Summer Training Project Report

On
“A STUDY OF TRAINING AND
DEVELOPMENT IN HAL IN LUCKNOW
CITY”

For The Partial Fullfilment of the requirement of the

award Of Degree of
BACHELOR OF BUSINESS ADMINISTRATION

SUBMITTED TO: SUBMITTED BY:

Mr. Satish Srivastava Priyanshi Kumari
(HOD) BBA 6th Sem.
Roll No.181090535075

Session 2018-2021

SARDAR BHAGAT SINGH COLLEGE OF

TECHNOLOGY AND MANAGEMENT,
LUCKNOW

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 DECLARATION

I Priyanshi Kumari Roll No. 181090535075 hereby declare that the

project work entitled “A STUDY OF TRAINING AND

DEVELOPMENT IN HAL IN LUCKNOW CITY” submitted to the

SARDAR BHAGAT SINGH COLLEGE OF TECHNOLOGY AND

MANAGEMENT, LUCKNOW is a record of an original work done by

me under the guidance of Mr. Satish Srivastava, H.O.D. and this project

work has not performed the basis for the award of any degree or diploma

and similar project if any.

Priyanshi Kumari
BBA 6th Sem.
Roll No.181090535075

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 ACKNOWLEDGMENT

First of all I thank God for giving me this wonderful opportunity to

undertake this research which is a part of my BBA program.

I would like to sincerely thank Mr. Satish Srivastava, for giving me the

wonderful opportunity to work under his able guidance and support

throughout my research.

I also thank persons working at Eveready India Ltd. office for giving me

their valuable time and vital information which forms a part of this report.

I would also like to thank my colleagues for rendering their help to me in

this research.

Last but not the least, I thank my parents for their prayers, help and

advice which helped me a lot to complete this project report.

Priyanshi Kumari
BBA 6th Sem.
Roll No.181090535075

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 TABLE OF CONTENT

CHAPTER – 01
 INTRODUCTION
 OBJECTIVE
 SCOPE AND LIMITATIONS OF STUDY
 METHODOLOGY
 SOURCES OF DATA
 SAMPLE SIZES
 METHODES OF DATA COLLECTION
 INSTRUMENTS USED
 TOOLS AND TECHNIQUES OF ANALYSIS

CHAPTER-2
 COMPANY PROFILE
 FEATURES OF THE PRODUCT
 MARKETING STRATEGIES
 GOVERNMENT POLICIES
 MAJOR PROBLEMS
 ACHIVEMENTS
 NATIONAL AND INTERNATIONAL IMAGE
 FUTURE PROSPECTS

CHAPTER-3
 DATA ANALYSIS
 FINDINGS

CHAPTER-4
 SUGGATION AND RECOMMENDATION

CHAPTER-5
 CONCLUSION
 BIBLIOGRAPHY

ANNEXURE

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CHAPTER I

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 INTRODUCTION

TRAINING AND DEVELOPMENT

Concept & Definition

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.

After the selection of people for various jobs, the next function of Management is to

arrange for their training. This is because a successful candidateplaced on the job

needs training to perform their duties effectively. The aim of training is to develop

new skills, knowledge or expertise of the employees at all levels, particularly in a

world of fast changing technology and environment.

An employee who is prepared in terms of skills, knowledge and orientation is in a far

better position to tackle the job assigned to him, than one, who has to learnthe hard

way. The employees at all level be it a worker, supervisor, manager &executive need

to be developed in order to enable them to grow and acquire maturity of thought and

actions.

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The purpose of both training and development is similar. The main difference

between the two is in respect of levels of employees for whom these are meant, and

the contents and techniques employed.

Training is a short-term process utilizing a systematic and organized Procedure by

which non-managerial personnel acquire technical knowledge and Skillsfor a definite

purpose.

It refers to instructions in technical and mechanical operations, like operation of some

machine. Training refers to the process of imparting specific skills.

It is designed primarily for non-managers, it is a short duration, and it is for a specific

job-related purpose.

According to Dale S. Beach, “Training is the organized procedureby which learn

knowledge and skill for a definite purpose.”

1. Training And Development

Training is one of the most important tools for developing human resource.

Hence,identification of training competency profile in terms of Vision, Mission of the

Company would be the strategic point of the training and development strategy of the

Company. The following objectives have been set in this regard:-

To provide training to all employees at regular intervals in a plan Period of 5

years.

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 Training to become an integral component of individual professional evolution

byupdating knowledge to avoid obsolescence enhancing professional creativity and

enabling employees to shoulder higher responsibility creatingbusiness trend and

strategic thinking to take up new business challenges (creation of Centre of

Excellence, etc)

The goals of training will be to progressively achieve 7 days training per employee

per year with a budget of 2% of annual Wage Bill.

Keeping in view the organizational requirement and goals and objectives of training,

the following have been identified as the key focus areas of training:

Technology

Tooling

Quality

Information Technology

Further, to facilitate the development of soft skills (change of mind-set, managerial

development etc.) training would be imparted on a continuous basis. Tie-ups with

Centers of Excellence like IITs, NDC, FIAS France etc. for imparting training would

be given prime importance.

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2. Man Power Planning

Out sourcing of low tech and medium tech jobs.Fresh induction only in critical /

highly specialized areas based onrequirements due to increase in work load and

superannotation profile(Annexure-II). In the Workmen Cadre, induction will be

restricted toDirect Workmenonly.

Improving the existing qualification profile by focusing on induction ofprofessionally

qualified personnel and diploma holders

Hence focus of recruitment would be to recruit people with a combination of

Knowledge, skill, experience and attitude in line with the organizational

requirementthrough appropriate manpower plan both short term (contract

appointments) andlong term recruitment programmer.

3. Performance Appraisal:

Appraising people for meeting the Company's goal would be the prime focus of

Performance management. The new Performance Appraisal System based on

workplanning and commitment (mutually agreed tasks) , self-review and

performanceanalysis, performance review and feedback would ensure that the focus

would be onvalue adding activities rather than on routine activities which bear no

relationshipwith the Organization’s goals and objectives.

Identification of low performers and resultant corrective action throughout the

Company would be given priority. Similarly, faster career growth opportunity would

be provided to high performers.

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4. Reward System

The focus of the reward system in the Company is to promote team work and

Cultivate a sense of achievement and excellence in the Organization. This is in

addition to the existing scheme of reward for an individual who innovatively and

creatively makes exemplary contributions in the key thrust areas of the Company that

would lead to its achieving overall excellence. Coupled with the above, schemeslike

"Inter Divisional Competition" and "Profit Sharing Scheme" have been

institutionalized in the Company for team reward.

5. Scheme For Learning And Certification ForExecutives

A "Learning Organization" is essential for survival in the present era of

Liberalization, Privatization and Globalization. Therefore, "Knowledge" is the only

core competence of Organizations for copies with changes. Since individual

knowledge is the starting point for organizational knowledge, it is only the employees

who can convert knowledge into efficient actions. Line with the above philosophy,

among other initiatives like institutionalizing Learning Centers in Divisions etc., HAL

has also introduced the scheme for Learning and Certification for executives as a

starting point for building individual knowledge.

The scheme inter-alias provides an opportunity for the Junior and Middle

Management Cadre Executives to broaden their perspective by not only learning

about all functions and procedures in their respective disciplines but also in related

areas and overall knowledge about the Organization and its environment. So far,

approximately, 45% (both for "O" & "A" level) of executives have been

certified(Annexure IV). It is proposed to expand the coverage of this scheme further,

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ifrequired, by linking the scheme to some kind of reward mechanism.Lastly, the HRD

Plan will also include time-to-time OD Interventions to address specific requirement

of the Company.

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

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.

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 TRAINING IS DIFFERENT FROM

EDUCATION AND DEVELOPMENT

The economic scenario in India has undergone a tremendous change over the last few

years. The process has been hastened by the initiatives of the government to liberalize

the economy and integrate it with the global environment. Liberalization and

globalization have caused a lot of change in different organizations, which istheir

response to the changing conditions. In this scenario, any organization is faced with

the challenges of coping with the change and preparing the enterprise, so that it can

adapt adequately to environmental (external)changes.

One of the important elements of this dynamic environment is our Human resources

who can and will play an important role in constantly adopting new developments and

making change work. Of all the compHALated machinery that the modern industry

employs the most compHALated is the man who operates the other machines. With

the rapid advancement of technology all the other machines are replaced one day.

However, no technology has been and probably will ever be able to replace man.

Human resources is an inevitable part of any organization and particularly their

training is an aspect which organizations have to attend for future success. In view of

the increased pressure to stay competitive, organizations and individuals have to

reorient their training systems. The demands of industry and commerce are

continually changing and are reflected in the activities of the training department and

the training programmes. New approaches, skills, operations and procedures require

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either new training programmes or modifications of existing ones. This in turn affects

the members of the training department-planners, designers, trainers, and

administrators who have to develop different programmers.

The training process is complex and starts at a decision making event. The success of

training professionals in the developed and industrialized countries is indicated by the

fact that training got more respect and was seen as the main HRD tool. A well

planned training programmer assists people at work to achieve organizational goals

while at the same time develop their individual potential. In order to achieve this,

need assessment of training and analysis has to be properly conducted which can have

a profound impact on the organization and its performance in any economic scenario.

It improves the quality of training programmes as well as the effectiveness of the

training function. In other words, a proper need assessment improves an organizations

performance by discovering training and non-training problems and their areas of

influence.

Today, the work place and the work force are going through many changes. IN Terms

of work place, the increased use of high technology, the continuing shift from a

manufacturing to a service economy and the increasingly global business world

necessitates ongoing employees training programme. In terms of the changing work

force, the increasing number of immigrants with limited educational back ground as

well as continuing problems in the primary and secondary educational systems

compels the organizations to provide for training programmers’. To make the

organization productive, it is essential that the individual skills be developed to

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achieve and fulfill the organizational needs. In this critical context, training has

animportant role to play.

Training is also essential for maintaining global competitions. In India training needs

continue to be assessed less seriously and in the primitive ways in most organizations.

The effectiveness of training is very rarely assessed. Itis because of this context of

training in India today. I have been encouraged to see and identify training needs,

their evaluation, existing training programmes and the effectiveness of training

programmes in “HAL, LUCKNOW DIVISION”. The findings provide insights into

the current status of the training function at HAL and also the information on the

benefits of training.

1. Training is different from education:

Education is theoretical learning in classroom.Training is the act of increasing the

knowledge and skills of an employee for doing a particular job. It is concerned with

imparting specific skills for a particular purpose. It attempts to improve the employees

performance on the current job or prepare then for an intended job. On the other hand,

education is a broader term concerned with increasing the knowledge and

understanding of theemployee’s total environment.

Education develops a rational and educational mind that can determine relationships

among pertinent variables and thereby understand phenomena. It is theoretical

learning in class rooms which involves a range of skills and expertise which can

beprovided only by education al institutions.

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 Training and education differentiated

S.No. Training Education

1) AppHALation Theoretical Orientation

2) Job experience Class room learning

3) Specific tasks General concepts

4) Narrow perspective Broad perspective

2. Training is also different development:

Development refers to the learning opportunities designed to help employees grow.

Development is a long-term educational process utilizing a systematic and organized

procedure by which managerial personnel learn conceptual and theoretical knowledge

for general purpose. It is not primarily skill oriented instead; itprovides general

knowledge and attitudes which will be helpful to employees in high positions. Efforts

towards development often depend on personnel drive and ambition. Development

activities, such as those supplied by management development programmers are

generally voluntary.

Inputs In Training And Development

Any training and development programme must contain inputs which enable the

participants to gain skills, learn theoretical concepts and help acquire vision to look in

to the distinct future. In addition to these, there is a need to impart ethical orientation,

emphasis on attitudinal changes and stress upon decision-making and problem solving

abilities.

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Need for basic purposes of training:

To increase productivity.

To improve quality and quantity of production.

To help a company fulfill its future personnel needs.

To improve organizational climate.

To improve Health and Safety.

Obsolescence prevention.

Stability in organization.

Training objectives:

Every programme and every nominee to an external programme should have a clearly

designed objective. The objectives are statements of purpose and will give anyone

who reads it, a clear indication of the planned achievement. Clarity of purpose at that

time of formulation is necessary, in order that both participants and the respective

departments are clear as to the benefits that will derive as a result of the training.

Two of the most commonly stated objectives of the training process in a work

organization are –

To assist workers to perform at the optimum level in current jobs.

To develop employees for future jobs.

An often stated aim is to strengthen the organization’s ‘culture’ by developing a broad

understanding of the way that we do things here.

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Training HAL:

To ensure that the organization’s workforce is effective, every company or

organization should have a well-established training HAL. Such a HAL representsthe

top management’s commitment to the training of its employees, and comprises rules

and procedure governing the standards of scope of training. A training HAL is

considered necessary for the following reasons:-

To indicate a company’s intention to develop its personnel; to provide Guidance in

the framing and implementation of programmers’ and toProvide information

concerning them to all concerned.

To discover critical areas where training is to be given on a priority bases ;

To provide suitable opportunities to the employees for their own betterment.

The training process:

Since training is a continuous process and since it consumes time and Entails much

expenditure, it is necessary that trainingprogrammed or HAL should be prepared with

great thought and care, for it should serve the purpose of the establishment as wells

the needs of employees.

A successful training programmer presumes that sufficient care has been taken to

discover areas in which it is needed most and to create the necessary environment for

its conduct.

The selected trainer should be one who clearly understands his job and has

professional expertise, has an aptitude and ability for teaching, possesses a pleasing

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personality and a capacity for leadership, is well versed in the principles and methods

of training in relation to an enterprise.

MEASURING EFFECTIVENES IN MANAGEMENT

TRAINING $ DEVELOPMENT

Successfully measuring effectiveness in management training and development can

be a difficult task. Design of a valid measurement programme should include

evaluation in key areas; including emotional reaction and knowledge gain measured

After training interventions.Behavioral change and organizational

impactMeasurements should be used on a longer time horizon to evaluate the progress

and currency of the management development programme. Finally, research shows

that maintaining a balance of the above measurements is the final key to success in

measuring the effectiveness of management training and development. Over a four

year period, starting July 2004, four measures have been implemented:

Measure 1:

Language training program including English second language training for

francophone professionals in each region, French second language training for

English-speaking professionals working in a francophone institutional milieu and

development of distance educational materials to support language instructors and

learners;

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Robyn Albers, from Gatineau’s Heritage College, uses innovative techniques in her

Classroom to improve the English language skills of the region’s health careworkers.

Measure 2:

Retention and distance professional and community support initiatives to encourage

English-speaking professionals and English-speaking students to move to or stay in

the regions;

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In 2008, eight students participated in community nursing internships at four

Englishschools in Montreal’s East End. From left to right starting from the front row:

Valerie Rea, Clara Lauture, Julie Crépeau-Boisvert, Julie Laliberté; second row:

Rebecca Yeung, PerleArcand-Lussier, Elizabeth Murphy-Lavallée, Mayari Linares

Recinos.

Measure 3:

Seminars and conferences are intended to suppport communication

amongprofessionals and share best practices;

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In September 2008, participants in Measure 1 (Language Training Program) and

Measure 2 (Retention and Distance Professional and Community Support Initiatives)

of the McGill Training and Human Resources Development Project gathered in

Montreal for a seminar aimed at reviewing the Project’s prospectus for the years

2008-2013.

Measure 4:

Measure 4 consists of an innovation fund supporting local and regional initiatives

involving projects for retaining English-speaking personnel in the regions.

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The Magnetic English-speaking Community Development Corporation (MCDC)

Team, directed by Suzanne Aubre, has put in place a very successful internship

Program in collaboration with the McGill Project. From left to right – first row: Peter

With comb, Ann Marie Powell, Maureen Small, AlineVisser; second row: Hélène

Doré, Julie Gagné; back row: Suzanne Aubre, MyriamGayrard.

This project is financed by Health Canada as part of its program to support Quebec

initiatives with a view to improving access to health and social services for English-

speaking people. A global budget of $11.9 million is allocated to develop, apply and

evaluate these measures.

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 WORKING OF TRAINING DEPARTMENT

The department is located in a spacious campus very near to factory. It has got its own

all modem a latest “Training aid / facility like – OHP, 40” TV monitor with VCR

Video Camera , tape recorder, two air conditioned conference, hall, four classrooms

and auditorium with a capacity of 150 seats for conducting seminars, workshops, A

well equipped library , PCs with printers, Lucknow Training Division was

established in 1970 for imparting apprenticeship training to apprentices (I.T.I. /

Graduates Diploma holders) and also to meet the requirement of internal and external

training and need based programmes for officers / workmen in this division in the

field of management / technology to improve their managerial & technical

capabilities.

Learning Centre

Learning Centre with the facilities of Pentium computers with internet and

multimedia facility and inkjet printer have been established with the various HAL

Manuals asregarding materials with the purpose to increase the knowledge of

employees andofficers by their self involvement & utilization of facilities.

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Activities Conducted By Training Department

In –house Training programmes.

External Training programmes.

Induction of ITI / Diploma Graduate.

Imparting 40 days trade related instructions classes to ITI trade apprentices for a

period of 6 days.

NCVT training exams for IT trade apprentices twice in a year.

Vocational Practical training to Engineering students.

Two months literacy classes for HAL employees under recruitment &

promotion rule.

Management Trainees Scheme sponsored by corporate office.

National Literacy Mission.

Training of HAL Staff College Bangalore.

Training under self learning scheme for outside agencies.

Hindi Karyashala.

Yoga Classes.

Computer Training.

Seminars.

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Objectives Of Training Department

Rapid technological development in the field of Aerospace demands change in the

management with a long term HRD plan, which is reviewed and redefined from time

to time for better results which focus on:

Improving the job knowledge and skill of employees to undertake theCurrent

and future responsibility more efficiently.

Improving / changing the attitude of people towards work, organization and

Objectives to develop better inter – personal relationship and team spiritthrough

Technological, behavioral & managerial training input.

Training Philosophy

Training and Development efforts in organization should facilitate bridging

Performance gap. Performance gaps are defined as “discrepancies between whatthe

organization could do by virtue of a goal related opportunity in its environment and

what it actually does in terms of exploiting the opportunity.”

“Training and Development” efforts are expected to empower the participants by

helping them to acquire job related knowledge skills, attitudes and capabilities.

Further it is expected that need based training and development efforts should lead to

implementation of learning in work settings & improvement on a continuous basis

Continuous HRD to meet organization objectives and to build a vibrant organization

responsive to change in the environment.

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 VARIOUS TRAINING ACTIVITIES

Staff College Training Activities

HAL staff College has been designed & conducting Management Development

programme (MDP) for middle and senior level executives i.e. Executives from the

rank of deputy managers (grade III) & above. About 80 – 85 days of training is

conducted every year covering about 1000 executives.

Such a massive training effort should help various divisions of a company to improve

their effectiveness.

As the apex training institutions, Staff College was established in 1969. It is entrusted

with responsibility of:

Conducting training programmes for middle and senior managers.

Selection of middle man trainees. ( MTs)

Overseeing the divisional training activities relating to MDPs.

.co-coordinating training activities with corporate office.

The programmes conducted by Staff College fall into two categories:

1. Interactive Programmes.

2. FunctionalProgrammes (related to production, management, financialManagementetc.)

Apart from this there are special Career Development Programmes for middle level &

senior level executives who show a promising potential for advancement. Some career

development programmes are:

Senior Executive Programmes

Senior Management Programme

Advance Management Programme

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Nominations of the participants to these courses are finalized at the corporate level.

The calendar of programmes of courses that are conducted by staff college is drawn

up by staff college in every financial year and circulated among divisions.The

divisions are required to sponsor personnel for various courses and sent nomination

directly to the Staff College.

FACULTY

Training programmes offered by staff college are conducted by experienced and

Qualified faculty of the college supported by eminent faculty drawn from reputed

management institutes such as IIMS,ITI. Etc.A mix of conventional methods of

lectures and seminars as well as modern methods Such as case study, management

games etc are used in training.

Effectiveness Of Training

To know it on the last day of the programme every participant has to givepresentation

and prepare action plan which they could implement on their on their return to work

place.

Training Outside

The company also nominates employees officer on a selective basis for external

Trainingprogrammes, Seminars for this purpose GMs & MDs have been empowered.

Senior &Top executives are sent to advance management courses

Conducted by IIM, AIMA, IIT, ISTD, ISI, XLRI, TISS etc.

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Training Abroad

Training at the work of company collaborations.

Research courses & conferences abroad

Training at academic institutions abroad like – Birmingham University, UK,

Canfield Institute of Technology.

Selected personnel of the company are deputed for training abroad according

to company needs. The company utilizes opportunity provided by GOI, BPEs

and organization such as National Productivity Council.

3.In House Programmes (At Divisional Centre)

This refers to the training within the division. Most of the programmes change every

year. The Technical Training Centre (TTC) organize training programme for thegrade

II & I officers and the workmen. In certain cases they conduct courses for middle &

high level executives.

Objectives Of Divisional Training Centre

To impart knowledge and skills of the divisional man-power in order to

increase productivity.

To impart apprenticeship training to the trade apprentices ITI / Diplomaholder

/ Graduates under the Act.

Activities Of Divisional Training Centre

Providing professional advice on HRD matters in general and training matters

in particular.

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 Conducting training programme for Junior functional executive and

workmenin functional areas of management such as Management

Development,Supervisory Development, Technical Development & Workmen

Development Programmes.

Processing nomination for training programmes.

Activities relating to training of MTs.

Conducting literacy classes for illiterate workmen.

Customer Training.

Apprentices Training under Apprenticeship act 1961.

Co - ordination with Internal and external agencies on training matters.

Practical Training of / Project work for student.

The training programmes of TTC are classified as:

a) Core programmes.

b) Functionalprogrammes.

Core Programmes

These programmes cut across functional boundaries and are “priorities areas” for

The divisional training centers to concentrate on these areas:

Advance Management

General Management & Development

Leadership and Motivation

Shop for Management etc.

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Functional Programmes

In these programmers’, participants from specific functional areas only participate.

Few functional programmes are:

Production Management

Quality control

IR and Labour law

Financial Management

Induction training is also provided to newly appointed executives.

The DTC has been organized as two wings for purpose of training.

Apprentice Training Wing.

Management Training Wing.

Apprentice Training Wing

Presently suitable ITI certificate holder in 17 different trades are being testedInducted

and trained for ½ year after successful completion of apprenticeshipTraining they are

eligible to appear for NCVT Examination. Diploma/Graduate apprentices are also

being conducted under the Act for a period of one year.

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Management Training Wing

With a view to induct high caliber manpower with good academic records to fill

Management positions the company started recruiting management trainees in various

disciple (Tech / Non. Tech.)Who are given 78 weeks of Training atDivisional

Training Center?

The available infrastructure in the Training Department is also being used on demand

basis by various outside customers to train them in various fields as per the terms &

condition of HAL.

Techniques And Approaches In Training

The choice of the method, would be governed by a combination of factors:- the

objectives, the contents – whether it is knowledge based or process based, the level in

the organization and the education profile of the participants. Training methods have

been broadly classified into two:-

1. On the job training - Provided at the work site.

2. Off the job training- Conducted away from the work site.

On the job training:

Under this technique, an employee is placed on a new job and is told how it may be

performed. Employees are coached and instructed by skilled co-workers, by

supervisors, by the special training instructors. They learn the job by personal

observation and practices as well as occasionally handling. It is learning by doing and

it is most useful for jobs that can be learned quickly by watching and doing. Another

feature of this method is that it takes less time to provide braining to the workers and

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also directly adds to the production. There are several methods in vogue which makes

use of on-the-job training concept. Some of them are as follows:

1. One to one instruction:

In this method, a person who serves as a trainer for the organization meets with the

employee at the work place and explains the operation with relevant aids. The

instructor then shows the learner how the process works, ensuring as far as possible

there understands. Finally the trainee practices the process under the supervision of

the training.

2. Coaching:

This learning at work is achieved by the use of actual work, as opposed to the more

artificial nature of training course activities.

There are many occasions for which the coaching method is most usefully applied:-

When an employee demonstrates a new skill or ability?

When an employee expresses interest in a different job within the

organization?

When an employee seeks feedback?

When an employee seeks help with a new skill following a formal training

programme?

When an employee is violating company poHALies or having performance

problems?

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3. Job Rotation:

Job rotation is a formal planned programme that involves assigning trainees to various

jobs in different parts of the organization. The purpose of job rotation is to provide

trainees with a larger organizational perspective and agreater understanding of

different functional areas, as well as better sense of their own objectives and interests.

In terms of advantages, job rotation appears to improve the participant’s job skill,

increase job satisfaction, and provides valuable opportunities for networking within

the organization.

4. Vestibule Training or Training-centre Training:

It involves classroom training imparted with the help of equipment and machines

identical to those in use such at the place of work. Theoretical training is given in the

classroom, while practical work is conducted on the production line. It is often used to

train clerks, bank tellers, inspectors, machine operators, typists, etc.

5. Apprenticeship / Internship:

An apprenticeship is a formal programme involving a combination of classroom

instruction and hands – on practice and training. This method is generally used to

impart skills requiring long period of practice as found in trade, crafts and other

technical fields.

Internship is a programme that provides work experience to students prior to

graduation from an academic programme. The object of this type of training is to

bring about a balance between theoretical and practical knowledge. It is usually

applied to managerial personnel & provides wide variety of job experience, often

involving job rotation.

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 This method involves the creation of a separate training centre within the plant

itself or training is conducted away from the work site for the purpose of providing

training to the new employees.

1. Lectures (or class – room instruction):

Lectures are regarded as one of the simplest ways of imparting knowledge to the

trainees, especially when facts, concepts or principles, activities, and theories and

problem – solving abilities are to be taught. Lectures are formal organized talks by the

training specialist. The expert may encourage discussion and question, but the

majority of the information is delivered through one way communication. The lecture

method can be used for large groups which are to be trained within a short time, thus

reducing the cost per trainee.

2. Conferences and seminars:

Often an executive is deputed to attend conference, seminar or workshop to receive a

quick orientation in various areas of management with which he might be unfamiliar.

One advantage of this type of training is that all the participants coming from different

organization get an opportunity to pool their ideas and experiences in attempting to

solve mutual problem. The attitude is one of the joint exploration. This encourages

cross fertilization of ideas.

34 | P a g e
3. Case studies (Learning by doing):

The ‘case’ is a set of data (real or fictional) written or real miniature description and

summary of such data that presents issues and problems calling for solutions or action

on the part of trainee. When the trainees are given cases to analyze, they are asked to

identify the problem and recommend tentative solution for it . The case study is

especially valuable as a technique of developing decision – making skills and for

broadening the perspective of trainee. Some companies write their own cases to make

them relevant to their own industry or to specific problems.

4. Role playing:

In this method, the instructors assign parts taken from case materials to group

members. The role players attempt to act the parts as they would behave in a real life

situation, working without script or memorized lines and improvising as they play the

parts. Role playing is especially useful in providing new insight and in presenting the

trainee with opportunities to develop interaction skills.

5. T – Group Training:

This usually comprises association, audio - visual aids, and planned reading

programmes.Members of a professional association receive training by it in new

techniques and ideas pertaining to their own vocations. Through a regular supply of

professional journals and informal social contacts or gatherings, members are kept

informed of the latest development in their particular field.

35 | P a g e
 Audio – visual aids, records, tapes, films are generally used in conjunction with other

conventional methods. Planned and supervised reading programmes are conducted.

Technical pubHALations and the latest journals are kept in the library for the use of

the trainees.

6. Computer Based Training:

This training has a major impact on business and the organization. The employees can

now use multimedia presentations to train employees, and the flexibility allows for

different learning and provides a great deal of feedback to the trainees. Computers are

used to present material to trainees either at their own place or in their offices. In

terms of speed however, research indicates that computer based training results in

faster learning time than a traditional lecture approach.

36 | P a g e
 OBJECTIVES OF THE STUDY

Primary Objective:

 Overall study of Training and Developing at HAL.

Secondary Objective:

 Types of methods used for the training of the employees.

 Identification of the training needs.
 Pre-training preparation for the employees.
 Need of motivation for the employees.

37 | P a g e
 LIMITATIONS OF THE STUDY

The study has been undertaken with full dedication and under the guidance of

experienced personnel yet certain limitations were perceived in spite of all the best

efforts against it, which are-

 As the time was limited and organization was so large, view of all the Employees

could not to be taken. Thus a random sample was taken. Therefore the findings may

not exhibit the accurate figures but they give a fair idea of opinion of employees.

 Some employees were reluctant & hesitant to give their views.

 As some respondents (technical persons) were not able to fill the questionnaire

due to time constraints the information collected from them verbally, which might

have affected the results to some extent.

38 | P a g e
 RESEARCH METHODOLOGY

Research methodology is a way to scientifically solve the research problem. It may be

understood as a science of studying how research is done scientifically. In it we study

the various steps that are generally adopted by a researcher in studying his research

problem along with the logic behind them. It is necessary for the researcher to know

not only the research methods / techniques but also the methodology. It defines what

the activity of research is, how to proceed, how to measure progress, and what

constitutes success.

It helps to understand not only the products of scientific inquiry but the process itself.

It aims to describe and analyze methods, throw light on their limitations and

resources, clarify their presuppositions and consequences, relating their potentialities

the twilight zone at the ‘frontier

Sample size

10EXECUTIVES 50 EMPLOYES

40 WORKERS

QUESTIONAIRE CONSTRUCTION:

The questionnaire prepared was structured and non-disguised. The Questionnaire

includes:

1) Multiple choice questions.

2) Subjective questions.

39 | P a g e
Through the questionnaire an attempt has been made to find out the training &

development programme which are provided to the employees by the HAL, whether

the employees are satisfied or not from this HAL, and to know their job satisfaction

and facilities provide by the HAL.

RESEARCH METHODOLOGY FOR CONSUMER SURVEY

RESEARCH PURPOSE

1. To analyze the need of the training and development for the employees.
2. To identity the method used for training.
3. To analyze the requirement of motivation and its level for the employees.
4. To determine pre-training preparation for the employees.

RESEARCH DESIGN

Every Project-Work has a special framework for data collection. This framework is

called research design. The function of research design is to ensure that the required

data is collected in a systematic way.

Sample Survey : Employees.(Sub Department)

Area of Survey : Lucknow division of HAL Faizabad Road

Time Period : 07.07.09 to 19.08.09

Data Type : Primary Data

Sample Selection : Convenience Sampling

40 | P a g e
SAMPLING DESIGN

It is the procedure of selecting units in the sample.

Convenience method has been used to do survey for the purpose of research. I

have contacted the people in general to assess the execution popularity. (I have

used 50 Sample Size) I have contacted the dealers in personal for assessment.

Thus the method was of Convenience sampling type.

Type of Research

Descriptive research

Data collection method:

Primary data

Secondary data

UNIVERSE - The universe is the area in which research is to be conducted. In this

research universe is insurance and investment sector.

SAMPLING TECHNIQUE:

SAMPLING TOOLS:

Convenient sampling is done to collect the information from the employees.

Close ended Questionnaires are used as means/tools for collecting data.

Interpretation is done by using the pie charts.

41 | P a g e
DATA COLLECTION METHOD:

In this report mainly primary data has been used & somewhere secondary data is also

used.

 Primary Data Information/s provided in the project report has been collected

through questionnaires. A survey has been conducted among employees of HAL to

collect information/s for the study.

 Secondary Data For the purpose of completing the project some secondary

means were used for collection of information/s which are as follows :-

From circle head of the branch.

From training guide.

Manuals available at training centre.

Company annual report and other publications.

Company website.

Period of Study

This Training was conducted for 45 days.

42 | P a g e
CHAPTER II

43 | P a g e
 ORGANIZATIONAL PROFILE OF THE COMPANY

HINDUSTAN AERONAUTICS LIMITED (HAL)

Came into existence on1st October 1964, The Company was formed by the merger of

Hindustan Aircraft Limited with Aeronautics India Limited and Aircraft

Manufacturing Depot, Kanpur.

The Company traces its roots to the pioneering efforts of an industrialist with

extraordinary vision, the late Seth WalchandHirachand, who set up HindustanAircraft

Limited at Bangalore in association with the erstwhile princely State of Mysore in

December 1940. The Government of India became a shareholder inMarch 1941 and

took over the Management in 1942.

Today, HAL has 19 Production Units and 9 Research and Design Centers in 7

locations in India.The Company has an impressive product track record –12 types of

aircraft manufactured with in-house R & D and 14 types produced under HALense.

HAL has manufactured over 3550 aircraft,3600engines and overhauled over

8150aircraft and 27300 engines.

HAL has been successful in numerous R & D programs developed for both Defense

and Civil Aviation sectors. HAL has made substantial progress in its current projects.

Various military and civil upgrades,Dhruv was delivered to the Indian Army, Navy,

Air Force and the Coast Guard in March 2002, in the very first year of its production.

44 | P a g e
HAL has played a significant role for India's space programs by participating in the

manufacture of structures for Satellite Launch Vehicles like

PSLV (Polar Satellite Launch Vehicle)

GSLV (Geo-synchronous Satellite Launch Vehicle)

IRS (Indian Remote Satellite)

INSAT (Indian National Satellite)

HAL has formed the following Joint Ventures (JVs) :

BAE HAL Software Limited

Indo-Russian Aviation Limited (IRAL)

Snecma HAL Aerospace Pvt Ltd

SAMTEL HAL Display System Limited

HALBIT Avionics Pvt Ltd

HAL-Edgewood Technologies Pvt Ltd

INFOTECH HAL Ltd

Apart from these seven, other major diversification projects are Industrial Marine Gas

Turbine and Airport Services. Several Co-production and Joint Ventures with

international participation are under consideration.

HAL's supplies / services are mainly to Indian Defence Services, Coast Guards and

Border Security Forces. Transport Aircraft and HeHALopters have also been supplied

to Airlines as well as State Governments of India. The Company has also achieved a

foothold in export in more than 30 countries, having demonstrated its quality and

price competitiveness.

45 | P a g e
HAL has won several International & National Awards for achievements in R&D,

Technology, Managerial Performance, Exports, Energy Conservation, Quality and

Fulfillment of Social Responsibilities.

HAL was awarded the “INTERNATIONAL GOLD MEDAL AWARD” for

Corporate Achievement in Quality and Efficiency at the International Summit (Global

Rating Leaders 2003), London, UK by M/s Global Rating, UK in conjunction with the

International Information and Marketing Centre (IIMC).

HAL was presented the International - “ARCH OF EUROPE” Award in Gold

Category in recognition for its commitment to Quality, Leadership, Technology

andInnovation. At the National level, HAL won the "GOLD TROPHY" for

excellence inPubHAL Sector Management, instituted by the (Standing Conference of

PubHAL Enterprises cope). The Company scaled new heights in the financial year

2006-07 with a turnover ofRs.7, 783.61Cores.

46 | P a g e
 PRODUCTS AND SERVICES OF HAL

Metallography

Well equipped to carry out macro and micro examination, grain flow, inclusion rating,

defect detection, phase identification, quantitative metallographic, welding inspection

etc., for various material under different conditions. Fracture analysis of components

failed in service, process and also during regular testing under varied conditions are

carried out using stereo microscope and scanning electron microscope.

Calibration

Comprehensively equipped to calibrate various kinds of force measuring

equipmentsupto 30,000 kn, thermocouples up to 1100°C and heat treatment furnaces

of different sizes.

47 | P a g e
Chemical Analysis

Quick and accurate chemical analysis of more than sixty elements for

variousengineering materials. Trace element analysis of several elements to ppm

levels.

Mechanical Testing

Material can be tested for hardness, tensile, creep, stress corrosion, fatigue, fracture

toughness, fatigue crack growth rate etc. , under different testing conditions to meet

nationalandinternational standards / specifications.

48 | P a g e
Non–Destructive-Testing

Well equipped to carry out X-ray radiography, ultrasonic inspection, and surface

inspection using dye penetrate, eddy current testing and magnetic particle methods

Onvariety of components made of different materials as per national and

international-standards.

Other Facilities

Several facilities like hammers, induction, resistance and oil fired furnaces, heat

treatment, powder metallurgy facilities, ring rolling machine etc., available in the

Foundry & Forge Division are accessible to the laboratory for any R&D work.

PRODUCTION DIVISION

49 | P a g e
 Engine Division: Along with aircraft manufacture, HAL has also set up facilities at

its Engine Division for the manufacture of jet engines to power its aircraft. At present,

The following types of engines are produced under HALenses. Government of India

has approved manufacture of Garret Engine under HALense agreement with M/s

Garret (GTEC), U.S.A besides the above, the engine Division also undertakes

overhaul of a Varietyof jet engines. It also manufactures Allen Frigate Ancillaries’ for

Leaner class Naval Frigates.

 HeHALopter Division: HeHALopter Division manufactures Cheetah and Chetak

heHALopters for use by IAF and Navy for training, Communication, Rescue,

Casualty

Evacuation, Supply dropping etc. Cheetah heHALopters are also operating in

Civilsectors and further orders are expected. HeHALopter Division also

undertakesoverhaul of heHALopters.

Artouste-III B…..for Cheetah &Chetak HeHALopters Orpheus….for Kiran

Aircraft

Adour MK.811 …… for Jaguar

50 | P a g e
 Overhaul Division: The overhauls Division carrier out repair /overhaul of a variety

of aircraft ranging from small piston engine aircraft to modern jet fighters and

bombers. Along with these it overhauls different models of piston engines and allied

accessories and instruments. The Division has to its credit overhaul/ repair of more

than 1500 aircraft. It has also setup repair bases attached to important Air Force

Units all over the country.

 Forge And Foundry Division: The Foundry and Forge Division supplies a large

range of sophisticated radio graphical quality castings and forgings, both ferrous and

non- ferrous to the different Division of HAL. It also supplies compHALates

components to the Ordinance Factories and other PSU’s in the country.

Accessories Complex

 Hyderabad Division: HAL Hyderabad Division has designed and developed

advanced radio and communication equipment, air-borne and ground radar

equipment, avionics system for various types of aircraft produced at HAL as well as

for Army, Navy and P&T based on indigenous design.

 Korwa Division: A new Division has been set up at Korwa for manufacture of

Advanced Navigation and Weapon Aiming Systems, Display Systems, Flight Data

Recorder etc.

51 | P a g e
 Kanpur Division: Kanpur Division has completed the manufacture ofmedium

transport Avro Aircraft (HS-748) under HALense. The division now manufactures

HPT-32 trainer aircraft and the latest version of gliders called ARDHRA. The

government of India has approved manufacture of Dornier light transport aircraft)

aircraft under HALense agreement with M/s DornieGmbH, West Germany, and the

production of the aircraft has commenced at Kanpur from 1985-86.The Division will,

under the Guidance of designers from the aircraft Design Bureau, Bangalore, modify

two Avro 748 aircraft to carry Antennae for radar, Communications, other ESM

equipment, power generation Equipment special cooling equipment etc. The aircraft

are the Airborne EarlyWarning demonstrator aircraft.

Mig complex:

 Nasik Division: The Nasik Division currently manufactures the MIG-27M and MIG-

21 BIS aircraft, having successfully completed the manufacture of MIG-21 FL and M

version earlier. It also overhauls all variants of MIG-21 aircraft.

 Koraput Division: The Koraput Division having successfully completed program for

manufacture of R11 F2 and F2 engines fitted to MIG-21 FL and MIG –21M aircraft.

Is currently engaged in the manufacture of R-25 engines for MIG BIS aircraft .In

addition, the factory manufactures forgings and castings in its `Foundry & Forge

Shops to meet the requirements of both MIG aircraft and engines. It is engaged in the

overhaul of engines fitted on the MIG series of aircraft. The Division has also

commenced the manufacture of R29 engines for MIG-27 aircraft.

52 | P a g e
 Design And Development Complex:As already mentioned above, HAL has

Designed and developed a Varity of aircraft which includes HT-2, HF-24, HJT-16

(Mk. I& II) Ajeet HPT-32 and HTT-34.Design activity has been further expanded to

Include Avionics in Hyderabad, Accessories at Lucknow and work has commenced

On HeHALopter and small jet Engines at Bangalore.

 Aircraft Research And Design Centre: Aircraft design & development with rich in

service experience and state of the artfacilities including prototype Manufacturing.

The centre is currently engaged in the design and development of the IJT as a

replacement for the Kiran and Light Combat Aircraft (LCA) programs yet

Another prestigious project is progressing well and HAL is gearing up for its

Production as a follow on project of MIG 21 series aircraft. Final development Tests

are in progress.

 Rotary Wing Research And Design Centre: This centre is responsible or Design

and development of heHALopters. The bureau also undertakes programs covering

modification on Cheetah, Chetak, FRB blades for wind powered turbines. The

prototype testing and flight certification of the multirole multi mission heHALopter

the Advanced Light HeHALopter is in progress. The prototype has completed more

than 1000 hrs of accident free flying. Production of first commercial batch is in

progress. A civil variant ofALH is under development.

53 | P a g e
HAL – R & D Centres

Aircraft Research and Design centre (Bangalore).

Rotary wing Research and design centre (Bangalore)

Engine Test Bed Research and design centre (Bangalore)

Strategic Electronics and Design centre (Hyderabad)

Aerospace System and Equipments research and Design centre (Lucknow)

Transport Aircraft Research and design centre (Kanpur)

Aircraft upgrade Research and design centre (Nasik)

Basic objective if the company:

To serve as an instrument of the National HAL to achieve self-reliance in the design,

development and production of aircraft and aeronautical equipment, to meet the

country’s changing and growing needs with needs special emphasis on military

requirements.

In fulfillment of this objective, The Company shall regard itself fundamentally

responsible for design and developments, relying, however, upon such relevant

facilities as are available in other national institutions but always holding itself

basically responding for the growth and furtherance of the country’s aeronautical

capability.

To so conduct its business economically and efficiently that it can contribute its due

share to the national efforts to achieve a self-reliant and self-generating economy.

Towards this end, to develop and maintain an organization which will readily respond

to and adopt the changing matrix of socio techno-economic relationship and wherein a

54 | P a g e
 climate of growingprofessional competence, self-discipline, mutualunderstanding,

deepcommitment and a sense of belonging will be fostered and each employee will be

encouraged to grow in accordance with his potential for the furtherance of the

organizational goals.

Consistent with the Basic objectives of the Company, The Personnel Department of

the Corporate Office has adopted certain specific objectives which will act as a source

of inspiration and guidance in evolving personnel poHALies and framing rules and

regulations for growth and development of employees and to ensure their deep

commitment and sense of belonging to the Company. These specific objectives are

stated below:

a) Ensure quality of personnel at all levels and provide them the right work environment.

Job satisfaction and professional challenges.

b) Provide a healthy blend of employees who have grown with the organization and

those selected from outside.

c) Ensure employment of minimum number of personnel and avoid surpluses.

Motivate employees to be increasingly achievement oriented.

Identify personnel with potential for growth.

d) Provide adequate opportunities for personnel to improve the level of their professional

knowledge.

e) Personnel with talent and potential for growth to be developed to shoulder higher

responsibilities.

f) Progressively introduce participative style of Management.

g) Ensure uniformity in principal conditions of service.

55 | P a g e
h) Maintain effective communication and harmonious relationship with employees at all

levels.

i) Provide for welfare and happiness of personnel at all levels and their families.

PERSONNEL DEPARTMENT- HAL CORPORATE OFFICE

The primary functions of the Corporate personnel Department are:

Responsible for initiating and evolving sound personnel poHALies, procedure and

practices in consonance with the basic objectives of the Company.

Responding for laying uniform service conditions for all employees

Responding for recruitment and promotion of officers in respect of posts in Grade-

V and above on company wide basis.

Implementation of Presidential Directives in the matter of reservation of posts for

SC/ST , physically handicapped and ex-servicemen and dependents of those killed

in action;

Holding periodical meeting and discussions with representatives of all Recognized

unions for resolving issues of companywide nature and enter intoagreement in

respect of wage & allowances and allied matters;

Advise and assist the Divisional Management in maintaining and developing

healthy and harmonious industrial relations;

56 | P a g e
 HAL’S INTERFACE WITH GOVERNMENT

& OTHERAGENCIES

The Company while formulating its long term plans in regard to Management of

Human Resources, Wages and Salary Administration, Labour, Management Relations

etc., have to deal with a number of outside organizations, These include the Bureau of

PubHAL Enterprises which has to clear the company’s broad poHALies in regard to

Salary & Wage increases, monetary incentive schemes etc; also issue broad guidelines

which are normally to be kept in view by PubHAL Enterprises while formulating its

own poHALies.

Another organization which helps PubHAL Enterprises while to voice its

views in the appropriate Ministers in the Government of India is SCOPE (Standing

Conference

Of PubHAL Enterprises) . In order to ensure uniformity in the poHALies those are

followed by the Company particularly in relation to labour, a body known as the

CCUI (Co-ordination Committee of Union Industries) has been formed with

representation of BEL, HMT, BEML & ITI. Details of (BPE, COPU, and CCUI) are

given below:

 Constitutes And Function Of The BPE:

The Bureau of PubHAL Enterprises (BPE) has been set up under the department of

pubHAL Enterprises Ministry of Industry.

The BPE acts as a service, Co-ordination and evaluation agency and carries

out the following mainfunctions:-

57 | P a g e
 As a central Point of reference and consultation dealing with matters of general

interest, like organizational pattern, personnel poHALies ,collaboration arrangements,

training programs, project planning, economic, social and financial poHALies ,Wages

7 salary structure, Perks etc.

To devise steps to improve productivity and profitability of PubHAL Enterprises by

constant review of their performance through suitable methods of reporting and

analysis of the performance date;

To issue guidelines to the PSUs on various aspects of Management referred to above,

form the point of view of maintaining uniformity and to remove any distortions/

aberrations;

To furnish periodical reports to Parliament and Government on the working of

PubHAL Undertakings;

To advice the PubHAL Enterprises on any matters referred to by them.BPE also assist

the parliamentary Committee on PubHAL Undertaking (COPU) in consultation with

other Administration Ministries ;

 Standing Conference Of PubHAL Enterprises (Scope)

The scope is the apex body of all Central PubHAL Sector Enterprises created with the

Objective of promoting better understanding among the PubHALabout the individual

And collective contribution of PubHAL Sector inbuilding the industrial base of the

nation. Its main role is to assist pubHAL sector in such ways as would help improve

its

Total performance and alsoconvey such information and advice to the community and

the Government as would generally help the pubHAL sector in its role.

58 | P a g e
 Chairman and Directors of PubHAL Sector Enterprises are appointed by the President

Of India. Appointments are normally for a period of five years of till the age of

superannuation whichever is earlier. In order to provide thewidest possible base for

Selection of top personnel, Government has constituted the pubHAL. Enterprises

Selection Board, which is charged withthe responsibility of selecting personnel for

these posts. The Committee isalso consulted the tenure of any Director is extended.

This Committee functions in the Department of personnel and Administrative

Reforms ofthe Government of India.

 Co-Ordination Committee Of Union Industry In Bangalore

Bangalore is the headquarters of HAL, BEL, BEML, ITI and HMT. Traditionally

there has been good deal of commonality in the wage and salary structure and basic

condition of service of personnel in these industries. In order to adopt a common and

rational approach in dealing with demands made by trade unions in these industries,

on informalCommittee of Heads of these 5 pubHAL sector undertaking has been

armed for discussion on major issues, such as pay scales and allowances and

other.Monetary demands of employees in these industries. Major issues of HAL are

taken up with Government by Chairman, CCUI, on behalf of the member industries.

This is known as Co- ordination committee of Union Industries (CCUI).

59 | P a g e
Core Business of HAL

Affirming its commitment to the Defence Services and to achieve strategic self

reliance in the Aerospace Sector in the country, HAL’s core business activities

comprise:

Design, Development and Production of Fixed Wing aircraft (Fighters, Trainers &

Transport) and HeHALopters, their Engines, Avionics & Accessories.

Life Cycle customer support through Maintenance, Repair & overhaul of

Aerospace products.

Manufacture of Structures and Integrated systems for space launch vehicles and

satellites.

The Company is launching new design & development projects on Fifth Generation

Fighter Aircraft, Multi-role Transport Aircraft, Light Utility HeHALopter, Turboprop

Trainer and UAVs to meet the future requirements of our Defense Services.

HAL – Liasion Offices

London - Moscow

New Delhi - Mumbai

Vizag - Chennai

60 | P a g e
 Hal has formed following

Joint ventures (jvs):

BAE HAL Software Limited

Indo-Russian Aviation Limited (IRAL)

Snecma HAL Aerospace Pvt Ltd

SAMTEL HAL Display System Limited

HALBIT Avionics Pvt Ltd

HAL-Edgewood Technologies Pvt Ltd

INFOTECH HAL Ltd

Apart from these seven, other major diversification projects are Industrial Marine

Gas Turbine and Airport Services. Several Co-production and Joint Ventures with

International participation is under consideration. HAL's supplies / services are

mainly to Indian Defense Services, Coast Guards andBorder Security Forces.

Transport Aircraft and HeHALopters have also been supplied to Airlines as well as

State Governments of India. The Company has also achieved a Foothold in export in

more than 30 countries, having demonstrated its quality andPrice

competitiveness.HAL has won several International & National Awards for

achievements in R&D, Technology, Managerial Performance, Exports, Energy

Conservation, Quality and Fulfillment of Social Responsibilities.783.61Crores

61 | P a g e
 FINANCIAL PERFORMANCE

The year 2007-08 was a year of growth, achievement and recognition for thecompany.

During the year HAL registered all time record turnover of Rs. 8625.33 crs.

Registering a 10.82% growth over the previous financial year.The profit for the year

was Rs. 2164.23 crs. as against Rs. 1743.60 crs. in theprevious year. The net worth of

the company has gone up from Rs. 2084.99 crs.(in 2006-07) to Rs. 3326.33 crs (in

2007-08). HAL has attained the status of aZero Debt company during 2007-08.Return

to the government on theinvestment in HAL is steadily on the increase with the

highest Dividend of Rs. 327 crs. (271%) paid for the year 2007-08.

Hal Management Academy (HMA)

HMA is a premier centre of learning having qualified faculty members and

equippedwith all required training facilities. It regularly conducts series of training

program from entry level to senior executives of the company to facilitate continued

enhancement of their management skills and leadership qualities. It has embarked on

a journey to enable personal and professional development of executives of the

company belonging to all functions, through re-designing the required framework,

establishing of processes and making available opportunities for asustained learning

and development, spanning their entire career. HMA has an ambitions vision to go

beyond training and enable executives of HAL to unleash their potential and enrich

their professional and personal lives

62 | P a g e
Exports

HAL has emerged as a globally competitive Aerospace company. With the emerging

opportunities in the aviation sector and the scope in expanding HAL’s business

spectrum, export thrust is expected to reach new heights progressively.

HAL has established its credibility for supply of high precision structural work

Packages to Aviation majors like Airbus and Boeing. Follow-on orders from Airbus

&

Boeing reaffirms customer’s confidence in HAL’s export quality & Reliability.

Recent contracts concluded for supply of Dhruv to Ecuador & Turkey helped HAL to

attain global presence. Towards this, HAL is in the process of setting up a regional

maintenance centre for Dhruv to cover after-sales logistic support in the entire Latin

American region.

63 | P a g e
 HAL has been participating in outsourcing programs of renowned

aerospacecompanies and is manufacturing structural & composite work packages of

aircraft/heHALopter. HAL is also exporting rolled rigs, forgings, and castings for

civil aircraft engine programs.

As an export initiative towards new market / product development, agreements have

been concluded for supply of TPE 331-12 Garrett engines, structural components and

assemblies for DO-228-212 aircraft and critical engine module components.

Dedicated facilities are being set up to address these new project requirements.

HAL’s expertise in software, design and analysis has also resulted in export orders

from reputed aerospace companies. HAL has also made a major foray into civil

aviation by joining a prestigious project for conversion of Boeing 737-300 to freighter

version.

HAL has been providing services support for MiG variants, Jaguar, Do-228, HS-748

And Cheetah/Chetak heHALopters already in services

HAL’ S Core Values

 Customer satisfaction:

We are dedicated to build a relationship with our customers, where we become

partners in fulfilling their mission. We strive to understand our customer’sneed

tondeliver products and services that fulfill and exceed all theirrequirements.

64 | P a g e
 Commitment to total quality:

We are committed to continuous improvement of all our activities. We willsupply

products and services that confirms to highest standards of designmanufacture,

reliability, maintainability and fitness for us as desired by our customers.

 Cost And Time Consciousness

We believe that our success depends on our ability to continually reduce cost and our

shorten the delivery period of our products and services. We will achieve this by

Eliminating waste in all activities and continuously improving all processes in every

area of our work.

 Innovation and creativity:

We believe in striving for improvement in every activity involved in our business by

pursuing and encouraging risk taking, experimentation and learning at all levels

within the company with a view to achieving excellence and competitiveness

 Trust and team spirit:

We believe in achieving harmony in work life through mutual trust, transparency, co-

operation and sense of belonging. We believe strive for building empowered teams

To work towards achieving organizational goals.

65 | P a g e
 Respect for individual:

We value our people. We will treat each other with dignity and respect and strive for

individual growth and realization of everyone’s full potential.

 Integrity:

We believe in a commitment to be honest, trustworthy and fair in all our dealings. We

commit to be honest and devoted to our organization. We will practice self discipline

and own responsibility for our actions. We will comply with all requirements so as to

ensure that above organization is always worthy of trust.

Aim of HAL

International leaders with Aeronautics - Achievement oriented

Progressive - Proactive

Competitive - Profit oriented

Climate conductive to employees - Collaborations

HAL – Key Trust Aereas

Leadership in Aerospace Research and development.

Well defined financial goals and plans for 21st century.

Under taking new design and Development of Jet Trainers.

Two / four seated HeHALopter, update MIG and JAGUAR series aircraft.

Satisfy and exceed the present and future requirements of customers.

Accelerate our efforts of production of Advance light heHALopter.

66 | P a g e
 Development and production of Light Combat Aircraft.

Participation in manufacture of new aircraft like Advanced Jet Trainer and

Sukhoi-30.

Manufacture of 50 to 100 seated civil aircraft.

New Strategies for export and diversification through joint venture and subsidiary

companies.

Self – reliance through indigenization.

Total quality in products and services.

Product OfHAL (Lucknow Division)

ELECRONICS State inverters

o DC systems control and protection units

o AC system control and protection units

o Fuel management systems

o Land management system

 Precision manufacturing capabilities:

All ranges NC machines up to 5 axis Precision Conventional machines. As on 1-3-02

the division has 3424 employees out of which 2734 are workme (1411 direct and

1323 indirect) and 690 officers. As on 25/7/04 the division has3209 employees out of

whom 2616 are workmen (1350 direct and 1266 indirect) and 593 officers .As on 25-

6-06 the Division has 3068 employees with breakup of 2508 workmen and 560

67 | P a g e
officers As on 25-7-06 the division has 3087 employees with breakup of 257

workmen (with 1331 direct workmen & 186 indirect workmen) and 570 officers.

Strategy Of The Company (H.A.L.)

Emanating from the Company's Mission Statement, the strategic Human Resource

Development (HRD) goal of HAL is to create an atmosphere of technological and

managerial excellence to become a globally competitive Aerospace Industry. With the

changing environment, rapid technological changes characterized by a paradigm shift

from HALensed production to R&D based production duly balanced with co-

development / co-production, technological up gradation etc., greater customer

demand, focused diversification to civilian and export markets, the overall objective

of the Human Resource Development plan is to build a vibrant and learning

organization, so as to meet the challenges of quality and excellence, recruitment and

retention of competent human resources and develop high commitment and a sense of

belongings to the Company. Accordingly, the Company'sHR Vision, Mission,

Objectives, Strategiesand PoHALies.

HAL - Research And Development

Leadership in R & D in the field of Aerospace.

Enhancing HAL’s stature as a leader in Aeronautics.

Strengthening HAL Design set up to take leadership role to meet civil and military

needs.

68 | P a g e
 To bring small and medium private industries under HAL umbrella by providing

technological support with the view to ensure that total internal and external

marketing for them is done through HAL.

Strategic alliances with DRDO, NAL and other R & D labs and organizations

Close co-operation with other defense PSU’s for work sharing

Focus of Human Resource HAL

Competence, Building

Commitment

Motivation

Employee Relations

In the backdrop of the above, the focus of Human Resource Development

Present Set Up of HAL

HAL has 3 production complexes (Bangalore, MIG, accessories ) and Design

complex each headed by a Managing Director (MD) reporting to chairman is assisted

by Director finance, Director corporate planning & Administration in the corporate

office.

P & A Department of HAL, Lucknow Division

P & A Department of HAL, LUCKNOW division has 9 Sections.The personnel and

administration department has been divided into the following sections:

1) Recruitment Section

2) Establishment Section

69 | P a g e
3) HRD Section

4) General Administration

5) Industrial Relations Section

6) Legal Section

7) Rajbhasha Section

The center is responsible for design and development of heHALopters. The bureau

also undertakes programme covering modification on Chetah, Chetak, FRB blades or

winds powered turbines. The prototype testing and flight certification of the multi ole

multi mission heHALopter the Advanced Light HeHALopter is in progress.

70 | P a g e
Tenders At H.A.L

HAL Corporate Office 22 Apr 2010

HAL Management Academy

Aircraft Division, Bangalore 15 Feb 2010

Airport Services Centre 12 Nov 2009

Aerospace Division, Bangalore 06 Jan 2010

Facilities Management Division, Bangalore 19 Apr 2010

Engine Division, Bangalore 13 Jan 2010

Engine & Test Bed Research & Design Centre 16 Apr 2010

Medical and Health Unit

Overhaul Division, Bangalore

Foundry & Forge Division Bangalore 22 Apr 2010

Bangalore Complex

Aircraft Research & Design Centre 23 Apr 2010

Composites Manufacturing Division 25 Mar 2010

Rotary Wing Research & Design Centre 25 Mar 2010

HeHALopter MRO Division, Bangalore

HeHALopter Division, Bangalore 31 Mar 2010

Barrackpore Division 20 Apr 2010

71 | P a g e
Aircraft Division, Nasik 19 Apr 2010

Engine Division, Koraput 16 Apr 2010

Accessories Division, Lucknow 16 Apr 2010

Avionics Division, Korwa 12 Apr 2010

TAD, Kanpur 19 Apr 2010

Hyderabad Division

72 | P a g e
 TRAINING & DEVELOPMENT OF EMPLOYEES AT HAL

Introduction

The main basis for the training and development sessions of an employee is his

Performance Appraisal Report. Based on this report the training needs of an employee

are judged and a training calendar is made so as to improve the performance of the

employees.

Objectives Of Training And Development

The objectives of the training and development sessions are:

1. Gap filling.

2. Skill improvement.

3. Quality.

4. New technology

5. Job knowledge.

6. Behavioural skills.

7. Information and awareness.

8. Cost and time saving.

Based on the Performance Appraisal Reports of employees or the Probationary

Reports of the trainees, the training need analysis is done and the following questions

are answered to make the training sessions successful and productive:

1. What programs are to be included?

2. Who will attend these programs?

3. Who will be the faculty or the trainers for a specific session?

73 | P a g e
Types Of Training

Basically, the training sessions provided in HAL is of the following types which have

elaborated below.

1. Internal training:In the internal training programs, the faculty or the trainers are

the employees of HAL only. They may or may not be from the same departments or

divisions. A training calendar (Annexure 5) is made in every financial year base on

the Annual Confidential Reports and circulated in the organisation.

2. External Training:In case the training needs of the employees cannot be fulfilled

from within the organisation, then the employees are sent to the external

organisations.

3. HMA or HAL Management Academy:HMA is located in Bangalore. It circulates

its own training calendars and sends it to all the divisions of HAL. The employees

who are trained at HMA are compulsorily required to give a test of 1000 marks. This

test includes both, the Individual Project Work and also the Group Project Work.

Management trainees are handled by HMA or the HR department and not the training

department of the division.

4. Diploma or Technician Trainees:In HAL, the workmen (non officer post holders)

are divided into scales. The diploma engineers are equivalent to scale 6 while the

technicians or ITI are given a scale 5. For them, there is basically on-the-job training

which is tested and is given a weightage of 200 marks. The other trainings are like in

74 | P a g e
the field of Basic Manufacturing and Engineering holding approximately a weightage

of 300 marks. There are other fields also where training is given.

5. Workshops:The basic problem that is faced in the external training is that the

training schedules or calendars are not made in accordance to the needs of a particular

organisation. They make their training schedules and thus the organisational resources

(time, money and manpower) are wasted. This problem is overcome by the

workshops.

National Productivity Council or NPC is one of the chief institutions which

organises training and development programs for HAL.

75 | P a g e
 TRAINING AND DEVELOPMENT PROCESS

The training process of HAL is given below:

1. Training need analysis is done with the help of the Performance Appraisal

Reports and feedback from department heads.

2. Financial budget for the training is set for the financial year.

3. Development of training module. Then it is observed whether in-house training

will be more beneficial or out-house training or should outsourcing be done.

4. Conduction of training program as per the needs and the financial budget of the

organisation.

5. Evaluation of the training program by getting the feedback form filled from the

employees. The sample format of the feedback form is given in Annexure 6.

In HAL, the training period is mostly of 6 months or more.

Preparation of training plan :

The training of Executives in HAL is given by :

HAL Management Academy a unique body for imparting training to the Executives

of HAL &Out side agencies.

76 | P a g e
Imparting Of Training

Actual training is imparted with the help of in-house and outside agencies. The

selection of these agencies is done on the basis of reputation; programmes offered by

them, past experience and feedback received from the earlier participants. Training is

also imparted by nominating the concerned employee for an external training

programme. All records of the training are maintained at branch as per Record of

Training in the Personnel folder and the same is intimated to the Executive Office

Personnel through the Monthly Personnel Report.

Feedback

A feedback is taken from the participants through a questionnaire on the programme

and their impressions in order to further improve upon the same. There are three such

questionnaires available and one of these is used depending upon the nature of the

training programme and the level of participants. Also, a person from the personnel

department sits through the final session of the programme and takes the verbal

feedback about the programme.

Induction Training

This is carried out as the very first step for any new entrant into Company. The

department prepares a schedule for the employee as per which he is required to spend

specific time in each department. During such period, he is reporting to the respective

department head. The objective of the induction programme is to familiarize the

participant to the function of different department. The copies of the same are sent to

77 | P a g e
the General Manager and all concerned. At the end of the induction, the trainee has to

submit a report to the Personnel Department.

Management Trainee’s Training

Management trainees are given a fortnight of induction programme. Corporate HR

advises it as per Management Trainee Training programme designed by them.

Thereafter, a detailed training programme is carried out whereby the incumbent is to

understand in depth of working of each department at various locations as per the

programme given by the Corporate HR. Corporate HR

maintains all relevant records pertaining to Management Trainee’s training at

Bangalore.

A person gets nominated for the training programme in the following two ways:

a) Training programme flowing from the training needs.

b) Training programme for testing out the training/ increased awareness/ general

information/ omnibus training types etc.

78 | P a g e
CHAPTER-III

79 | P a g e
 ANALYSIS AND INTREPRETATION

1. TRAINING IS NECESSARY OR NOT?

60%

50%

40%

30%
Series1

20%

10%

0%
always some time not to all

Interpretation :
 Maximum Employees feel that training is necessary (50%)

 Only20% feel it is not necessary

 -30% feel only for some time

80 | P a g e
2. DO YOU EAGERLY PARTICIPATE IN TRAINING PROGRAMMES?

80

70

60

50

40
Series1
30

20

10

0
very good good fair

Interpretation:-
 Maximum employees feel that they eagerly participate in training

programmes (70%).

 20% employees feel that they sometimes eagerly participate.

 Only 10% do not eagerly participate in training programmes.

81 | P a g e
 3. WHAT DO YOU THINK ABOUT TRAINING PROGRAMME
ADOPTED IN HAL.?

45%
40%
35%

30%
25%
20% Series1

15%
10%
5%
0%
very good good fair poor not say

Interpretation:-
 40% employees feel that training programmes adopted by HAL is very good.

 30% employees consider it to be good.

 20% employees consider it to be fair.

 5% employees consider it to be Poor.

 5% employees cannot say.

82 | P a g e
4. DOES THE TOP LEVEL MANAGEMENT PLAY EFFECTIVE ROLE IN
IMPLEMENTING TRAINING PROGRAMME?

70%

60%

50%

40%
Series1
30%

20%

10%

0%
very good good fair

Interpretation:-
 Maximum employees feel that top level management play effective role in

implementing training programmes (60%).

 20% employee feel that top level management play effective role in

implementing training programmes Sometimes.

 20% employees do not feel that top level

83 | P a g e
5. DO YOU THINK THAT AFTER UNDERGOING TRAINING YOUR
PERFORMANCE IS IMPROVED?

100%
90%
80%
70%
60%
50%
Series1
40%
30%
20%
10%
0%
always some time

Interpretation:-
 Maximum employees feel that after undergoing training programmes there

performance is improved (90%)

 10% employees feel that after undergoing training programmes there

performance is not improved.

84 | P a g e
6. DO YOU THINK THAT THESE TRAINING PROGRAMMES GIVE
BETTER OPPORTUNITY FOR GROWTH AND PROMOTION?

90%
80%
70%

60%
50%
40% Series1

30%

20%
10%
0%
very good good fair

Interpretation:-
 Maximum employees feel that training programmes provide better opportunity
for growth and promotion (80%)

 15% employees feel that after training programmes provide better opportunity

for growth and promotion sometimes.

 5% employees feel that training programmes do not provide better opportunity

for growth and promotion.

85 | P a g e
7. DO THESE TRAINING PROGRAMMES HELP TO ACHIEVE
ORGANIZATION OBJECTIVES?

90%
80%

70%
60%
50%
40% Series1

30%
20%
10%
0%
always some time not ti all

Interpretation:-
 Maximum employees feel that training programmes help to achieve

organization objectives (80%)

 10% employees feel that training programmes somewhat help to achieve

organization objectives.

 10% employees feel that training programmes do not help to achieve

organization objective.

86 | P a g e
8. HAL PROVIDE REQUISITE TRAINING ON THE BASIS OF GENUINE
TRAINING NEEDS?

80%

70%

60%

50%

40%
Series1
30%

20%

10%

0%
always some time

Interpretation:-
 Maximum employees felt hat HAL provide requisite training on the basis of

genuine training needs (70%)

 30% employees feel that HAL do not provide training on the basis of genuine

training needs.

87 | P a g e
9. THERE IS APPROPRIATE FACULTY FOR CONDUCT TRAINING
AND DEVELOPMENT PROGRAMMES?

90%
80%
70%

60%
50%
40% Series1

30%
20%
10%
0%
always some time

Interpretation:-
 Maximum employees feel that there is appropriate faculty for conduct training

and development programmes (80%).

 20% employees feel that there is no appropriate faculty for conduct training

and development programmes.

88 | P a g e
10. EMPLOYEES GET AN OPPORTUNITY TO TRY OUT WHATEVER
THEY LEARN IN TRAINING PROGRAMMES?

60%

50%

40%

30%
Series1

20%

10%

0%
always some time not to all

Interpretation:-
 50% employees feel that they get opportunity to try whatever they learn in

training programme.

 40% employees feel that sometimes they get opportunity to try whatever they

learn in training programme.

 10% employees feel that they do not get opportunity to try whatever they learn

in training programme.

89 | P a g e
 11. DEMOGRAPHIC ANALYSIS?

Gender (of respondents)

70%

60%

50%

40%
Series1
30%

20%

10%

0%
male female

Interpretation:-
 Only 39% respondent from our sample were females

 Rest 61% respondent from our sample were males

90 | P a g e
 12. LENGTH OF SERVICE?

80%

70%

60%

50%

40%
Series1
30%

20%

10%

0%
more than 15 10-15 year 5-10 year 0-5 year
year

Interpretation:-

 68% respondents have length of service above 15 yr.

 28% respondents have length of service a 10-15 yr

 4% respondents have length of service 5-10 yr.

 10% respondents have length of service 0-5 yr.

91 | P a g e
13) - Are you aware of training HAL of the organization?

Table No. 1:Average Of Awareness Of Training HAL

Response Yes No Partly

Executive 8 -- 2

Workmen 10 7 23

Figure No. 1:Average Of Awareness Of Training HAL

25

20

15 Executive
Workmen
10

0
Yes No Partly

INTERPRETATION

80% executives were fully aware of training HAL while 20% executives were

partly aware.

Among workmen 25% are aware of training HAL,

17.5% know nothing about training HAL

57.5% employee knows only to some extent about training HAL.

92 | P a g e
14) - Are suggestions taken from workmen to arrange need base training

programme?

Table no. 3: need for base training programme

Response Yes No To some extent

Executive 2 -- 8
Workmen 8 20 12

Figure No. 3:Need For Base Training Programme

20
18
16
14
12
Executive
10
Workmen
8
6
4
2
0
Yes No To some extent

INTERPRETATION

20% executives said that the opinion of workmen is always incorporated.

80% executives said, views of workmen are incorporated whenever it is

possible.

20% workmen said their views are always welcomed.

30% workmen said only sometimes their views are incorporated.

50% workmen said their views are not taken at all while arranging training

programme.

93 | P a g e
15) To what extent employees apply their knowledge/ skill which they have

gained through training in the work?

Table No. 5:Skills Gained For Training Programme

Response Completely Partly Not at all

Executive 2 8
Workmen 10 30
Figure No. 5: SKILLS GAINED FOR TRAINING PROGRAMME

35

30

25

20
Executive
15 Workmen

10

0
Completely Partly Not at all

INTERPRETATION

20% executive said that employees completely apply the knowledge, which

they have gained through training.

80% executives said that employees apply only a part of knowledge they have

gained through training.

25% workmen said they completely apply the knowledge.

75% workmen said they apply only apart of knowledge they have gained

through training.

94 | P a g e
FINDINGS

95 | P a g e
 FINDINGS

From the research project undertaken by me, I found the following things:

Maximum employees feel that training is necessary.

Maximum employees eagerly participate in Training programmes.

Minimum employees feel that training programme adopted in HAL is very

good.

Maximum employees feel that top level management play effective role in

implementing training programmes.

Mostly employees feel that after undergoing Training programmes their

performance is improved

Maximum employees feel that these Training programmes give better

opportunity for growth and promotion.

Maximum employees feel that these Training programmes help to achieve

organization objectives.

Maximum employees feel that HAL provide training on the basis of genuine

training needs.

Maximum employees feel that there is appropriate faculty for conduct training

and development Programmes

96 | P a g e
Minimum employees feel that employees get an opportunity to try out

whatever they learn in training programmes.

Minimum respondents were males and 31% were females.

Minimum respondents have length of service above 15 years.

In terms of Human Resources, HAL is one of the best organizations.

During my internship in HAL it has been found that the there is an ascending

order of the Grades i.e.; starting from 1 to 9. It means the person who is

holding the grade 9 is the high post in HAL.

The person recruited should be a well qualified (Engineer, MBA’s, etc.). It

helps them in further promotion.

The employees, who are ranked on the scale starting from 2 to 10, are either

graduate, SSC or high school for the lower post (scale 2).

HAL is a big organization. It consists of a huge number of employees and the

training and development programme is done at a grand level.

Being an organization associated to Defense, the documents related to the

organization are kept confidential and outsider’s interference is completely

prohibited.

The security department of HAL is highly organized.

The work is done in a systematic order with the full motivation of the

employees in the organization.

97 | P a g e
CHAPTER-IV

98 | P a g e
 SUGGESTIONS AND RECOMMENDATION

Following suggestion is based on the feedback and information collected from the

employees of HAL, Lucknow division-During the measures of training and

development it already maintain its standards. HAL training and development

programme is a good process but also require time to time situational modification.

1)-HAL can select highly skilled candidates through seminar and they should

continuously kept in touch with management institutions, science institution,

technical, technical institution and non technical institution like IIM Bangalore, IIT,

Diploma institution.

2) - Methods of training need assessment / identification should be made more

clearand known to employees, so that they don’t feel biasness in nomination

ofparticipants for training programme.

3)-Employee’s suggestion should be given more importance while arranging need

Base training programme, then they will try hard to fulfill the purpose of training.

99 | P a g e
CHAPTER-V

100 | P a g e
 CONCLUSION

In my point of view the measures of training & development in the HAL is

optimum. The process adopted in the organization is given in the project above.

In HAL the measures of training & development are easy and well planned

and I saw that the workers are very qualified. I realized that the training &

development process is very systematic and its rules are put up by highly skilled

persons which are legal in accordance to government.

I concluded that the highest posts are filled mostly by promotion on the basis

of experience and performance. And lastly I would like to conclude that the processes

and working of HAL as a whole is very good and preplanned.

101 | P a g e
 BIBLIOGRAPHY

BOOKS

 Human resource management by RAO, V.S.P

 Research methodology by KOTHARI C.

JOURNAL

 Employee Handbook

PRESS RELEASE

 News papers - business standard

 Monthly magazines

 business world

 Front line

WEBSITE

 www.ctchr.com

 www.hr.ac.in

 www.answer.com

102 | P a g e
 QUESTIONNAIRES

1. TRAINING IS NECESSARY OR NOT?

A .ALLWAYS

B. SOMETIME

C. NOT TO ALL

2. DO YOU EAGERLY PARTICIPATE IN TRAINING

PROGRAMMES?

A.VERYGOOD

B. GOOD

C. FAIR

3. WHAT DO YOU THINK ABOUT TRAINING PROGRAMME

ADOPTEDLIC?

A.VERY GOOD

B.GOOD

C.FAIR

D.NOT SAY

4. DOES THE TOP LEVEL MANAGEMENT PLAY EFFECTIVE

ROLE IN IMPLEMENTING TRAINING PROGRAMME?

103 | P a g e
 A.VERY GOOD

B.GOOD

C.FAIR

5. DO YOU THINK THAT AFTER UNDERGOING TRAINING

YOUR PERFORMANCE IS IMPROVED?

A .ALLWAYS

B. SOMETIME

6. DO YOU THINK THAT THESE TRAINING PROGRAMMES

GIVE BETTER OPPORTUNITY FOR GROWTH AND
PROMOTION?

A.VERY GOOD

B.GOOD

C.FAIR

7. DO THESE TRAINING PROGRAMMES HELP TO ACHIEVE

ORGANIZATION OBJECTIVES?

A .ALLWAYS

B. SOMETIME

C. NOT TO ALL

8. LIC PROVIDES REQUISITE TRAINING ON THE BASIS OF

GENUINE TRAINING NEEDS?

A .ALLWAYS

104 | P a g e
 B. SOMETIME

9.THERE IS APPROPRIATE FACULTY FOR CONDUCT

TRAINING AND DEVELOPMENT PROGRAMMES?

A .ALLWAYS

B. SOMETIME

10. EMPLOYEES GET AN OPPORTUNITY TO TRY OUT

WHATEVER THEY LEARN IN TRAINING PROGRAMMES?

A .ALLWAYS

B. SOMETIME

C. NOT TO ALL

11. GENDER?

A.MALE

B.FEMALE

12. LENGTH OF SERVICE?

A. MORE THAN 15 YEAR

B. 10-15 YEARS

C. 5-10 YEAR

D. 0-5 YEAR

105 | P a g e
13) - Are you aware of training HAL of the organization?

a) Yes

b) No

c) Partly

14) - Are suggestions taken from workmen to arrange need base training programme?

a) Yes b) No c) Somewhat

15) To what extent employees apply their knowledge/ skill which they have gained

through training in the work?

a) COMPELTELY

b) PARTIALY

c) NOT AT ALL

106 | P a g e