Recruitment, Payroll, Performance Management, Training and
Development, Retention, Industrial Relation, etc. Out of all these divisions, one such important
division is training and development.
It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts,
rules, or changing of attitudes and behaviours to enhance the performance of employees.
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Training is activity leading to skilled behaviour.
It’s not what you want in life, but it’s knowing how to reach it
It’s not where you want to go, but it’s knowing how to get there
It’s not how high you want to rise, but it knows how to take off
Training is about knowing where you stand (no matter how good or bad the current situation looks)
at present, and where you will be after some point of time.
Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional
development
Training is any organizationally planned effort to change the behaviour and attitudes of
employees so that they can perform job on acceptable standards”
The principal objective of training and development division is to make sure the availability of a
skilled and willing workforce to an organization. In addition to that, there are four other objectives:
Individual, Organizational, Functional, and Societal.
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Individual Objectives – help employees in achieving their personal goals, which in turn, enhances
the individual contribution to an organization.
Organizational Objectives – assist the organization with its primary objective by bringing
individual effectiveness.
Societal Objectives – ensure that an organization is ethically and socially responsible to the needs
and challenges of the society.
Apart From the above mentioned objectives, we can include the below mentioned as some of the
objectives of T&D
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Fig 2: The Training Cycle
Optimum Utilization of Human Resources – Training and Development helps in optimizing the
utilization of human resource that further helps the employee to achieve the organizational goals as
well as their individual goals.
27
Development of Human Resources – Training and Development helps to provide an opportunity
and broad structure for the development of human resources’ technical and behavioural skills in an
organization. It also helps the employees in attaining personal growth
Development of skills of employees – Training and Development helps in increasing the job
knowledge and skills of employees at each level. It helps to expand the horizons of human intellect
and an overall personality of the employees.
Productivity – Training and Development helps in increasing the productivity of the employees
that helps the organization further to achieve its long-term goal.
Team spirit – Training and Development helps in inculcating the sense of team work, team spirit,
and inter-team collaborations. It helps in inculcating the zeal to learn within the employees.
Organization Culture – Training and Development helps to develop and improve the
organizational health culture and effectiveness. It helps in creating the learning culture within the
organization.
Organization Climate – Training and Development helps building the positive perception and
feeling about the organization. The employees get these feelings from leaders, subordinates, and
peers.
Quality – Training and Development helps in improving upon the quality of work and work-life.
Healthy work environment – Training and Development helps in creating the healthy working
environment. It helps to build good employee, relationship so that individual goals aligns with
organizational goal.
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Health and Safety – Training and Development helps in improving the health and safety of the
organization thus preventing obsolescence.
Morale – Training and Development helps in improving the morale of the work force.
Training and Development aids in organizational development i.e. Organization gets more
effective decision making and problem solving. It helps in understanding and carrying out
organisational policies
Training and Development helps in developing leadership skills, motivation, loyalty, better
attitudes, and other aspects that successful workers and managers usually display
2. Design and provide training to meet identified needs. This step requires developing
objectives of training, identifying the learning steps, sequencing and structuring the contents
.
3. Develop- This phase requires listing the activities in the training program that will assist
the participants to learn, selecting delivery method, examining the training material, validating
information to be imparted to make sure it accomplishes all the goals & objectives.
4. Implementing is the hardest part of the system because one wrong step can lead to the
failure of whole training program.
5. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent
work performance. Making necessary amendments to any of the previous stage in order to
remedy or improve failure practice
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HOW IS THE TRAINING EVALUATED?
Training Evaluation
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Meaning-
The process of examining a training program is called training evaluation. Training evaluation
checks whether training has had the desired effect. Training evaluation ensures that whether
candidates are able to implement their learning in their respective workplaces, or to the regular
work routines.
Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to
learning outcomes.
Control: It helps in controlling the training program because if the training is not effective, then it
can be dealt with accordingly.
Power games: At times, the top management (higher authoritative employee) uses the evaluative
data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual outcomes are aligned with the
expected outcomes.
Before Training:
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The learner's skills and knowledge are assessed before the training program. During the start of
training, candidates generally perceive it as a waste of resources because at most of the times
candidates are unaware of the objectives and learning outcomes of the program. Once aware, they
are asked to give their opinions on the methods used and whether those methods confirm to the
candidates preferences and learning style.
During Training: It is the phase at which instruction is started. This phase usually consist of short
tests at regular intervals
After Training: It is the phase when learner’s skills and knowledge are assessed again to measure
the effectiveness of the training. This phase is designed to determine whether training has had the
desired effect at individual department and organizational levels. There are various evaluation
techniques for this phase.
Techniques of Evaluation
33
Training Process Model
Followed
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In
Varroc engineering Pvt. Ltd
Training procedure:
Objectives: to identify the training needs
Impart the necessary training as per the needs
Monitor effectiveness of the training
Scope:
Employees at levels in the company and contract labour
Procedure:
Training policies
Training strategies and methodologies
Strategy and competency level
35
1. Training process
2. Identify needs
4. Conduct training
6. Training evaluation
EXTERNAL TRAINING
INFO
36
On Site training emergency Business plans
Control Plan Employee Involvement
Work Instruction
In house training material
Management Review
Qualification validation for
Internal training
Department: Training
Guidelines
37
Category 1: Customer oriented process: process model required
Category 2: Management process: process model required
Category 3: Sub process: process model required depending on criticality/extent of control.
Category 4 Support process: process model required depending on criticality/extent of control.
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(For engineers/Diploma holders)
Advanced Product Quality Planning (or APQP) is a framework of procedures and techniques used
to develop products in industry, particularly the automotive industry. It is quite similar to the
concept of Design For Six Sigma (DFSS).
It is a defined process for a product development system for General Motors, Ford, Chrysler and
their suppliers., the purpose of APQP is "to produce a product quality plan which will support
development of a product or service that will satisfy the customer."
.All participants received a certificate of training at the end of the training programme.
Advanced MS excel
(All Staff)
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5. Training related to HSE i.e. health safety and environment:
(All New Joinees)
All these programmes are designed and implemented in accordance with the various quality
standards like OHSAS 14000 etc. which the company confirms to.
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1. Are you aware of the various training sessions which are conducted in the company?
41
c
Interpretation:
The above graph shows that from a sample of 50 respondants,82% employees are aware of
the various training activities conducted in the company, and remaining 18% employees were
unaware of it.
42
Interpretation:
The above graph shows that out of a sample of 50 respondents, training needs of 92% of the
employees are recognised correctly by them or their managers and 8% employees are of the
opinion that their need are not recognised correctly .
43
Interpretation:
The graph shows that out of a sample of a 50 respondents , training was scheduled as per the
needs of 70% employees , not scheduled as per the needs of 24% employees, and the
remaining 6% employees were of the opinion ‘cant be justified’
44
Interpretation:
The above graph shows that from a survey of 50 employees, 90% employees were of the
opinion that they were given sufficient training opportunities, while the rest 10% were of the
opinion that they did not get enough training opportunities
45
Interpretation:
The above graph shows that from a sample of 50 respondents, 70% employees felt that the
training sessions are conducted frequently; 24% felt that they were not conducted frequently,
and the rest 6% were of the opinion that they are not that regularly conducted
46
Interpretation:
The above graph shows that from sample of 50 employees, 96% of the employees said that
training sessions were reschedule in case of any inconvenience while the remaining 4% said
that re scheduling was not done.
47
Interpretation:
From the above graph, we can interpret that out of a sample of 50 employees,80% employees
were of the opinion that the trainer was very good, 10% said that the trainer was appreciable,
8% felt that the trainer was satisfactory and remaining 2% of the employees were of the
opinion that the trainer was dissatisfactory.
48
Interpretation:
The above Graph displays that from a sample of 50 respondents, 96% employees found the
training to be beneficial, 2% employees did not find it beneficial and 2% employees were of
the opinion ‘cant say’.
49
Interpretation:
The above graph signifies that from a sample of 50 respondents 84% employees were of the
opinion that the training was relevant, while remaining 16% felt that it was somewhat relevant.
From the given sample, no employee felt it that the training was irrelevant.
50
Graph 10-satisfaction on training duration
Interpretation:
The above graph signifies that from a sample of 50 respondents, 80% employees felt they were
satisfies with the time sent on training, 12% were dissatisfied and the remaining 8% were of
the opinion cant say.
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Graph no 11- Fulfilment of training objectives
Interpretation:
From the above graph we can see that, from a sample of 50 respondents, 86% felt that the training
objectives were fulfilled while the rest 14% felt that the objectives were fulfilled to some extent.
None of the employees from the given sample felt that the objectives were not at all fulfilled.
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Interpretation:
The above graph signifies that from a sample of 50 respondents, 30% employees attended the
last training session before 6 months, 20% employees attended before 3 months, and 50%
employees attended it in the last month
13. To what extent were you able to apply knowledge and skills acquired by training?
Table no-13
Application of knowledge and skills post training
Option No. of
Respondents
Completely Applicable 38
Somewhat Applicable 11
Not applicable 01
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Graph no 13 –Application of knowledge and skills post training
Interpretation:
The above Graph signifies that from a sample of 50 respondents, 76% employees felt that the
knowledge gain was completely applicable, 22% felt that it was somewhat applicable and rest 2%
employee felt that was not applicable at all.
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FINDINGS:
1. Around 85% employees are aware of the ongoing training activities in the company.
2. The need assessment of almost 75% employees is done mostly by consultation with
superiors and the training managers and they participate in the training.
3. It has also been observed that almost 90% of the employees feel that they are given
sufficient opportunities to attend the training.
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4. The trainers who impart the training to the employees were rated on the scale of very good,
appreciable and satisfactory, thus almost 80% of the employees felt that the trainer’s
competency level was very good while the remaining felt that the trainer was either
appreciable or satisfactory /above the average.
5. It is also seen that, around 98% of the employees get benefited from the training given to
them. Hence the satisfaction amongst the employees with respect to training received is
quite remarkable.
6. The training given to employees helps them in improving their performance which is
measured in terms of knowledge, attitude and skills.
7. The training is imparted at all levels of organization, and compulsorily at the supervisory
level.
8. Training activities implemented in the company is successful in achieving the various
training objectives which are set before the start of the training.
9. It is also seen that approximately 80% of the employees feel that the training is completely
applicable to their job profile whilst the rest feel it is just somewhat applicable to their job.
10. The overall satisfaction level regarding the training given amongst the employees is pretty
high i.e. 85%.
SUGGESTIONS:
1. In My opinion the Behavioural training should not extend beyond 5 hours as it would save
time and the training cost associated with it.
2. The sessions should motivate the employees to perform better and should help in reducing
stress.
3. To help understand the learning of an employee post evaluation performance( i.e. even after
a stipulated period which is measured for evaluation ) should also be measured, as huge
training budgets are allocated for training every year
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4. Not More than 2 sessions per category (i.e. technical & behavioural) should be conducted
in the same month.
5. Efforts should be taken to conduct personality development and communication training
for almost all employees in a step by step method to improve the overall quality of the
workforce.
CONCLUSION
The employees are satisfied with the training facilities, training environment, training
material provided by the company and the competency level of the trainer.
On the employees front we can say that participation in the training is satisfactory from all
grades.
Mapping the training needs is mostly done by man analysis and task analysis.
The employees feel that the training acts as a motivator for improving performance which
may result in a promotion as well as improve the quality of work.
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QUESTIONNAIRE
1. Are you aware of the various training sessions which are conducted in the company?
o Agree
o Disagree
o Satisfied
o Dissatisfied
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o Satisfied
o Dissatisfied
6. Is the training session re-scheduled in case of any kind of inconvenience or inability to attend
it on time?
o Agree
o Disagree
o Satisfied
o Dissatisfied
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9 .How relevant was the training given to you to your job?
o Agree
o Disagree
o Satisfied
o Dissatisfied
13. To what extent were you able to apply knowledge and skills acquired by training?
o Agree
o Disagree
o Satisfied
o Dissatisfied
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BIBLIOGRAPHY
Reference Source
Books:
C R Kothari, Research Methodology, Himalaya publication, Page no 38,39
Stephen P. Robbins, ‘Essentials of Organizational Behaviour’, Eighth edition, Page no 14.
John M. Ivancevich, ‘Human resource Management’: Ninth edition, Page no 378.
K Ashwathappa, ‘Human Resource management’
Periodicals:
‘HRM review’- The ICFAI University Press edition August 2009, Page no 49.
‘The ICFAI journal of Organizational Behaviour’, The ICFAI University Press edition, Vol
IV no 1, January 2005, Page No18.
Webliography
http://www.traininganddevelopment.naukrihub.com
http://www en.wikipedia.org/wiki/Training_and_development
http://www.citehr.com/employee-training-development-f55.html
Intranet websites:
www.varrocgroup.com
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