“A HUMAN RESOURCE PROJECT ON

TRAINING & DEVELOPMENT

POLICIES”

PROJECT BY
AMIT MESHRAM (Roll No. 63)
GIRISH KSHIRSAGAR (Roll No. 73)
GIRISH LATHKAR (Roll No. 93)
KALYANI WAGHMARE (Roll No. 113)

DATE OF SUBMISSION: 05/03/2011

DR. D.Y. PATIL INSTITUTE OF MANAGEMENT &

RESEARCH, PIMPRI

BATCH: 2010-12
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 ACKNOWLEDGEMENT
We wish our deepest gratitude towards our Guide & Head of
Department Prof. Mrs. Anuradha Phadnis mam for her valuable
guidance, constant inspiration and fine co-operation throughout
the period of week undertaken which has been instrumental in
success of this project.

We also sincerely thanks towards Mr. Prasad Andurkar sir

(HR Manager, VI-SON cable pvt ltd. Raj Guru Nagar, Pune) without
him this project work couldn’t be completed. It has been
encouraging to share the experiences of writing this project with
someone who is going through the same process.

We are also thankful to all those who help us for preparing

this mini project directly or indirectly.

Amit Meshram

Girish Kshirsagar

Girish Lathkar

Kalyani Waghmare

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 INDEX

Sr.no Topic Page No.

1. Introduction of Company 4
2. Objective of Study 5
3. Scope of the Study 6
4. Introduction of Topic: 7

Training & Development Policies.

5. Findings & Conclusion 12
6. Suggestions 14
7. Questionnaire 15

INTRODUCTION TO COMPANY
VI-SON CABLE PVT.LTD
“Power is nothing without control”

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 VI-SON Wires an ISO 9001-2000 had a vision of manufacturing
complete range of low tension (1100 volt grade) cables. And the
process started in the year 1997 and commenced production at union
territory of Daman. Over a period of time ‘VI-SON’ brand established
products mainly wires and cables through an extensive marketing
network in person as well as selecting dealers throughout India. The
company has different product range such as flexible wires, flexible
cables, battery cables, and mainly wiring harness.

The VI-SON Company was founded and has grown based on the
principals of Quality, Integrity, and Competitiveness.

QUALITY: We are committed to producing consistently high quality

products to meet the demands of today's markets.

INTEGRITY: We adhere to a policy of "our word is our bond". All

commitments to quality of product, conditions of sale and customer
satisfaction are assured. We do not consider the sale complete until
the customer is satisfied.

COMPETITIVENESS: We strive to supply a quality product at a fair

market value.

The main study in the company is study of the wiring harness.

Wiring harness is nothing but the bunch of cables attached to the
vehicles and it deals with the design of the harness.

The training and development facilities here in the industry are

totally dependent on the technical issues related to the wiring harness.
As it is the developing plant in Pune region the HR activities are related
only to recruitment and training process. The recruitment is mainly
done only on the reference basis.

OBJECTIVE OF THE STUDY

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 1. To ensure that the Company has people with the appropriate
knowledge, skills and behaviors to meet its business objectives in
both the short and longer term.

2. To allow employees to achieve their potential and career

aspirations both within the Company and outside the company.

3. To provide leadership and management development to all

managers within the company

4. To identify the development needs of the Company and those of

individuals and balance the two.

5. To provide career development for all.

6. To ensure the effective delivery of mandatory training e.g. Health

and Safety, Equal Opportunities etc.

7. To ensure the appropriate skills are in place to deliver the

business strategy.

SCOPE OF THE STUDY

Training and development is the immense need of the any
industry weather it is manufacturing firm or consultancy firm. The
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training and development has numerous advantages and the
applications in the particular firm. The following points can be given
within the scope of training and development.

• Providing an employee with an opportunity to learn about a new

area of work. Turning a work problem into a learning situation.

• Obtaining a general background about a particular topic/area of

work. Developing knowledge about a specific area or about work
context.

• Generally used for apprentices, trainees’ etc. but could have a

wider application.

• An efficient way to ensure large numbers of staff is covered with

a consistent message. Seminars outside the organization
normally provide specialist input not available within.

• Need for training of development is so high which can be

explained through a recent training program at two quite MBA
institutes on communication skills including cracking through
group discussions and personal interviews.

• To develop and broaden the knowledge of the group e.g. about

new developments/future plans.

TRAINING & DEVELOPMENT

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 The quality of employees and their development through training
and development are major factors in determining long-term
profitability of a small business. If you hire and keep good employees,
it is good policy to invest in the development of their skills, so they can
increase their productivity.

Definition of Training & Development:-

“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.”

Purpose of Employee Training and Development:-

Reasons for emphasizing the growth and development of personnel

include

• Creating a pool of readily available and adequate replacements

for personnel who may leave or move up in the organization.
• Enhancing the company’s ability to adopt and use advances in
technology because of a sufficiently knowledgeable staff.
• Building a more efficient, effective and highly motivated team,
which enhances the company’s competitive position and
improves employee morale.
• Ensuring adequate human resources for expansion into new
programs.

Research has shown specific benefits that a small business receives

from training and developing its workers, including:

• Increased productivity.
• Reduced employee turnover.
• Increased efficiency resulting in financial gains.
• Decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity

and well-being as they become more valuable to the firm and to
society. Generally they will receive a greater share of the material
gains that result from their increased productivity. These factors give
them a sense of satisfaction through the achievement of personal and
company goals.

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Identifying Training Needs:-

Training needs can be assessed by analyzing three major human

resource areas: the organization as a whole, the job characteristics and
the needs of the individuals. This analysis will provide answers to the
following questions:

Where is training needed?

What specifically must an employee learn in order to be more

productive?

Who needs to be trained?

Begin by assessing the current status of the company how it does

what it does best and the abilities of your employees to do these tasks.
This analysis will provide some benchmarks against which the
effectiveness of a training program can be evaluated. Your firm should
know where it wants to be in five years from its long-range strategic
plan. What you need is a training program to take your firm from here
to there.

Second, consider whether the organization is financially

committed to supporting the training efforts. If not, any attempt to
develop a solid training program will fail.

Next, determine exactly where training is needed. It is foolish to

implement a companywide training effort without concentrating
resources where they are needed most. An internal audit will help
point out areas that may benefit from training. Also, a skills inventory
can help determine the skills possessed by the employees in general.
This inventory will help the organization determine what skills are
available now and what skills are needed for future development.

Also, in today's market-driven economy, you would be remiss not

to ask your customers what they like about your business and what
areas they think should be improved. In summary, the analysis should
focus on the total organization and should tell you (1) where training is
needed and (2) where it will work within the organization.

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 Once you have determined where training is needed, concentrate
on the content of the program. Analyze the characteristics of the job
based on its description, the written narrative of what the employee
actually does. Training based on job descriptions should go into detail
about how the job is performed on a task-by-task basis. Actually doing
the job will enable you to get a better feel for what is done.

Individual employees can be evaluated by comparing their

current skill levels or performance to the organization's performance
standards or anticipated needs. Any discrepancies between actual and
anticipated skill levels identify a training need.

Training Goals:-

The goals of the training program should relate directly to the

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

Training Methods:-

There are two broad types of training available to small

businesses: on-the-job and off-the-job techniques. Individual
circumstances and the "who," "what" and "why" of your training
program determine which method to use.

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

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

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 Off-the-job techniques include lectures, special study, films,
television conferences or discussions, case studies, role playing,
simulation, programmed instruction and laboratory training. Most of
these techniques can be used by small businesses although, some may
be too costly.

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

• The company’s history and mission.

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

Some companies use verbal presentations while others have written

presentations. Many small businesses convey these topics in one-on-
one orientations. No matter what method is used, it is important that
the newcomer understand his or her new place of employment.

Evaluation of Training & Development:-

Training should be evaluated several times during the process.

Determine these milestones when you develop the training. Employees
should be evaluated by comparing their newly acquired skills with the
skills defined by the goals of the training program. Any discrepancies
should be noted and adjustments made to the training program to
enable it to meet specified goals. Many training programs fall short of
their expectations simply because the administrator failed to evaluate
its progress until it was too late. Timely evaluation will prevent the
training from straying from its goals.

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 FINDINGS AND CONCLUSIONS
The manufacturing firm is in the preliminary developing stage
and they provide the total technical training to the employees
recruited. The recruitment process is strictly related to the technical
issues. The new ITI workers are recruited on the production line while
the Diploma trainee and the Engineers are recruited in the design
department. The technical knowledge of Auto-Cad software and the
Capital-H software is also given in the training process. Most of the
training process in on the job training while classroom sessions are
also arranged for the theoretical work and documental work.

All the answers by the HR manager are satisfactory to our study.

Some of them are randomly selected and plotted in the form of graph
which is shown below.

• Training Methods

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 Training
ITI (On the job)

DiplomaTrainee
(Soft. Knowledge)
Engg./MBA (Class
RoomSessions)
HR

• Success Rate

SuccessRate
5
4
3
2
1 Success
0 Rate

• Methods of Training

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 5
4
3 ITI
2
1
0 Engg/MB
A
HR

• Training & Development ratio

Generally in VI-SON cables the training is given to the freshers only

and for the experienced persons, the development process is carried
out. So the training-development ratio is large. The reason behind this
is, being just a new plant in pune, there is lack of experienced
personnel’s.

Training-Development
Developm
ent
Process
Training
Process

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 SUGGESTIONS
After studying the whole process of training and development we,
as Management student can give the following suggestions to the
organization HR and the different teams.

• The organization should give more stress on the recruitment

process via better medias such as paper advertisements,
consultancies etc. It will help to get the more professional and
experienced persons as compared to the only fresher ones.

• The training process given to the ITI students should be improved

to some extent and the processes such as form board drawings,
inspection drawings should be in most simplified mode.

• There should be development of the lower level management

employees and more classroom sessions should be reserved to
them for their improvement.

• The facility for the graduates and the HR people are no doubt
good but the development of those should be carried out on
regular basis. The different test and situational analysis exams
should be conducted to improve their performance.

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 QUESTIONNAIRE FORMAT
Name of the Organization:- VI-SON Cables Pvt. Ltd.
Name of the HR manager:- Mr. Prasad Andurkar
Contact No. +91-9326306779

1. Sir, please guide us the exact difference between training

process and development process?

2. Sir, what are the exact goals and objectives of HR manager for
training and development?

3. Sir, how would you go about training a new employee?

o On the job training

o Off the job training
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4. Sir, what is exact training period for the fresher’s in our firm?

5. Sir, what steps would you take to identify right training

requirements?

o Technical
o Non Technical

6. Sir, what are the methods of training we used to adopt?

o Demonstration/Examples
o Class-Room methods
o Apprenticeship

7. Sir, how do you measure success or failure of a particular

employee?

o Grading
o Rating
o Follow-Up from department heads

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8. Sir, does a most experienced person requires training except
handling new technologies?

9. Sir, what are the benefits of providing training on time and

disadvantages of inadequate HR training?

10. Sir, how do you motivate the employees who are in slow
learning or slow development process?

11. Sir, what is the most enjoyable part of your work?

12. Sir, employees are totally satisfied with training?

o Yes
o No

13. Sir, how it is difficult to tell an employee if he/she is

continuously not working well?

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