CG BBA AMIT

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A

PROJECT REPORT

ON

TRAINING AND DEVELOPMENT CROMPTON

GREAVES.

At

CROMPTON GREAVES LIMITEDSubmitted to

Jiwaji University

Gwalior

For the fulfillment of the award of

Bachelor of Business Administration

(2011-2014)

Submitted by

Amit kumar singh

BBA V Sem


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PREFACE

I did my summer training at the Crompton Greaves Limited. The topic allotted to me

was Training & Development The 8 week study was conducted under the guidance of

Mr. Rakesh Arora (external guide) and____________________(internal guide)

During the first few weeks I was asked to collect matter of relevance on the assigned

topic This particularly involved training & development at the different levels and how

far they can be practically implemented in the organization

The next step involved understanding the training process at the Crompton Greaves

Limited.


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DECLARATION

I Amit Kumar Singh student of BBA V semesterPrestige Institute Of

Management, Gwalior declare that all the information, facts and figures

presented in this report are actually based on my experience & my open

market research During The Project Training And Development

Crompton Greaves With Special References To - Crompton

Greaves Limited . I assure that this project is the result of my own

sincere efforts and has not been submitted in any other institute for the

award of any degree or diploma.

Date: - AMIT KUMAR SINGH

Place: - BBA VTH SEM


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ACKNOWLEDGEMENT

Project Report is a combined effort including this one also, so I

would like to thank all who have helped me completion of this report purposeful.

I am cardinally grateful to Mr. , Training Manager Gwalior. I also want

to thank Prof. .. assisting me incompletion of this survey.

Further I would like to thanks to all of my Teachers, Staff Members, Library Members,

and Friends for their valuable support and advices which helps me a lot to completing

this survey purposeful.

Date: - AMIT KUMAR SINGH

Place: - BBA VTH SEM


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CERTIFICATE OF FACULTY GUIDE

This is to certify that Mr. AMIT KUMAR SINGH .. student of...BBA V program hascompleted his/her summer training of.....28 ..weeks (from............. to .............) andprepared this report under my guidance.

( Performance ofCrompton Greaves Limited ).

(Signature.)Name:Prof. P.K. SINGH

Faculty guide


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TABLE OF CONTENTS

TOPIC

1.1 History of the organization & its objectives

1.2 Organization Structure

1.3 Financial Performance

1.4 Personnel Polices

1.5 Product and Operations

1.6 Layout and Quality Control1.7 Marketing

1.8 Strength Weakness

1.9 Special Points

Chapter -1 introduction

Introduction of the concept

Chapter -2 object of the studyChapter-3results and discussion

Chapter -4 suggestion and implication

Chapter-5 conclusion

Reference

Annexure


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.1 History of the organization & its objectives

History

The history of Crompton Greaves goes back to 1878

when Col. R.E.B. Crompton founded R.E.B.Crompton &

Company. The company merged with F.A Parkinson in

the year 1927 to form Crompton Parkinson Ltd., (CPL).

Greaves Cotton and Co (GCC) was appointed as their

concessionaire in India. In 1937, CPL established, it's

wholly owned Indian subsidiary viz. Crompton

Parkinson Works Ltd., in Bombay, along with a sales organization, Greaves Cotton & Crompton

Parkinson Ltd., in collaboration with GCC. In the year 1947, with the dawn of Indian independence, the

company was taken over by Lala Karamchand Thapar, an eminent Indian industrialist. Crompton

Greaves is headquartered in a self-owned landmark building at Worli,

Mumbai

The origins of CG can be traced back to the pioneering work of Colonel REB Crompton, who, in 1878

founded a business at Chelmsford, Essex, England under the name of REB Crompton & Co., to engage

in the manufacture and contracting of electrical equipment.

REB Crompton & Co. merged with F&A Parkinson Limited, thereby establishing Crompton Parkinson

Limited (CPL) in England. In 1937, CPL established its wholly owned Indian subsidiary 'Crompton

Parkinson Works Ltd.', in Mumbai, along with a sales organization, 'Greaves Cotton & Crompton

Parkinson Ltd.'

In the year 1947, with the dawn of the independence of India, the Company was taken over by Lala

Karamchand Thapar, an eminent Indian industrialist who formed the Thapar Group. In 1966, Crompton

Parkinson Works Ltd and Greaves Cotton & Crompton Parkinson Ltd. merged to create Crompton

Greaves Limited (CG) in its present form.


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In the 1960s CG took its initial steps to revolutionize its portfolio, which till then comprised only

motors and consumer products. It took a major leap in the electrical engineering segment, through the

acquisition of transformer technology from Westinghouse Electric Corporation of USA, for

manufacture of 400 kV transformers and aluminum wound transformers. This was followed by further

expansion in the switchgear, vacuum interrupter and allied businesses. By 2005, the Company had

emerged as one of the leading companies in the electrical engineering domain of India, in its three

business areas of Power Systems, Industrial Systems and Consumer Products; and a serious contender

in the global arena.

CG established its international manufacturing footprint in the year 2005 by acquisition of the Belgium

based Pauwels Group, which gave CG additional manufacturing facilities for Power and Distribution

transformers at Belgium, Ireland, USA, Canada and Indonesia. This was followed with a series o

successful acquisitions - Ganz, Hungary in 2006; Microsol, Ireland in 2007; Sonomatra, France; MSE,

USA in 2008 and PTS, UK in 2010 in its quest to establish a technology edge, increase its global

market reach and enhance the product portfolio. The business domains of the new companies that

oined the CG family, has charted the way for CG becoming a "full solutions provider" which has

carved out for CG a position as a serious international player and a recognized transnational

corporation.

Initially, CG`s foreign acquisitions operated their respective businesses under their individual Brand

names. To integrate these new entrants into the CG family, the first step was integration of processes,

systems and technologies across all the acquired companies worldwide. The next step was to articulate

the one single idea that provided a common thread through all the CG Group companies. We

discovered our shared philosophy as "our core strength is the value we place on relationships, and the

ability to provide solutions, which, in turn, strengthen these relationships". This realisation and

initiative gave birth to CG`s new Brand Identity which was launched on 15th October, 2009, succinctly

conveying this shared philosophy.

Whilst the Company`s name in India will continue to be Crompton Greaves, the names of all the

foreign companies in the CG family start with "CG", thus establishing their lineage and uniting every


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company in the CG family with a common face to the internal as well as the external world, globally.

Today, CG is a public listed company, amongst the "A" (premier) category of listings on the Bombay

and National Stock Exchanges of India and its GDRs are listed on the London Stock Exchange, with

over 140,000 shareholders.

Board of Directors

Key Personnel

Corporate

Regional Management

Power Systems

Industrial Systems

Consumer Products

Telecom Group

International

Board of Directors

Mr. G. Thapar

(Chairman)Mr. Gautam Thapar was appointed as Chairman of Crompton GreavesLimited on July 22nd, 2004. A student of Doon School, Mr. Gautam Thapar went

to U.S.A. to complete his Chemical Engineering in the Pratt Institute and

oined the family business in 1986.

Mr. Gautam Thapar is currently, Chairman of Ballarpur Industries Limited, India's largest pulp and

paper manufacturing company. He is also a Director in several other companies including BataInternational, apart from serving as Chairman of Confederation of Indian Industry (CII), Northern

Region in 2003-04.

The successful turnaround of Ballarpur Industries Limited under hisdynamic leadership and his other achievements are testimonies to hismanagerial experience, competence and expertise.
http://www.cglonline.com/#boardhttp://www.cglonline.com/#k1http://www.cglonline.com/#k2http://www.cglonline.com/#k3http://www.cglonline.com/#k4http://www.cglonline.com/#k5http://www.cglonline.com/#k6http://www.cglonline.com/#k7http://www.cglonline.com/#k7http://www.cglonline.com/#k6http://www.cglonline.com/#k5http://www.cglonline.com/#k4http://www.cglonline.com/#k3http://www.cglonline.com/#k2http://www.cglonline.com/#k1http://www.cglonline.com/#board


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Mr. S. M. Trehan

(Managing Director)

SUDHIR MOHAN TREHAN is the Managing Director of Crompton Greaves Limited since May 2000.

Prior to this, he was the President of CG - Digital and looked after the areas of Networking, Informaticsand Telecommunications.

Mr. Trehan is an engineering graduate from the renowned Birla Institute of Technology at Ranchi and a

gold medallist. Thereafter, he pursued Post Graduate studies (M.S.) at the State University in Stony

Brook, NY, USA.

He began his career in the United Kingdom as a Management Trainee with Crompton Parkinson Ltd. atGuisely. In 1972, he joined Crompton Greaves Ltd. in India where he served in various Departments

and Divisions like Transformers, Turbines and Switchgear.

He is actively involved in various national industry forums like IEEMA, CII and AIMA - leadingnames in India. He is currently the Chairman of Maharashtra State Council of CII.

He was the recipient of the Outstanding Chief Executive of the Year Award for 2000-2001, institutedby the Indian Institution of Industrial Engineering, for steps he took towards successfully implementing

his vision of making Crompton Greaves a world-class manufacturing company.

His leisure time activities include golfing and driving.

Other Directors

Dr. O. Goswami

Mr. S. Labroo

Dr. Valentin A H von Massow

Ms. M. Pudumjee

Mr. S.P. Talwar

Mr. K. Thapar


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1.2 Organization Structure


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1.3 Financial Performance

Balance Sheet of Crompton Greaves ------------------- in Rs. Cr. -------------------

Mar '13 Mar '12 Mar '11 Mar '10 Mar '0

12 mths 12 mths 12 mths 12 mths 12 mth

es Of Funds

hare Capital 128.30 128.30 128.30 128.30 73.3

Share Capital 128.30 128.30 128.30 128.30 73.3

Application Money 0.00 0.00 0.00 0.00 0.0

nce Share Capital 0.00 0.00 0.00 0.00 0.0

es 2,928.55 2,572.58 2,161.51 1,622.00 1,153.9

ation Reserves 0.00 0.00 14.27 14.42 14.5

rth 3,056.85 2,700.88 2,304.08 1,764.72 1,241.8

d Loans 12.93 0.20 8.23 13.82 34.5

ured Loans 0.75 2.06 5.17 12.96 19.1

ebt 13.68 2.26 13.40 26.78 53.6

iabilities 3,070.53 2,703.14 2,317.48 1,791.50 1,295.5

Mar '13 Mar '12 Mar '11 Mar '10 Mar '0

12 mths 12 mths 12 mths 12 mths 12 mth

ation Of Funds

Block 1,485.00 1,365.61 1,604.18 1,171.40 1,111.5

ccum. Depreciation 784.65 748.42 728.88 637.59 600.8

ock 700.35 617.19 875.30 533.81 510.7

l Work in Progress 74.91 58.29 47.69 33.03 12.9

ments 1,055.04 1,052.50 781.64 688.06 265.5

ries 548.50 449.60 405.72 303.53 281.3

Debtors 1,840.62 1,735.62 1,510.18 1,212.79 1,012.2

nd Bank Balance 288.79 321.10 124.22 112.43 181.4

urrent Assets 2,677.91 2,506.32 2,040.12 1,628.75 1,475.0and Advances 761.41 336.19 587.55 402.31 516.5

eposits 0.00 0.00 26.67 436.07 291.0

A, Loans & Advances 3,439.32 2,842.51 2,654.34 2,467.13 2,282.6

d Credit 0.00 0.00 0.00 0.00 0.0

t Liabilities 2,013.13 1,717.06 1,634.38 1,534.63 1,265.8

ions 185.96 150.29 407.11 395.90 510.3

L & Provisions 2,199.09 1,867.35 2,041.49 1,930.53 1,776.2

rrent Assets 1,240.23 975.16 612.85 536.60 506.3

laneous Expenses 0.00 0.00 0.00 0.00 0.0

ssets 3,070.53 2,703.14 2,317.48 1,791.50 1,295.5

gent Liabilities 1,422.59 326.08 278.74 362.56 788.2

alue (Rs) 47.65 42.10 35.70 27.28 33.4


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1.4 Personnel Polices

Key Personnel >>

CorporateNameDesignation

Telephone

EPABX /Direct.

S M Trehan Managing Director022 24237777022 24237700

B R Jaju Chief Finance Officer - Finance & Admin.022 24237777

022 24382211

W HenriquesCompany Secretary & Legal CounselVice President - Human Resources

022 24237777022 24333399

T P Govindan General Manager - R&D and Quality022 67558803

022 25775180

Key Personnel >> Regional Management

REGION NAME DESIGNATION LOCATION

TELEPHONE

EPABX/

DIRECT

NORTH SA Kane General Manager Delhi011 30416300

011 23354879

EAST BS Bajwa General Manager Kolkatta033 22829681-85

033 22821312

WEST AM KamathDeputy General

Manager Mumbai022 67558000 /

022 25780234

SOUTH KN DesaiDeputy General

ManagerChennai

044 42247500 /

044 28235533

Key Personnel >> Power Systems

NAME DESIGNATION DEPARTMENTTELEPHONE EPABX/

DIRECT

DS Patil Vice President

Transformers &

Engineering Projects

022 67558000

022 67558201/02

J.G Kulkarni Vice President Switchgear0253 2382271

0253 2301103


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Key Personnel >> Industrial Systems


DIRECT

SC Gupta Vice President LT Motors 0241 2777372/500

JC Pant Deputy General Manager Commercial Motors0832 39832000832 3983205/213

VK Salhotra General Manager Stampings022 67558000

022 25796866

AK Raina Vice PresidentLarge &

Traction Machines

07480 233116

07480 503238

Key Personnel >> Consumer Products


DIRECT

Manoj Verma Vice President Lighting022 67558000022 67558425

AN Ravichandran Vice President Fans & Appliances 0832 2331256/59

P Palaniappan General Manager Pumps0241 2777152

0241 2777262

Key Personnel >> Telecom Group


DIRECT

KN Neelkant General Manager Telecom080 41292300080 26787141

Key Personnel >> International

NAME DESIGNATION DEPARTMENT TELEPHONE EPABX/DIRECT

AC Rodrigues Vice President International022 67558000

022 67558931


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1.5 Product and Operations

We are among the top 10 transformer manufacturers in the world, and one of the very few companies

worldwide that designs and manufactures a wide range of power & distribution transformers and

reactors.

The range of Power Transformers offered is from 25 kVA to 600 MVA, and 11 kV to 765 kV class,

and Reactors from 10 MVAr to 125 MVAr, and 33 kV to 765 kV class. These products are conforming

to IEC, ANSI, IS, BS and other international standards. It has recently made a foray in the manufacture

of 765 kV transformers with the execution of its maiden order for Power Grid Corporation of India. We

emerged as a large supplier of a wide range of transformers and reactors for all critical

applications. Our products are used in industries such as power utilities, process industries, railways,

mines, electricity boards, industrial users, etc. in global markets.

We have pioneered the technology for manufacture of compact, reliable SLIM transformers with high

overload capacity in collaboration with Duponts Nomex thermal insulating technology, rendering it a

world leader in wind farm installations, where these transformers have extensive utility. Its Hungarian

plant has over 125 years of experience in the production of power transformers.


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1.6 Layout and Quality Control

The Quality focus is reflected in a number of company wide initiatives that include:

Corporate R&D and Quality Division of Crompton Greaves Ltd has been certified to ISO27001:2005 by UL India Ltd.

In accordance with plan, the second phase of Six Sigma implementation commenced during

2004-05 with increasing executives being trained in the methodology. Six Sigma methodologyhas been extended to the design activity of the products. Ten products have been covered in the

first phase, while nine products would be included in the second phase. Increasing coverage of

products with six sigma approach will progressively help the company achieve 'product qualityas perceived by the customer'.

Twenty-three divisions / regions have been accredited with ISO9001: 2000 Certification.

Seven manufacturing units have been accredited for ISO 14001 and four units for OHSAS

18001

The Light sources division is one of the few business units in India in lighting industry toreceive dual certificate of ISO 9000:2000 was well as ISO 14001

The company's Power Transformers and Switchgear are now compliant to internationalEuro/IEC norms and ANSI/NEMA standards for greater acceptance in international markets.

The Industrial Transformer Division located at Malanpur is amongst the few units in India, to

have been accredited both ISO 14001 and OHSAS 18001, Certification for Occupational Health

and Safety Management System.

The company's Fans, Motors, Automation and control products are approved by the CSA,

BASEEFA, and CE


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1.7 Marketing

CG's business operations consist of 22 manufacturing divisions spread across in Gujarat, Maharashtra,

Goa, Madhya Pradesh and Karnataka, supported by well knitted marketing and service network through

14 branches in various states under overall management of four regional sales offices located in Delhi,

Kolkata, Mumbai and Chennai. The company has a large customer base, which includes State

Electricity Boards, Government bodies and large companies in private and public sectors.

Crompton Greaves' strength emanates from its business operations consisting of 21 divisions spread

across in Gujarat, Maharashtra, Goa, Madhya Pradesh, Karnataka and Tamil Nadu, supported by well

knitted marketing and service network through 14 branches in state capitals under overall management

of four regional sales offices located in Delhi, Kolkata, Mumbai and Chennai.

CG-House

Corporate Office

Transformers Plant, Mandideep Transformers Plant, Malanpur

Alternators & DC Machines Plant,

AhmednagarSwitchgear Plant, Nashik


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LT Motors Plant, Ahmednagar. Transformers Plant, Kanjurmarg - Mumbai

Amorphous Core Transformers Plant,

MandideepCeiling Fans Plant, Goa

DC Machines Shopfloor, Mandideep.Transformers Plant - Winding Bay,

Kanjurmarg - Mumbai.

Research & Development Facility,

Kanjurmarg - Mumbai Light Sources Manufacturing Plant, Baroda.

Telecommunications Plant, Jigani - Bangalore


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1.8 STRENGTH WEAKNESS

STRENGTH

Heavy range of products

Brand awareness

Best promotion by display.

Advertisement.

Training and development

WEAKNESS

Lack of co-ordination of the demand put forth by dealers and the supply of appropriate greaves

from the plant.

The offerings given by the company are not enough for the business partners to make the

market operating rates competitive

The supply of truck radial greaves is not in proportion to the demand

Mode of counseling is not co-operative.

Monetory rewards are not given.

Crompton greaves quality for the employees are not good.


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1.9 Special Points

At Crompton Greaves there is always a passion for quality. A quality trust

mark has emerged as Crompton's biggest brand ambassador. In fact, this is

reflected through quality certifications for its products and services. Further,

the commitment to responsible business through quality, technology and

productivity has helped the company to achieve a turnover of over Rs.2700

crore and receive many certifications in the ISO 9000/9001:2000/14001

series. The company has the unique distinction of being the first one to receive

an ISO 9000 certification for Finance and Administration.

The company has made considerable progress towards integration of the Six

Sigma methodology in its manufacturing processes with the ultimate aim of

achieving 'Product Quality as Perceived By Consumer'. This methodology

was actively pursued for 10 products for which Critical to Quality (CTQ)

characteristics were identified based on market feedback. Regional team has

also been trained in Six Sigma technology for capture of customer's voice.

In addition to this, the company has also introduced stringent control measures

with suppliers to ensure that inputs support the Six Sigma quality. In fact, all

these measures have resulted in manifold improvement in the CTQs with

substantial reduction in defects.

The Quality focus is reflected in a number of company wide initiatives that include:

Corporate R&D and Quality Division of Crompton Greaves Ltd has been certified to ISO

27001:2005 by UL India Ltd.

In accordance with plan, the second phase of Six Sigma implementation commenced during

2004-05 with increasing executives being trained in the methodology. Six Sigma methodology

has been extended to the design activity of the products. Ten products have been covered in the


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first phase, while nine products would be included in the second phase. Increasing coverage of

products with six sigma approach will progressively help the company achieve 'product quality

as perceived by the customer'.

Twenty-three divisions / regions have been accredited with ISO9001: 2000 Certification.

Seven manufacturing units have been accredited for ISO 14001 and four units for OHSAS

18001

The Light sources division is one of the few business units in India in lighting industry to

receive dual certificate of ISO 9000:2000 was well as ISO 14001

The company's Power Transformers and Switchgear are now compliant to international

Euro/IEC norms and ANSI/NEMA standards for greater acceptance in international markets.

The Industrial Transformer Division located at Malanpur is amongst the few units in India, to

have been accredited both ISO 14001 and OHSAS 18001, Certification for Occupational Health

and Safety Management System.

The company's Fans, Motors, Automation and control products are approved by the CSA,

BASEEFA, and CE


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CHAPTER -1

INTRODUCTION


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INTRODUCTION

TRAINING & DEVELOPMENT POLICY

Why training is important

Every company should be fully committed to the continuous development of its staff, in the same ways

as we continuously develop our services. This will be achieved by helping all staff identify and meet

their own job and business related development needs. This policy will ensure that we have the

adaptability and flexibility to thrive and succeed as a business. To do this, all line managers, through

the Performance Review process, will

Ensure that staff have a level of knowledge and skill to fully perform their role

Encourage staff to develop within their current role

Look for potential, and find ways for staff to demonstrate potential

Recognize and reward staff development (utilizing it wherever possible)

Create a learning culture by providing opportunities for learning

Equal opportunities

All staff are entitled to and can expect to receive training they need to carry out their current role. This

includes seconded, fixed-term contract or short-term contract staff.

Permanent employees can expect to benefit from further commitment for each individual to devote at

least 5 days a year towards training and development. First priority will be towards job-related

training, but we will also encourage individuals to undertake personal development training. This may

entail taking professional qualifications; undertaking research into a particular field of interest or

experiencing a particular aspect of another job in order to gain an insight into the role and fuller

understanding of the work.

Training should not be viewed purely as attending a training course. There are a variety of different

methods that can be used to help train and develop individuals and Personnel Services will be happy to


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help individuals and managers select the most appropriate method. For example, using open learning

materials; computer-based packages; videos or CD-ROMs; e-learning; and reading literature, to name

but a few.

Shared responsibilities

It is recognizes the need for everyone to learn and develop their skills on a continuous basis and will

support individuals to help them achieve this. Equally, the company expects individuals to take on

some responsibility for their own self-development. For example, identifying suitable training

activities (with the help of line managers and Personnel Services) and adopting a flexible and positive

approach to any training and development that is identified with them.

Identifying training & development needs

Identifying training and development needs, and helping individuals to improve their performance, are

key responsibilities for line managers, so they are expected to be actively involved in their teams

training and development. Line managers are also responsible for measuring the effectiveness of any

training and development undertaken by team members, with assistance from Personnel Services.

The skills and knowledge that will be needed for the future success of the company will become

apparent as each years business (corporate) plan is drafted and communicated to teams within the

company and individual performance objectives agreed. Where individual skills, knowledge or the

development of competenciesare needed to achieve our business objectives, these should be recorded

on the Development Needs Assessment plan, which forms part of our Performance Review process.

TRAINING NEEDS IDENTIFICATION

IDENTIFICATION OF TRAINING NEEDS

Training is often included as an essential element of an organizations strategy to gain a competitive

advantage. Regulatory agencies require that employees be trained certain topics and personal

development/career paths often specify skill and knowledge areas which must be mastered. These are

the factors that influence an organizations overall training program. With all these sometimes-

divergent factors competing for resources training systems can become stressed, ineffective, inefficient

and fragmented. Organizations need a structure approach when developing/improving their training


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system.

For purposes of this discussion we will divide the training process into three phases:

(1) needs identification

(2) Training Systems (courses, modules, training aids, presentation, instructors, records)

(3) Evaluation

STUDY OF NEEDS OF TRAINING

In Crompton Greaves Ltd., Delhi across training is customized product wise. If any defect comes in a

product or process, a training session is initiated to eradicate root cause.

There are normally two work stations in production,

1. Critical station

2. Normal station

At critical work station an efficient worker should produce 5000 to 6000 units in one shift. At this work

station minor job is done.

At normal work station an efficient worker should be produce 8000 to 10000 units in one shift in

normal circumstances.

In this company there are two types of worker are working.

1. Permanent worker

2. Temporary worker

Organizational impact: At this level evaluation assesses the impact of learning on organizational

effectiveness, and whether or not it is cost-effective in organizational terms. Personnel Services will

undertake this evaluation as part of a wider training and development evaluation process.

In summary then, Personnel Services will evaluate training and development at the reaction and

organizational levels, and line managers will be responsible for evaluating the effectiveness of training

and development at the performance level. However, there will be some types of learning activities, for

example attending conferences or seminars, where it may not be appropriate to undertake any

evaluation. If any doubt, please contact Personnel Services.

To assist line managers, there are a variety of methods that can be used to measure the effectiveness of

the learning. Some of these include:


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Participant self-assessment

Written or practical tests

Structured interviews

Questionnaires

Feedback for example, internally from colleagues, peers, and managers and/or externally from

partners, customers or clients

Qualifications obtained

Line managers should contact Personnel Services, who will be pleased to help set-up an evaluation

method to use to measure the effectiveness of a training activity.

Funding

Funding for training and development will be paid from a central training budget, therefore the Head of

Personnel Services must approve any training and development that involves a financial cost before any

financial commitment is made. Details of how to apply for a training and development are explained

under the section headed Selecting a training provider and applying for training.

In addition to job-related training and development, company also recognises the need to help

individuals to improve within their chosen career path by encouraging individuals to gain

professional/vocational/academic qualifications. With this in mind, company has established a

company sponsorship scheme whereby full or partial sponsorship will be provided. Information about

the scheme can be found under the section headed Company sponsorship.

Time off to attend training courses

Where an individual needs to attend a training course funded by company, time off during working

hours will be given to attend the course. Individuals are expected to travel to and from a training venue

within the normal course of the day. Where company is providing sponsorship towards a professional

qualification, time off to attend lectures/workshops/summer school will be agreed on an individual

basis, taking account of the business needs. The Head of Personnel Services will approve any such

requests, in full consultation with line managers.Non-training course learning activities

Typically, a training course is designed to transfer new skills or knowledge to an individual. Invariably

new skills and knowledge will be developed over time to improve performance. However, not all

learning has to be addressed through a training course. There is a wide range of development methods

available that can be used without leaving the office. For example, being coached by a fellow


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colleague or manager; using a computer aided training package; on-the job training; reading books;

undertaking research or practising a particular skill.

Finding out about training courses or alternative learning methods

Personnel Services is building up a range of literature from training suppliers and a selection of

books/videos/computer discs available for individual use. To find out more, please contact Personnel

Services.

Selecting a training provider and applying for training

Before booking a training event, individuals should research the costs and course availability with

possible training providers. Personnel Services will be happy to help as they keep details of various

training providers, so please contact them for information/advice.

Company organised training programmes, for example Customer Service Training, Team Building

training, will be co-ordinated through Personnel Services (so individuals do not have to complete any

forms). All other training and development activities must be authorised by Personnel Services before

any training is booked.

Company sponsorship

Company recognises the need for continuous professional development and are pleased to be able to

offer a sponsorship scheme to all permanent and fixed-term employees (whose contracts are for at least

one year). The scheme covers professional, academic or NVQ (or equivalent) qualifications. The

following guidelines are designed to give individuals an idea of the sort of funding that may be

available and how individuals may apply.


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CHAPTER -2

OBJECT OF THE STUDY


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OBJECTIVE

The objective of the project is to study training and development in company. As we know that

training is an important factor for growing because growth is lifeline for the company.

The main motto of this project was to know, how company conducts training program. What are the

basic requirements during this process? How does the company come to know that some body needs

training? After providing them training analysis is required. Analysis makes the management aware of

the workers or staffs whosoever had gone through the training. Development is the main objective of

any training. If there is no any development, the objective of training is not achieved. So for achieving

the objective, development is very much required.

The way of analyzing of the training should be carefully developed. Because a good analysis reflects the

true figure of the development of trainees. How the company analyses the training is a subject to be

learnt.

So the ultimate goal of this project is to study the way of providing training as well as the way of

measure the development of trainees in Crompton Greaves Limited.There is various methodology of training. No single technique is always best.

The best method depends on

Cost effectiveness

Desired program content

Learning principles

Appropriateness of the facilities

Trainee preferences and capabilities

Trainer preferences and capabilities

There is a range of teaching methods available to trainer. The choice of a method is a matter of

experience and competence of the instructor and his judgment of how much and what a particular

group of trainees would learn from using one method or another.


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Factors which affect the choice of training method:

The choice of methods depends on the knowledge and experience of the teacher or trainer.

The choice of the methods should take into consideration the intellectual level and educational

background of the participants and the participants age practical experience.

Some methods are more effective than others in achieving certain objective.

Choice methods depend on the social and cultural factors in the environment. Now many

participative methods are accepted and used in management training.

It also depends on the time and the availability of resources and infrastructural facilities.

Types of training

Job instruction training

Job rotation

Apprenticeships

Coaching

Vestibule training

Induction or Orientation training:

Induction or orientation may be defined as a process of guiding and counseling the employee to

familiarize him with job situations. The induction process accomplishes several objectives including

formation of a favorable impression and attitude, development of the feeling of belongingness and

facilitation of learning and teamwork on the part of the employees. The content of the induction

program should be predetermined in the form of a checklist specifying the topics to be covered.

Attempts are to be made to follow-up and assess the program by interviewing the new employees as a

measure to correct the gaps in the knowledge and attitude of the employees.

Rank-and-File job training:

This is based on similarities in training on several specific jobs. This type of training can be imparted in

a classroom or on the job. It is performed by a foreman or a group leader. Its advantages arise in so far

as it is realistic and economical and does not hamper production as well as necessitate from classroom

to job situations.


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Limitations of rank-and-file job training:

The trainer may be an incompetent teacher

The shop floor may be busy

There may arise heavy production losses.

Supervisory training:

Supervisory training needs reveal utmost divergence in view of divergent duties of supervisors.

Employee attitude surveys help in identifying area of supervisory training. Likewise, supervisors

themselves may be requested to indicate the areas where they need training. Frequently, these surveys

indicate that supervisors need training in human relations, production control, company policies and

how to instruct. Supervisory courses consist of job methods training (JMT) and job relations training

(JRT). The JMT helps the supervisors to improve methods in their departments, while the JRT helps

them in handling human relations problems in their departments.

ON THE JOB TRAINING:

On the fob techniques are conducted in the real job settings. On the job methods usually involve

training in the total job. These methods are typically conducted by individuals, workers, supervisors.

The main advantage is that the trainees learn while actually performing their work, which may

minimize the training cost. They also learn in the same physical and social environment in which they

will be working once the formal training period is completed.

Types of on the job techniques:

Job instruction training

Job rotation

Apprenticeship

Coaching

Vestibule training


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CHAPTER-3

RESULTS AND DISCUSSION


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RESULTS AND DISCUSSION

1. What types of training have you gone through?

(i) Skill Enhancement (ii) Personality Enhancement (iii) IT Related

Total 45 workers have gone through these training programs. 2 out of them got the skill enhancement

training, 4 got personality development, and 6 got skill enhancement & personality development

program. Out of 45 workers 8 got skill enhancement & IT related training, 11 got personality

development & IT related training and rest 14 got all three, skill enhancement, personality development

& IT related training.

Skill enhancement

24%

Personalitydevelopment

33%

Skill enhancement &personalitydevelopment

43%Skill enhancement

Personality development

Skill enhancement & personality development


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2. Please indicate when should the study material be given to the trainees?

Before the training After the training

In any training program the material plays an important role. So it should be provided. But the question

is that, "when should be the materials be given, before the training or after the training. In the

responses of such

Question, 30 out of 45 workers say that materials should be given before the training and 15 says that it

should be given after the training.

Before the training67%

After the training33%

Before the training

After the training


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3. Before started training programme should you go through any test?

Yes No

A good trainee is essential for the successful completion of any training program. A good trainee can be

selected by the test. So a test is required for selecting appropriate trainees. Responding this 27 out of 45

workers tell that they dont want to go through any test and rest 18 want to go through such test

process.

The evolution of any program is very much require for the future. It can be done by asking the trainees.

Ready to facetest40%Don't ready to

face test60%

Ready to face test

Don't ready to face test


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4. Rate these training programme according to your development.

Training Programme Poor Good Excellent

1. Skill Enhancement

2. Personality Enhancement

3. IT Related

Skill Enhancement:

Responding to skill enhancement programs, 11 out of 45 workers say that the training program was

good, 20 say that it ways very good and rest 14 trainees opine that training program was very helpful to

enhance their skills and perform their job in batter manner.

Good25%

Very good44%

Excellent31%

Good

Very good

Excellent


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Personality Enhancement:

Responding to the personality development questions there are different views of the trainees, 6 out of

45 workers say that the program was good, 18 say that it was very good and 21 workers say that

program was excellent.

Good

13%

Very good40%

Excellent47%

Good

Very good

Excellent


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IT related:

Responding to the IT related development questions trainees are very much conscious about their

improvement. 10 out of 45 have good experienced regarding IT development, 13 say that program was

very good and rest 22 have excellent experienced regarding IT in the training program.

Good22%

Very good29%

Excellent49%

Good

Very good

Excellent


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5. In your opinion what should be the frequency of the training programme in your company.

Once in a month Once in 3 Months

Once in 6 months Once in 12 Months

Frequency of training program:

The experienced of the training program is so impressive that all the trainees very much interested in

these types of programs. They want more of such types of training programs. So 7, out of 24 trainees

want this type of training in every month .On the other hand 9 trainees want such program once in

every three month. 5 out of them want to hold such types of program twice in a year. Rest of them

wants to hold this once a year. In my opinion it should be twice a year.

Every month29%

Every three month37%

Every six month21%

Once in a year13%

Every month

Every three month

Every six month

Once in a year


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6. In your opinion what should be the duration of this training programme?

4 Hours 8 Hours 16 Hours 20 Hours

The duration is an important factor for the successful completion of any program. It should be

according the requirement of the trainees. 2 out of 45 trainees say that duration should be 4 hours, 6 say

that duration can be 8 hours. 10 out of them want 16 hours and rest 27 wants 20 hours for the training

program.

4 hours5%

8 hours13%

16 hours22%

20 hours60%

4 hours

8 hours

16 hours

20 hours


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CHAPTER -4

SUGGESTION AND IMPLICATION


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SUGGESTION

There is no gainsay regarding the training programs enhance the quality of the performance. No one is

perfect in his respective field. A full flazed training program makes trainees complete performer in their

respective areas.

Every company looks for a worker, who can work effectively. They are in search of a person who has

the maximum skills required for the job. After selecting the right person, the companys main aim is to

make that person a perfect workman. For this they provide them training.

First of all the management should look for that areas where workers needs training. For this purpose

management should keep eyes on each and every activity of the workers and staffs whosoever may need

training. This is a long and time taking process. In this way the next step would be to select the trainees.

There should develop a mechanism for selecting the trainees. There should be a test for this purpose.

This will give the idea about the weak and strong points of trainees. It will be very fruitful in designing

the contents of training program.

The printed material is very useful in training. These materials should be given before the training.

Written material would provide the overall idea about the training and make the trainees understand

better.

Before developing the training contents some points should be taken care of. There should be some

practical values in that. The training should include new ideas and should be helpful in the development

of trainees. It must be relevant to the hob of workers and staffs. In the training process the efficient use

of time should be made as time is the most important factor in any job.

The frequency of training program is according to the requirement and convenience of the trainees as

well as the management. Workers require more training so they need one in every six month. Staffs

required less training in the compression of workers, so they required at least on training program every

year.

The duration of any event is the most important, which maker any program successful or fail. It should

be according to the needs of the trainees of participants. In my opinion the duration of the trainingwould be 16 hours.


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CHAPTER-5

CONCLUSION


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CONCLUSION

To conclude, it is very clear that training should be provided but not at the loss of the company. It is

very costly and time taking affair. But it is most important for the development of the company. So

management cant avoid it at any cost.


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BIBLIOGRAPHY


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BIBLIOGRAPHY

BOOK NAME AUTHOR

Human Resource Management Dr. N.K. Chadda

Training & Development Dr. P.N. Singh

Internet


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ANNEXURE

TRAINING & DEVELOPMENT

(QUESTIONNAIRE)

Name

Department

Designation

1. What types of training have you gone through?

(i) Skill Enhancement (ii) Personality Enhancement (iii) IT Related

(i) (ii) (iii)

2. Please indicate when should the study material be given to the trainees?

Before the training After the training

3. Before started training programme should you go through any test?

Yes No

4. Rate these training programme according to your development.

Training Programme Poor Fair Good Excellent

1. Skill Enhancement

2. Personality Enhancement

3. IT Related

5. In your opinion what should be the frequency of the training programme in your company.

Once in a month Once in 3 Months

Once in 6 months Once in 12 Months


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6. In your opinion what should be the duration of this training programme?

7.

4 Hours 8 Hours 16 Hours 20 Hours

8. Would you like to suggest some thing for the training programme?_____________________________________________________

_____________________________________________________

_____________________________________________________

_____________________________________________________

_____________________________________________________

Date : Signature

Documents

CG BBA AMIT