A

Project Report on
TRAINING AND DEVELOPMENT

With reference to

In partial fulfilment of internship of

BACHELOR OF BUSINESS ADMINISTRATION (BBA)

Submitted by

GRANDHE . V. SAMPATH LEKHYA

Regd. No. 121713601016

Under the guidance of

Mr.V.Suryanarayana
Mr.Karunakar

Assistant Professor
Manager-HR

GITAM Institute of Management Varun

Motors PVT.LTD.
DECLARATION
I G.V.Sampath Lekhya hereby declare that this project report entitled
“TRAINING AND DEVELOPMENT”, submitted by me , under the guidance
of M.V.Suryanarayana , BBA of GITAM INSTITUTE OF MANAGEMENT ,
Visakhapatnam , is my own and has not been submitted to any other
university or institute or published earlier.

Date:
G.V.Sampath Lekhya
 CERTIFICATE
This is to certify that this report titled TRAINING AND DEVELOPMENT
have been successfully completed at VARUN MOTORS by G.V.Sampath
Lekhya partial fulfilment of the requirement for the award of the Degree
of Bachelor of Business Administration to GITAM INSTITUTE OF
MANAGEMENT , Visakhapatnam is a bona-fiide work carried out by her
under my guidance.

VISAKHAPATNAM
Mr.M.V.Suryanarayana

DATE: Assistant
Professor

GITAM Institute of Management

 ACKNOWLEDGEMENT

This project report is a sincere attempt to study , analyse and assess

carefully and systematically gather about and evaluate the topic
TRAINING AND DEVELOPMENT as a part of course curriculum of BBA
degree which based on six weeks duration. For the completion of my
project many persons directly or indirectly assisted me.

I am thankful to , Principal for giving me the opportunity to do a minor

project that helped me to gain knowledge regarding the company and its
systems that I was unaware of.

I am thankful to , Co-ordinator (BBA) to help me proceed with my project

work and provide me all the necessary so that I could commence my
project work at the company.
I take this opportunity to place on record my sincere thanks to Assistant
Professor Mr. M.V.Suryanarayana, for providing guidance to complete the
project successfully. There are many people outside the college premises
who gave their valuable time for my project, without which I would be
lost. I also extend my heartfelt gratitude to my all my friends, near and
dear and my family who assisted me during the course of this social
project work.
I express my sincere thanks to Mr. KARUNAKAR (manager) for giving
permission to do the project. I would like to thank the management of
Varun Motors Pvt. Ltd. Visakhapatnam who has given me a chance for
undergoing project in the Industry and all employees who has provided
me valuable information.

Date :
G.V.Sampath Lekhya
 CONTENT

CHAPTER 1
Executive Summary

Introduction

Significance of the study

Objectives of the study

Methodology of study

Limitations of the study

Framework of study

CHAPTER 2

Organization Profile

CHAPTER 3
Framework of Training and Development in Varun Motors

Training and Development at Varun Automotives

CHAPTER 4

Data Analysis and Interpretation

CHAPTER 5

Conclusion

Bibliography
 CHAPTER 1

EXICUTIVE SUMMARY
 The main object of the project is to know the importance of human
resource management that was given in the VARUN MOTORS Pvt. Ltd and
how they are assessing the needs of training and to know various training
programmers which are conducting in the RIL. In my study I had found
that the RIL has strongly believes that Employee development is not just
about acquiring skills to solve specific problems, but also about
addressing challenges and expanding perspectives.
INTRODUTION:

Human Resources are the greatest assets for any organization. Human
Resources are defines as the collection of people in all associated
network and structures within the organization to work together to make
a collective contribution for better business excellence. Human Resource
Management is a central sub system of an organization in achieving the
set of goals. HR Management is a set of skills and multiple tasks to be
done.

Training and Development is a vital part of the Human Resource

Development. Training is an organized activity for increasing the
knowledge and skills of people for a definite purpose. Training involves
the development of skills that are usually necessary to perform a specific
job. Training is equally necessary for the old employees whenever new
machines and equipment are introduced and /or there is a change in the
techniques of doing the things. The managers are continuously engaged in
training their subordinates. They should ensure that any training
programme should attempt to bring about positive changes in the

1.Knowledge 2.skills , and 3.attitudes of the workers.

DEFINITIONS
• According to Edwin B. Flippo , Training is the act of increasing the
knowledge and skills of an employee for doing a particular job.
• According to Michael J.Jucius ,Training is used here to indicate only
process by which the aptitudes , skills and abilities of employees to
perform specific jobs are increased.
• According to Dale Yoder, Training is the process by which manpower
is filled for the particular jobs it is to perform.
• According to Beach , Training is the organized procedure by which
people learn knowledge and skills for definite purpose.
IMPORTANCE OF TRAINING
• Increased productivity: training improves quality of employees. It
provides additional skills and knowledge to operate machinery and
to perform activities .
• Increased profitability: Training provides skills to work with greater
confidence which reduces wastage. Organization gains economies in
production. Production cost per unit will be reduced significantly.
Quality of goods and services can be improved so that customer
satisfaction can be increased. This helps to increase the market
share.
• Developed competency: Training provides different skills and
techniques required to complete job. On the job and off the job
training can be provided on the demand of employees and
organization. Training programs are initiated well in advance to
cope with future needs. So, employees become more competent
after getting training.
• Change management: Training provides knowledge of planning,
coordinating and managing events in case of changing external
environment. It provides sufficient skills, expertise and experience
to handle new technology and new job responsibilities. Training
helps to increase the confidence for improved output. Thus,
employees become positive for any types of changes initiated by
the organization.
• Personality development: Training helps to increase knowledge,
skills and techniques of employees. It plays an important role in
making an employee a compete person. It provides better
employment opportunity, responsibility and salary.
• Better communication: Training removes hesitation, fear and
nervousness of employees. Training helps to establish two way
communications at work place with supervisors and co-workers.
• Easy to manage conflicts: Employees react negatively for every
action of management because of low confident. But, training
brings management, supervisors and employees at a single
platform. It provides opportunity to interact for common issues. It
facilitates open communication which helps to settle the conflict.

IDENTIFICATION OF TRAINING NEEDS

Training needs = Capabilities required - Capabilities

available
1. Training need identification in individual level: Training need in
individual level can be created because of the following-
• Being new employees in the organization.

• Change in technology.

• Change in job description and job specification.

• Skills deficiencies as on job specification. " Succession

planning

2. Training need identification in task level: Task level training need

is determined in the following case-
• If jobs are redesigned, tasks are relocated.
• If new jobs are created because of technological change.

• If working procedure in task level are rearranged or changed.

• If the job activities are functions are upgraded with
technology.
• If performance standards are upgraded.

3. Training need identification in organization level: Organization

level training need is determined in the following case-
 • If the organizational environment is changed.

• If the organization changes its goals, objectives, strategies

and the technology.
• If the organizational productivity and profitability is
decreased.

METHODS OF TRAINING
ON THE JOB TRAINING METHODS: Under these methods new or
inexperienced employees learn through observing peers or managers
performing the job and trying to imitate their behaviour. Some of the
commonly used methods are:
• Coaching-Coaching is a one-to-one training. It helps in quickly
identifying the weak areas and tries to focus on them. The biggest
problem is that it perpetrates the existing practices and styles.
• Mentoring-The focus in this training is on the development of
attitude. It is used for managerial employees. Mentoring is always
done by a senior inside person. It is also one-to- one interaction,
like coaching.
• Job rotation-It is the process of training employees by rotating
them through a series of related jobs. Rotation not only makes a
person well acquainted with different jobs, but it also alleviates
boredom and allows to develop rapport with a number of people.
Rotation must be logical.
• Job Instruction Technology-It is a step by step (structured) on the
job training method in which a suitable trainer.
• Apprenticeship- This method of training is in vogue in those trades,
crafts and technical fields in which a long period is required for
gaining proficiency. The trainees serve as apprentices to experts for
long periods. They have to work in direct association with and also
under the direct supervision of their masters. The object of such
training is to make the trainees all-round craftsmen. It is an
expensive method of training. Also, there is no guarantee that the
trained worker will continue to work in the same organisation after
securing training. The apprentices are paid remuneration according
the apprenticeship agreements.
• Understudy- In this method, a superior gives training to a
subordinate as his understudy like an assistant to a manager. Basic
 purpose is to prepare subordinate for assuming the full
responsibilities and duties.

OFF THE JOB TRAINING: Off-the-job training methods are conducted

in separate from the job environment, study material is supplied,
there is full concentration on learning rather than performing, and
there is freedom of expression. Important methods include:
• Lectures and Conferences-Lectures and conferences are the
traditional and direct method of instruction. Every training
programme starts with lecture and conference. However, the
lectures have to be motivating and creating interest among
trainees. In the colleges and universities, lectures and seminars are
the most common methods used for training.
• Vestibule Training-It is a term for near-the-job training, as it offers
access to something new (learning). In this training, the workers are
trained in a prototype environment on specific jobs in a special part
of the plant. An attempt is made to create working condition similar
to the actual workshop conditions. After training workers in such
condition, the trained workers may be put on similar jobs in the
actual workshop.
• Simulation Exercises-

Management games

Case studies
Role playing

In basket training

• Sensitivity Training- It is also known as laboratory or T-group

training. This training is about making people understand about
themselves and others reasonably, which is done by developing in
them social sensitivity and behavioral flexibility. It is the ability of
 an individual to sense what others feel and think from their own
point of view.
• Transaction Analysis- It provides trainees with a realistic and useful
method for analyzing and understanding the behavior of others. In
every social interaction, there is a motivation provided by one
person and a reaction to that motivation given by another person.

Differences between Training and Development

• Training is a learning process for new employees in which they get
to know about the key skills required for the job. Development is
the training process for the existing employees for their all-round
development.
• Training is a short-term process i.e. 3 to 6 months, but development
is a continuous process, and so it is for the long term.
• Training has a limited scope; it is specific job oriented. On the other
hand, development is career oriented and hence its scope is
comparatively wider than training.
• Many individuals collectively attend the training program.
Development is a self-assessment procedure, and hence, one person
himself is responsible for one’s development.
SIGNIFICANCE OF STUDY

The development of any organization depends on its employees for

organizational productivity. Training and Development had a great
significance. Training aims at increase the knowledge and skills of
the employees whereas the organizational development refers to
overall improvements of the organization. This training and
development program is necessary for all cadres of the employees.
This programme is conducted to enhance the skills of the
employees. This programme is often viewed as a part of
organizational development.
 The study includes the collecting information and analyzing the
feedback of employees as well as managers of the Varun
Motors(private)limited. The data collected will analyze
interpretation and concluding the study with useful suggestions
from it.

OBJECTIVES OF THE STUDY

The main objective of the study is to evaluate Training and
Development programmes of Varun Motors(private)limited.to study
the Training and Development methods and techniques used in
trainingthe employees of Varun Motors (private)limited. And to
suggest improvements in the design and implementations of training
and development programs for improves performance of employees
at Varun Motors (private)limited.

RESEARCHMETHODOLOGY

RESEARCH DESIGN: Research Design refers to "framework or plan for a

study that guides the collection and analysis of data". A typical research
design of a company basically tries to resolve the following issues:

Data Collection Design

b) Determining Data Methods

c) Determining Data Sources

d) Determining Primary Data Collection Methods

e) Developing Questionnaires

f) Determining Sampling Plan

(1) Explorative Research Design:

Explorative studies are undertaken with a view to know more about the
problem. These studies help in a proper definition of the problem, and
development of specific hypothesis is to be tested later by more
conclusive research designs. Its basic purpose is to identify factors
underlying a problem and to determine which one of them need to be
further researched by using rigorous conclusive research designs.
(2) Conclusive Research Design:

Conclusive Research Studies are more formal in nature and are conducted
with a view to eliciting more precise information for purpose of making
marketing decisions.
These studies can be either:
a) Descriptive or
b) Experimental   
DATA COLLECTION:
 DATA SOURCES:
i. Secondary Data through Internet
ii. Primary Data through Questionnaire
iii. Personal Interaction
LIMITATIONS
As the study revolves around job description of HR aspects, the overall
organisation in spite of giving honest and sincere reports there are a few
limitations which are as follows:
➢ Some employees communicated their roles and responsibilities
poorly
 ➢ The period of study was about 30 days which was a major time
constraint
➢ The perception bias or attitude of the respondents may also act as
hurdles to the study
➢ The study is only confined to Job Description thus not covering all
the aspects of HRM.

FRAMEWORK OF STUDY
The study of “Evaluation of Training and Development Programmes”
with reference to Varun Motors Pvt. Ltd.
CHAPTER 2
 INDUSTRY PROFILE

The automotive industry began in the late 1800s, when German

inventors Karl Benz and Gottlieb Daimler developed a gasoline powered
internal combustion engine. However, cars were expensive and did not
attain a wide market until Henry Ford developed his assembly-line
method for mass production. As more people began to own cars
throughout the following 30 to 40 years, people began to view them as a
necessity. Owning a car led to more freedom and options for those who
owned them. They could work across town or in the next city. Gasoline
was cheap and the United States had a huge oil reserves, so owning a car
led to opportunities and freedoms previously unattainable. Over the
years, environmental concerns, new technologies, and economic
conditions have shaped the industry into its present form.

When it comes to employment, there are many types of jobs available

in the industry. At manufacturing plants, workers are line managers,
quality control workers or inspectors, supervisors, managers, engineers,
designers, and executives. In addition, there are people who provide the
routine business operations any organization needs, such as accounting,
marketing and advertising, and human resources.

Making cars, motorcycles, trucks, and other vehicles is big business,

but the automotives industry is also in the midst of many changes. The
industry is made up of companies and workers who manufacture and
deliver cars, trucks, and other vehicles are more complex and involve
many more parts and electronics than in years past. That has led to an
increase in the number of parts manufactured by suppliers rather than
manufacturers.

Since car manufacturing is expensive, there are smaller numbers of

manufacturers in industry. In the United States, there are three leading
vehicle manufacturiers: ford, General Motors, and Chrysler. On na global
basis, world leaders world leaders include Honda, Toyota, Nissan Motors,
Volkswagen, and Hyundai.
 The automotive Industry is an industry is ana important segment of the
global economy, and its performance often tracks that of the broader
business cycle. Investors seeking above average price appreciation need
to accurately time that cycle when taking a stake in this industry. Some
of the group’s stocks offer a modest dividend to support investor loyalty.
We caution that many of these equities carry low marks for Stock Price
Stability and Earnings Predictability.

The automotive industry is comprised primarily of the world’s largest

passenger automobile and light truck manufacturers. Through broad
dealership networks, most members of the industry sell vehicles in the
global market, covering developed and emerging countries. Automotive
manufacturers offer a variety of makes and models, though there tends
to be limited brand integration at the marketing, advertising and
dealership levels. The bulk of these companies operate production
facilities in multiple geographic regions.

The automobile industry in India is the seventh largest in the world

with an annual production of over 2.6millions units in 2009. Indian
automobile industry is also fast becoming an outsourcing hub for
automobile companies worldwide, as indicated by the zooming
automobile exports from the country. Due to rapid economic growth and
higher disposable income it is believed that the success story of the
Indian automobile industry is not going to end soon. Automobile industry
in india also received an unintended boost from stringent government
auto emission regulations over the past few years. This ensured that
vehicles produced in india conformed to the standards of the developed
world.
 COMPANY PROFILE
“Varun group is a renowned business conglomerate with successful
entities spread across industries – Automobile , Auto financing,
Construction and Hospitality and Entertainment, for more than 60years
in Andhra Pradesh. The group has 62 state of the art showrooms and 72
modern service centers spread across Andhra Pradesh. And it is one of the
largest auto dealers in india, with annual turnover of Rs.1500 crore and
sale volume of 90,000 vehicles every year. The auto financing business
section, reported 40% growth in the last 5years.teh construction and
hospitality and entertainment entities, have achieved outstanding
business growth within a short span of the time. Varun Group has
achieved remarkable business success winning many accolades over the
years”.

VARUN GROUP FACT SHEET

Varun group is a leading business conglomeration with business spread

across automobile, auto financing, construction, hospitality and
entertainment industries for the past 62years with 62 showrooms and 72
service centers across Andhra Pradesh. With an employee base of over
6500, and an annual turnover of over Rs.1800 crore with automobile sales
volume of 90,000 Varun Group has became a household name in Andhra
Pradesh.
PROMOTERS OF THE GROUP

Mr.Prabhu Kishore

Chairman & Managing Director-Varun Group

Mr. Prabhu Kishore is a visionary , entrepreneur and a successful

businessman. He started his business career at the age of 19 years, taking
care of his family business of Automobile Dealerships in Vijayawada, M/S.
Padmaja Commercial Corporation and soon started his own Business
ventures – Lakshmi Finance and Varsha Builders in 1980s. in 1992, through
the establishment of Varun Motors in Visakhapatnam he spread his
automobile dealership business throughout Andhra Pradesh.

Today, Varun Motors is a household name in Andhra Pradesh, serving

millions of customers since its inception, representing automobile brands
such as Bajaj Auto, Maruti Suzuki, JCB, and Bharat Benz. Varun Motors
under the leadership of Mr.Prabhu Kishore is fast emerging as the leading
automobile business in India.

Mrs.Lakshmi Kishore

She hails from a business family in Vijayawada, Andhra Pradesh. Educated

with a degree in English Literature, she has been a pillar of support to the
Varun Group. Balancing the family reponsibilities with hands on approach
to various aspects of the group business, Mrs. Lakshmi Kishore is business
women par excellence.

Mr.Varun Dev
He holds a Masters Degree in Engineering from Warwick University in UK
and has worked with Suzuki in Hungary. He joined the family business
in2007 and is currently taking care of the automobile business of JCB,
Mahindra, and Daimler dealerships of the group.

Ms.Varsha

She holds an MBA in Hospitality Degree from Les Roches School of Hotel
Management, Switzerland and a Bsc.(hons) Management degree from the
University of Manchester, UK. She is the owner’s represtative for the
hospitality sector in the group.

BUSINESS VERTICALS OF THE GROUP

Automobile
• Established in 1950s.

• 20%year on year growth for the last 7years.

• One of the largest automobile dealers in the country.

• Rs.1500crore annual turnover.

Auto-Financing
• Established in 1980s.

• 40% year on year growth in the last 5years.

• Business penetration in to the remote corners of AP.

Infrastructure
• Established in 1990.

• Built over 1.3million SFT in the last 5years.

• Backward integration to meet infrastructure needs of group’s

automobile dealerships.

Hospitality and Entertainment

• Established in 1980.

• Built first 5star hotel –Novotel Varun Beach in Vizag, which

was awarded as THE BEST 5STAR HOTEL PROJECT –PAN INDIA
(2011) – by Zee Business & RICS.
• Opened first 6screen multiplex in Vizag.
•
BRAND PORTFOLIO

Brands we are associated with

Automobiles
Hospitality and Entertainment
GENERAL PROFILE

Mission

“Grab opportunity to be the market leader in the best of the class car
dealership in healthy environment by empowering the employees through
systems and amp; processes so as to expand the network”

“To delight the customer in sales and amp; services by creating the
benchmark in the industry to become the first choice dealer for any auto
manufacturing”

History and Origin

Varun Motors is a automobile business started in 1996 by Mr. V . Prabhu

Kishore. The start of automobile began in 1975 with Padmaja Commercial
Corporation, a firm founded in 1950 by his late father V. K. R. Chowdary .
varun Maruti has branches in Visakhapatnam, Hyderabad, Nijamabad,
Krishna, Srikakulam, and Vijayanagaram. It has 13showrooms,
17workshops and service centers. Varun Maruti’s sales volume 17639 per
annum, service volume 1,85,584 and it finance 25,777 vehicles per year
as 31/3/2011. The Varun Group started with Varun Finance and Lakshmi
Finance by Mr. V. Prabhu Kishore in Krishna and Visakhapatnam in 1988.

The Varun Finance helps 12000 people by giving them finance upto
70lakhs. Varun Bajaj started in 1992 in Krishna, Visakhapatnam and
Varsha Builders Pvt Ltd Construction Company for automobile dealership
infrastructure. It was started in 1992 in Krishna, Visakhapatnam,
Hyderabad .

Varun Maruti started in 1996 in Krishna, Visakhapatnam, Hyderabad,

nijamabad, srikakulam and vijayanagaram. Varun JCB started in 2009 in
Guntur, Krishna, East Godavari, West Godavari, Visakhapatnam,
srikakulam, vijiyanagaram and it has dealership from Guntur to
srikakulam. Varun Mahindra Navistar and sea valley resort Pvt. Ltd.
Started in 2010 in Visakhapatnam. Novotel Varun Beach started in 2011 in
Visakhapatnam. It helps in Indian tourism development. Varun Bharat
Benz started in 2011 in Visakhapatnam. Krishna, and Guntur etc. Varun
Training Institute was started in 2011 at Hyderabad, Visakhapatnam and
Krishna and it train 50 boys in diesel mechanic and body shop skills over a
period of one year and they are predominantly absorded by Varun Group
for their various divisions. Varun Maruti has dealership Varun Maruti buy
and sell new cars, used cars, and it has service centers and insurance
facilities. It directly interacts with the customers.

Objectives
• Rising industrial outputs

• Rising per capita income

• Availability of a variety of vehicle models meeting diverse needs

and preference
• Greater affordability of vehicles

SWOT Analysis
Strengths
• Domestic market is large

• Numbers of branches(showrooms, service centers)

• Facilitating Finance and Insurance and customer care services.

Weaknesses
• Too much attrition in executive level
• System and process missing in the backend services

Opportunities
• Raising the rural demand

• Introducing new schemes

Threats
• It is exposed to fluctuating economic and political conditions the
markets
• Too much competition and lack of skilled labour

UNIQUE ACHIEVEMENTS:

Varun Maruti dealership practices and performance have made varun

group the largest automobile dealer in Andhra Pradesh and one of the top
dealers for Bajaj and Maruti in the country. Varun by far has the largest
network and own automobile infrastructure in AP below is few of our
dealership at the national level.

The management practices at varun complements the pursuit of

perfection. The speed of adaption to change and commitment to growth
largely boosted the operational efficiency of the organization. Behind the
success of varun group, lies the saga of team work, empowerment,
agerssive marketing, discipline , higher levels of sensivity towards
customers and excellent HR.

Practices:

Varun motors was awarded Maruti PLATINUM award Twelve times

conssectively for the past years in balanced scorecard .
 • Adjusted India’s No.1 Maruti dealer in Balanced Scorecard in
2003-2004. 2016-17,
• Committed customer service got us the ISO9001-2008Certification.

• Government of AP Awarded and quot; Best Dealer Award for

payment of tax(VAT)and amp; compliance to APVAT provisions in
2001-01 and 2006-07 and quot;
• Government of AP awarded Best employer of the year(Best
Management system) in the year 2013.

Future Plans:
• To become the biggest dealer in Maruti Dealer in India with
continued customer service and improved product range
• To lead the maruti dealership business of AP with more expansions
to all the districts.

FUNCTIONAL PROFILE
Product Mix: Varun Maruti is a dealership company. It takes dealership
from Maruti Suzuki and it sells the cars. There are many brands and
models of companies. Some of the models are Hatchbacks, sedans, SUV’s,
MPVs,. New A-star, Alto 800 New Ritz, Alto K 10, new Swift, Wagon R,
Estilo, Astar, and 800 hatchbacks. A hatchback is a type of car which has
both a sloped back and a rear door that swings upwards when opened.
Hatchbacks tends to have some common features, such as a shared
passenger and cargo area. Dzire, Ciaz are sedans. A is a passenger car in a
three box configuration with A,B and amp; C-pillars and principal volumes
articulated in separate compartments for engine, passenger, and cargo.
The passenger compartments features two rowsof seats and adequate
passenger space in the rear compartment for adult passengers. Grand
Vitara SUVs A sport utility vehicle (SUV) is a vehicle similar to station
wagon or estate car, usually equipped with four wheel drive for on- or
off-road abilitys. For some SUVs include the towing capacity of a pickup
truck with the passenger carrying space of minivan or large sedan. Eeco,
gypsy, omni are MPVs. A compact MPV is a multipurpose vehicle version of
small family cars fitting between the mini MPV and large MPVs sub-
segment.

Personal:

Recruitment: each department should adhere to the staffing levels

approved by the board or by the director.

The director needs to fill in the staffing expectation forms to justify any
excess hiring staffing Justification form. Copy to be sent to the HR
Manager and Accounts Department, HR should verify if replacement is
fulfilling budgetary requirements. EFR(Employee Requisition Form)filled
by the approved by HR to initiate recruitment process. A copy of ERF
should be kept with HR and Finance Department for payroll management
and updating records.

The following levels of interviews to be conducted for different grades.

i. Grade A and B: 2 rounds

 ii. Grade C&D: minimum 3 rounds of interviews

iii. Grade E: minimum 4 rounds of interviews

As interviewers or prospective employees should fill up the bio data form
and go through aptitude test by the HR department technical interview to
be scheduled by the HR department as soon as the aptitude test is
completed and with the following documents for the first round
interview.
• ERF

• Employee bio data form

• Application form with photograph

• Curriculum vitae
• 4 photographs

• Photo copies of educational and amp; work experience documents

• Aptitude test(40 marks)

Reference check to be filled in employee performance file:

➢ HR Department should complete Reference check before scheduled

HR interview

➢ HR round interview form should be filled and total is calculated out

of 100(aptitude test 40M+ technical interview 40M+HR interview
assessment form 20M) and a candidate selection is dependent on
the following conditions.

Candidate selected:

Upon the confirmation from the candidate for joining HR should issue an
offer letter with clear clause mentioning in the offer letter. An
appointment letter is given to the candidate after obtaining the
following document from the candidate.
• Acceptance letter
 • Verification of all original documents

• Submission of original documents(for certain positions only)

• A 3 year MOU should be signed by the employee

• Bank account to be opened with the bank recommended by the

company.

Training and Development:

Any new entrant joining the company should be given proper training and
then place him in the job. It is the duty of HR department to take
necessary steps in the regard as follows
• The employees should be given tour of work place and introduction
about the group.
• The employee should be formally introduced to the department he
is assigned to
• He should make aware of the vision of the company and as well as
the group and the same is expected from him in the work.
• The uniform should be arranged by the company within 15 days of
the employee joining date
• As per as the calendar preparation schedule induction, program
should be conducted on monthly basis and the same to be informed
to the respective Dept.HOD’s

Proper training attendance record should be maintained.

It is mandatory to have a questionnaire answered by the employee at the

end of the every training session and should be further evaluated by the
HR Executive.

It is the responsibility of the HR Department that the training has been

imparted to the employees be recorded and ensure that it reaches hours
of the training hours.
Basing on the requirement, it is the responsibility of HR Dept. to schedule
training sessions for the amount is deducted from his full and amp;final
settlement. Incise, if any employee does not attend 100hours of training
in a financial year, it is to be considered during his appraisal period.

Reference Check:

All new hires should provide reference checks following the format at the
time of technical interview.
The following reference should be followed by the new joinee and form
should be filled:
• Fresh graduates-college principal/Dept.Head

• Candidate with prior experience his previous company HR manger/

line
Reference check is a compulsory for any position. All HR managers should
adhere to this policy.
Any recruitment without referencecheck will result in negative remarks in
HR manager’s appraisal.
Reference checks are to be kept confidentially and should be conducted
by HR department

For managers and director need to conduct reference checks should be

shared by head office for discussion. This helps to gain an objective view
of employee by performing 360degree appraisal. For initially transferred
employees, latest updated appraisal forms should be checked. All
discussion with referees and names mentioned by employee should be
documented in reference check questionnaire and filed in personal file
record. Outcome of checks should help in assist in decision making in
hiring the employee. Re-employment of individuals.
An employee who left voluntary can be considered for re employment in
any group of companies,if:
• Past performance has been of an above average standard
 • Director of hiring company approves

• Positive feedback is given director in the previous company

• Incase of an executive Board member or HOD, chairman and amp;
Managing director(CMD) approval is required.
Hiring company should request for personal file of the employee
maintained by the previous company will be considered as new hire and
should follow all the policies applicable. If dismissal by the company,
employee is not hired.

Probation:
To ensure that there is right person for right job and it is applied to all
new hiring positions in order to maintain a compitetive work force within
the organization.
• In the interview and in the appointment letter probation period
must be specified; no notice is required to abort the employment at
any point during the probation.
• All new employees will be on 6months probation with under this
rule as they would have passed the probation in the group company.
• Promoted employees will be under the probation of 3months to
assess suitability to the new role and this rule is applicable
• Probation from should be provided after 5months of employee
joining and should be completed by HOD with the employee in an
open discussion and in 15days for approval.
• Extension (director approval in conclusion with HR manager;
probation extension letter should be sent to employee after an
appraisal and feedback session listing procedure; next assessment
date should be give and progress closely monitored by HOD;
objectives should be established)
• Dismissal (2 counseling sessions at reasonable intervals are a must;
director approval in consultation with HR director and
 manager;dismissal letter should be give after an appraisal and
feedback sitting listing procedure).

HR is a charge of receiving the forms back. HOD should ensure employee

attends all relevant training during probation to complete the induction
process.

Performance appraisal policy: on completion of atleast 6months,

employee is eligible for performance approval. Performance appraisal
should be done on quarterly appraisal parameters should be set in line
with group KRA and company KRA. For certain level of employees
performance review is done on both qualitative and quatitative.

Employee personal file policy:

• Personal files should be maintained for all employees within three
days of joining.
• Should be collected and organized as per the employee file check
list form.
• Files of executive members should be kept in director’s office, HOD
and manager’s to be kept with HR office.
• Files should be taken out only if director requests and file
movements recording “FILE”.
Marketing:
• The business is more into selling since it si a dealership oriented
business.
• The sales are being marketed through advertisements, events, etc.

• The segmenting, targeting, and positioning procedure is applied

during the sales
• The market is segmented “demographically” and the specific
product is projected at such locations for increased sales.

Few examples:
 • maruti focuses on malls and theatres where family dwelling is high

• auto finance division focuses on income resources and markets the

finance to such customers.

Organizational performance:
It encompasses the actual output or the results of an organization as
measured against its intended outputs. Organisational performance
comprises three specific areas of firm outcomes:
• finance performance

product and market performance

• shareholders return

• the term organisational effectiveness is broader. Most of the studies

are concerned with organisational performance including strategic
planner, operations, finance, legal and organisational development
in an organization in recent years have attempted to manage
oraganisational performance using the balanced scorecard
methodology where performance is tracked and measured in
multiple dimensions such as

a. financial performance

b. customer services

c. social responsibility

employee stewardship present study seeks to measure organisational

performance using financial performance i.e. shareholder’s satisfaction.
CHAPTER 3
INTRODUTION:

In the changing phase of market, all organizations have a number of

opportunities to grab and number of challenges to meet. Due to such
environment, the dynamic organizations are smoothly surviving in the
present competition. While facing these challenges, there is a great
pressure of work on the shoulders of management. It is a responsibility of
the management to make necessary changes at the workplace as per the
requirement of the job. To survive in the competition and to meet the
requirements, the management needs to change their policies, rules and
regulations.

For surviving the business and becoming a successful pillar in the market;
training is a tool that can help in gaining competitive advantages.
Training proves to be a parameter for enhancing the ability of the
workforce for achieving the organisational objectives. Good training
programs thus result in conquering of the essential goals for the business.
Hence, training is significant for giving a dynamic approach to the
organization. This dynamic approach is necessary because every
organization that adapts a controlled way of functioning may not be able
deliver consistent results but a dynamic and flexible organization may do
so. This is possible only because of improved quality of work life through
implementation of training programs. A high degree of quality of work
life in the organization results in increased profits, higher employments
and accentuating demands in the market. Improving the quality of work
life is a continuous and progressive process of the organization. Quality of
work life concerns with the requirement, needs, working environment an
job satisfaction, job involvement, job security , productivity, health,
safety, competence development, professional skills, balance between
work and non work life of the employee.

The focus of Human Resource Development is on developing the most

superior workforce which helps the organization for successive growth. All
employees are needed to be valued and they should apply collective
efforts in the labor market every time. This can only be achieved through
proper and systematic implementation of employee training and
development programs. Employees are always regarded with
development in career enhancing skills which leads to employee
motivation and retention.

Training and development programs are the framework for helping

employees to develop their personal and professional skills, knowledge,
and abilities. Training imparts knowledge to the employees regarding
different issues in the organization and the proper execution of these
programs results in number of benefits such as development of profitable,
adaptable as well as efficient organization and productive and contented
employees. It is useful in the following manner:
• employees are able to balance their work life and personal life in a
better manner which leads to reduction of stress.
• Some programs help in improving physical and psychological health
of the employees, thereby bringing down the absenteeism rate.
• These programs develop the employee morale, increase the
productivity, job satisfaction and commitment of the employees
towards the organisational goals.
• These programs also aim at the progress of the individuals in their
personal and professional lives.
• These programs enhance efficiency of management and strengthen
employee organization.
 • These programs improve the leadership, problem sloving,
interpersonal and conflict resolution skills of the employees.
• They are important for sharpening and utilization of the employees
creative and innovative skills.

Types of Training

On the Job Training: this training takes place in the job environment
where the trainee id exposed to the actual work situation. The major
advantage of this method is that the trainee will get hands on
experience. This form of the direct learning helps the employee
understand and imbibe the training lessons better. This will also help in
better application of the knowledge and skilled gained during the
training.
Any mistake commits on the job might result in the loss to the
organization. Hence while choosing the method the organization
should assess the damage caused due to the mistakes by the trainee.
Some of the widely used on the job training methods are:

i. Job instructions
ii. Apprenticeship and coaching

iii. Job rotation

iv. Committee assignment

v. Internship training

vi. Training through step by step

Off the Job Training: when the training is performed on the job, any
mistake by the trainee might result damage to the organization,
especially it involves a customer or something of valued. To avoid such
situation, off the job training is used. The advantage of the job training is
that the employee is free from the distractions of his job requirements
and would be able to training imparted to the employee training
immediate work area. The employee separated from the job situation and
his attention is focused exclusively on learning which later lead to
improve job performance. The various techniques of the job training are:
• Programmed instructions

• Class room lectures

• Simulation exercises

• Business games
• Case study method

• Audio visual method

• Experiential exercises

• Vestibule training

• Computer modeling

• Behavioural modeling

• Role playing

• Conference/discussion method

• Workshop/seminars

Stages of Training:

Training should be conducted in systematic manner so as to derive

expected benefits from it. The training system involves four stages,
namely:
a. Assessment training and development programs needs.

b. Designing the training and development programs.

c. Implementation of the training programs.

d. Evaluation of the training programs.

Evaluation of the Training programs:

After training program has been implemented the organization should
evaluate the program. This evaluation helps the organization identify
areas for improving which can helps in designing future training programs.
The factors that can be used to evaluate the training programs are
• Trainees feedback on the content and progress of training

• Knowledge or learning acquired by the trainees as a result of the

training experience
• Change in job performance or behavior as a result of training

The method to be used for the evaluation of the training program has to
be determined at the planning stage itself, evaluation of the training
program has to be determined at the planning stage itself, evaluation
helps in auditing and redesigning the training program.
TRAINING AND DEVELOPMENT AT VARUN AUTOMOTIVES

Introduction:
In any organization training and development plays a key role in varun
beliefs that the employees are its assets and strives to realize their
potential in full or mutual advantage. That Human Resource Development
involves development of the employees as a whole.

Training in some specialized areas, like safety, fire prevention,

occupational health, etc., is also taken up by the department specializing
in respective fields. The training programs are mainly categorized in two
types

I. External training programs

II. Internal/in house training programs

External training programs: the company provides learning opportunities

to individuals buy nominating them to external training programs for
enhancing their knowledge. Employees are sponsored for external
training programs including seminars and competitions orgainsed by
various professional bodies and institutes employees are send to other
workshop or short duration course to find solution to the various issues
for the company. Employees also send to suppliers, manufacturing
department.

These external training programs are especially conducted for the

managers and these are also known as management development
programs.

Some of the external training programs are:

• Leadership and organizational development programs.

• Finance and non-finance executives program

• Communication skills for management program

• Inventory management program

• Managerial skills for technical personnel program

• Basic managerial counseling skills program

• Effective performance management program

In-house training program: in house training program is conducted at

centre for HRD. Some of the programs are:
• Communication and presentation skill program

• Strategies for team building departments

• Effective supervision for excellence

• Women development programs

• Development programs for trade union

• Programs for domestic enquiry

• Personal effectiveness for growth

Fresher’s training: initially a small group of trainees were recruited

among the displaced persons. Since then a charge has taken place, the
novel feature of manpower is that 90% of the work force in the work
division has been recruited through the various schemes like
• Management trainees

• Senior trainees

• Junior trainees

• Special trainees
• Assistant technical trainees

• Secretarial assistant trainees

The trainees were given orientation training, which includes induction

trainings, basic lectures and workshop training with multi skilled
approach for the junior trainees.

Skill development programs:

Skill development programs are those programs that are conducted in the
organization to enrich the skills of the employees who deal with the
various equipment in the company. These programs are mainly conducted
at the work shop where full fledged training is given on the equipment.
Hence we can stay that main purpose of the skill development program is
to improve the skills of those who directly with the employment.

There are several programs conducted in a calendar year and all the
topics are covered under the basis of the requirement. All these programs
are coded as HSAP level-1 to HSAP level-4 and each code carries a
specific topic on which the training will be conducted. Every employee in
the varun is provided with the calendar so that he/she attends that
training program as on the date of conduction.

After the training is completed feedback is taken from the employees and
with this the grading is done of how effective the training was done and it
was helpful for the employee to implement at the workplace.
Post training evaluation is done which would give the learning level index
and as well as the average feedback. In this way we can easily know how
much the employee gained from the training. It helps the organization as
a whole to evaluate the performance of the employees after their
training is terminated. It leads to increased efficiency of the organization
and as well as increase the individual efficiency.

Concept of the management development:

Management development relates to the development and growth of the

employees in an organization through a systematic process. The
development is future oriented and prepares managers for a career of
valuable contribution to the organization. It is concerned to the learning
and development of the employees. It helps in the development of the
intellectual, managerial and people management skills of the managers.
It trains managers to understand and analyse different situations and to
arrive at and implement the correct solutions. Management development
is a key component of an organization’s efforts to prepare its employees
to successfully handle new challenges. Management development helps
managers to understand new cultures and customs that have become an
integral part of the global market, it helps managers equips themselves
with the latest technologies, tools and techniques for improved quality
and performance.

Objectives of management development:

The main objectives of management programs are:-

• Improving the performance of the managers.

• Enabling the senior managers to have overall perspectives about the

organization and also equipping them with the necessary skills to
coordinates the various department of the organization.
• Identifying employees with executive talent and developing in
accordance with the organisational goals.
 • Updating managers from time to time about the latest changes and
developments in the respective fields.
• Improving the analytical and logical skills of employees.

• Providing insights into conceptual issues relating to economics,

technical and social areas.
• Improving human relations skills and encouraging creative thinking.

Management development methods:

As in training , management development methods can also divided into
two types :
On the job training

Off the job training

on the job training management development methods:

• Coaching

• Job rotation

• Understudy

• multiple management

off the job management development methods:

simulation:
• The case study method
• Incident method

• Role play
• In basket exercise

• Business games

• Transactional analysis
 • Sensitivity training

• Conference
• Lectures

EVALUTION OF THE MANAGEMENT DEVELOPMENT PROGRAM:

As company spends a large amount of their time and resources in the
training and development of their employees, it is important to evaluate
these programs for their effectiveness. A cost benefit analysis helps in
analyzing and evaluating any development efforts.

A cost benefits analysis measures the benefit from the development

program, against the monetary cost of development. These costs include
the cost of materials, supplies, lost work time, travel expenses,
consultant fees, and like though it is easy to calculate these monetary
costs it is difficult to translate the benefits into economic terms. Another
strategy to evaluate efforts is to measure the extent to which the
objectives of the program are met. Identify the gap between actual and
desired level of program. However, this strategy depends on the quality
of objectives set. Unfortunately many HR professionals do not set
realistic and measurable.

Employee training methods:

These are concerned with imparting specific job related skill to the
employee. On the other hand, development has a boarder connation, its
aim being to improve the overall personality of an individual. It is mostly
used in context of executives only. An attempt to improve performance
currently in the present job related to it. To be effective, training should
involve learning experience, be a planned organisational activity and to
be designed in response to identified needs. Ideally training should be
designed to meet the goals of individual employees.
Assessing training needs:
• Determining the organisational goals
 • Prioritizing the tasks in meeting these goals.

• Determining the skills required by the employees

• Identifying the deficiencies in the skills and knowledge levels of
employees
Areas of training:
• Company policies and procedures
• Skill based training

• Human relations training

• Problem solving training

• Managerial and supervisory training

 CHAPTER 4

Human Resources are most strategic resource. No other resource can be

fully utilized to generate income and wealth to any organization or nation
without the active involvement of the human resource. Hence, human
factor is considered for determining the efficiency and effectiveness of
the organization.

Training is a process through which a person enhances and develops his

effeciency, capacity and effectiveness at work by improving and updating
his knowledge and understanding the skills relevant to perform his job.
Training also helps the person cultivate appropriate and desired behavior
and attitude towards the work and people. Unless training is provided,
the jobs and lives of employees in the organization are at stake.

Keeping this in views, survey was conducted to the employees who

belong to different cardes from different departments 50 members are
selected for the study.

In the light of the above, the respondent’s opinions are elicited and the
perceptions of the employees have been analyzed and interpreted with
the help of the questionnaire.

DATA ANAYLSIS AND INTERPRETATIONS ( SURVEY RESULTS )

1. Is your company conducting training programmes frequently?

 skilled Un-skilled Total
Yes 18 26 44
No 6 0 6
Total 24 26 50

50

38

yes
25 no
total

13

0
skilled unskilled total

Interpretation:

Considering the skilled employees first 18 employees agreed that the

organization is conducting the training programs frequently, while 26
employees in the skilled category agreed that the organization is
conducting the training programs in the frequently, while nil employees
are not agreed for the statement.
 2. Have you attended any training programmes?

skilled Un-skilled Total

Yes 16 20 34
No 14 0 16
Total 30 20 50

50

38

yes
25 no
total

13

0
skilled unskilled total

Interpretation:

Considering the skilled employees, first 16 employees agreed that they

attended for the training program conducted by the organization, while
14 employees agreed that they have not attended the sessions. In
unskilled category, 20 employees agreed that they attended training
programs conducted in the organization, whereas 0 employees agreed
that they have not attended any training programs which are conducted
in the organization.
 3. How many training sessions have you attended?

skilled unskilled total

Less than 2 10 12 22
2 to 3 7 9 16
3 to 4 0 8 8
More than 5 0 4 4
Total 17 33 50

50

38

less than 2
2 to 3
25 3 to 4
4 to 5
total

13

0
skilled unskilled total

Interpretation:

Considering the skilled employees first, 10 employees agreed that they

have attended less than 2 training programs, while 7 employees agreed
that they have attended 2 to 3 training programs and 0 employees agreed
that they attended 3 to 4 training programs, and 0 employees in the
skilled category agreed that they have attended more than 5 training
programs. In unskilled category 12 employees agreed that they have
attended less than 2 training programs in the organization, 9 employees
agreed that they have attended 2 to 3 training programs, while 8
employees agreed that they have attended 3 to 4 training programs,
whereas 4 employees agreed that they have attended more than 5
training programs in the organization.

4. Do you feel the training program have helped you to improve

your work efficiency?

Skilled Unskilled Total

Yes 17 16 33
No 10 7 17
Total 24 26 50

50

38

yes
25 no
total

13

0
skilled unskilled total

Interpretation:

Considering the skilled employees first, 17 employees agreed that the

training programs are helping them to improve their work efficiency,
while 10 employees not agreed that the work efficiency improvement is
not depend on the training programs, in the unskilled category 16
employees agreed that the improvement of the work efficiency is depend
on the training programs, while 7 employees not agreed that the training
programs are not helpful in improvement of the work.

5. Does your trainer clear your doubts regarding the topics?

Skilled Unskilled Total

Yes 15 18 33
No 11 6 17
Total 26 24 50

50

38

yes
25 no
total

13

0
skilled unskilled total

Interpretation:

Considering the skilled employees first 15 employees agreed that the

trainer cleared their doubts regarding the topics, while 11 employees did
not agreed about the trainer clearing the doubts. In unskilled category, 18
employees agreed that the trainer is clearing the doubts during the
training programs , while 6 employees did not agreed that the trainer is
clearing the doubts regarding the topics in the training programs.

6. Are you utilizing the training skill and knowledge acquired

through training programmes?

Skilled Unskilled Total

Yes 27 6 33
No 9 8 17
Total 36 14 50

40

30

yes
20 no
total

10

0
skilled unskilled total

Interpretation:
Considering the skilled employees first, 27 employees agreed that they
are utilizing the training skills acquired through training programs, while
9 employees did not agreed to the question. In unskilled category 6
employees agreed that they are utilizing the skills which are acquired
through the training programs, while 8 employees did not agreed to the
question.

7. What are skills that the trainer should possess to make the
training effective?

Skilled Unskilled Total

Option A 12 4 16
Option B 18 6 24
Option C 6 4 10
Total 36 14 50
50

38

option A
option B
25 option C
total

13

0
skilled unskilled total

Interpretation:

Considering the skilled employees first, 12 employees agreed that

they should posses only technical skills, while 18 employees agreed
that the soft skills are more important than technical skills ,
whereas 6 employees agreed that the generalists makes better
personnel manager than specialist. In unskilled category, 4
employees agreed on the option A, while 6 employees agreed on the
option B , whereas 4 employees agreed on the option C.

8. What are the conditions that have to be improved during the

training sessions?

Skilled Unskilled Total

Option A 18 7 25
Option B 10 4 14
 Option C 6 5 11
Total 34 16 50

50

38

option A
option B
25 option C
total

13

0
skilled unskilled total

Interpretation :

Considering the skilled employees first , 18 employees agreed

that they have to redesign the job, while 10 employees agreed
that they have to remove interference in the training sessions ,
whereas 6 employees agreed that they have to reorganize the
training sessions. In unskilled category, 7 employees agreed that
they have to redesign the job , while 4 employee agreed that the
training session have to remove interference, whereas 5
employees agreed that they have to reorganize the training
sessions.

9. To what extend do you think TAD program has been effective in

enhancing employee performance?

Skilled Unskilled Total

Option A 13 14 27
Option B 6 8 14
 Option C 3 6 9
Total 22 28 50

50

38

option A
option B
25 option C
total

13

0
skilled unskilled total

Interpretation :

Considering the skilled employees first, 13employees agreed that

the training session is very effective in enhancing the employee
performance, whereas 6 employees agreed that 50-75 percent is
effective, while 3 employees agreed that only 25-50 percent is
effective. In unskilled category, 14 employees agreed that the
training sessions was very effective, while 8 employees agreed
that the 50-75 percent was the training sessions effective,
whereas 6 employees agreed that only 25-50 percent is training
sessions are effective in the organization.

10.Do you find any significant change in your motivation level

towards your work after under going TAD program?
 Skilled Unskilled Total
Option A 16 18 34
Option B 10 0 10
Option C 6 0 6
Total 32 18 50

50

38

option A
option B
25 option C
total

13

0
skilled unskilled total

Interpretation:

Considering the skilled employees first, 16 employees agreed

that after the training session there is lot of change in motivation
level towards the work in the organization, whereas 10
employees did not agree on the statement, while 6 employees
said that they can’t change the motivation level towards their
work. In unskilled category, 18 employees agreed that their
motivation level has changed towards their work.
CHAPTER 5
 CONCLUSION
If the HRM function is to remain effective, there must be consistently
good levels of teamwork, plus ongoing co-operation and consultation
between line managers and the HR manager. This is most definitely the
case in Training and Development programs. HR managers can be an
important repository of up-to-date knowledge and skills, for example on
the important legal dimensions of this area.

From analysis, it has been found that the most of the trainees in the
company were satisfied but changes are required according to the
changing scenario of training and development programs which has a
great impact on employees working in the company. Training and
Development programs which are conducted to the employees are good
and the company’s training department is doing well in the candidates
training and development programs fulfilling the efficient employees for
all levels of positions.

The training programs are to be devised to improve job performance

on one side and job satisfaction of employees for retaining efvficient
employees for a longer period time.
 BIBILOGRAPHY
HR TRAINING JOURNALS

➢ Indian society for training and development

➢ National institute of personnel management

TITLE OF THE BOOK

➢ Human Resource Management

➢ Training for Development

➢ Organisational Behaviour

WEBSITES

➢ WWW.INDUSTRIALRELATIONS.COM

➢ www.humanresourcemanagement.com

➢ www.varunmotors.com

➢ www.nipm.in