escorts training n development.doc

78
CHAPTER-1 INTRODUCTION OBJECTIVES OF THE STUDY SCOPE OF THE STUDY RESEARCH METHODOLOGY

Upload: anshul5410

Post on 04-Oct-2015

51 views

Category:

Documents


2 download

DESCRIPTION

TRAINIG AND DEVELOPMENT

TRANSCRIPT

Summer Training Report

CHAPTER-1

INTRODUCTION

OBJECTIVES OF THE STUDY

SCOPE OF THE STUDY

RESEARCH METHODOLOGY

OBJECTIVES OF THE STUDYEvery study has certain objective. There is no study without objective because objectives are the purpose of study. There are two types of objectives:

Primary Objectives To understand the prevailing trends of training and development at ESCORTS LTD.Secondary Objectives To study the effectiveness of training and development performance of the employees. To suggest ways to improve training and development methods bring out a positive attitude.

To get more knowledge about the company. To study the global training standards. To study the training need analysis used in different employment context.

SCOPE OF THE STUDYThe training is an organized activity for increasing the technical knowledge and learns new skills to do specific jobs efficiently. Training is equally important for the existing as well as new employees. It enables the new employee to get acquainted with their jobs and also increase the job-related knowledge and skills. The study will help increase the performance levels of employee in the organization. It will help to know about the quality of the products so that the image can be increased. Training & development measure the level of satisfaction of employees with respect to the company.RESEARCH METHODOLOGY

Meaning Research is a systematized effort to gain new knowledge. It is a systematic study consisting of a problem formulating a hypothesis collecting the facts and data, analyzing the facts and reaching for certain conclusions, which can be in the form of either solution towards a problem.Research design A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. The research design used in my study is basically descriptive in nature.

Types of research Exploratory research

Descriptive research

Causal research

Applied research

Basic research

Exploratory research Exploratory studies are conducted to clarify the ambiguous problems. Ambiguity means that the nature of problem to be solved is unclear.

Descriptive research The research design in my study is descriptive. Its studies are concern with describing the characteristics of a particular group or individual. Studies concerned with specific prediction with narration of facts and characteristics concerning individual, group or situations are examples of descriptive research .it is also known as social research.

Causal research The mean purpose of causal research is to identify the cause and effect relationship between variables.

Applied research Applied research is conducted when a decision is to be made about a specific real-like problem.

Basic research Basic or pure research (fundamental research) attempts to expand the limits of knowledge.

Sample Design

A sample design is a definite plan for obtaining a sample from a given population. It refers to the technique or the procedure the researcher would adopt in selecting items for the sample i.e. the size of the sample. Stratified sample method is adopted to select the sample.

Sample Size It includes the number of sampling unit selected from the population for investigation. The sample size must be optimum or adequate. If the sample size is small it may not appropriately represent the population.

Too large sample would be costly in terms of money &time. The optimum sampling size would fulfill the requirements of efficiency, representativeness, reliability, and flexibility.

The sample size is taken of 100 employees. It is because of the shortage of time & their busy schedule.METHODS OF DATA COLLECTION Data collection is an art. Sometime it is very time consuming affair. The source information falls under two categories: Primary Data Secondary DataPrimary data Primary data is collected through various methods: Observation method Interview method Schedules & Questionnaire method Internet

Advantages Simplicity

Direct and realistic study

Useful for formulating

Greater accuracy

Results are more dependableDisadvantages Not possible to remain present Not possible because a schedule events may not take place Not possible on account of the long durationI have used face to face interview method to collect primary data.

Secondary Data The secondary data means data that are already available in various reports, diaries, letters, books, etc. Life history, diaries, autobiographies, letters and testaments.

Reports published by various Research Organizations.Advantages More flexible

It is perfect sample of the general population

Controlled which person will answer the question

Disadvantages Uneconomical

Emotionalism

Personal biasLIMITATIONS OF THE STUDYWith the proper due cares this study has been conducted but it consists of some of its limitations also which are as follows:

Sample size was small i.e. 100 The time limit is also one of the major constraints in conducting study.

Biases may creep in the information given by the respondents.

Main root of this research study was questionnaire & interview, which has its own limitations, for example we cant measure the reliability, enthusiasm dissonance etc. A budget constraint is an accounting identity that describe describes the consumption option available agent with a limited income (or wealth) to allocate among various goods.CHAPTER-2

REVIEW OF LITERATURE

Definition of training According to Michael J. Jucius, defines, The term 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 Edwin B. Flippo defines, Training is an act of increasing the knowledge and skills of an employ for performing a particular job. Training enables an employ to do his present job more efficiently and prepare him for higher level job.

A Trainee learns new habits, refined skills and useful knowledge during the training that helps to improve the performance.

Training is practice based and company specific.

Training objectives should be set in terms of changes needed in behavior and performance.How training helpful Increase knowledge and skills for doing a particular job. Focuses attention on the current job.

Concentrates on individual employees, changing what employees know-how they work, their attitude towards their work on their interaction with their co-workers.

Tends to be more narrowly focused and oriented towards short term performance concerns.

Training is job oriented.

Training is one shot deal.

Training seeks to meet the current requirements of the job and the individual.

Training is mostly the result of initiatives taken by management.Needs for training Newly recruited employees require training so as to perform their task effectively.

Training is necessary to prepare existing employees for higher level jobs (promotion).

Training is necessary when a person moves from one job to another (transfer).

Training is necessary to make employees mobile and versatile.

Training is needed to make employees more productive and useful in the long-run.

Training is necessary for solving operational problem.Major Values of training in ESCORTS LTD.

Increase in productivity.

Better and economically use of resources.

Reduced Supervision.

Fill manpower needs.

Increasing organizational stability and flexibility.

Better management.

Reduced learning timeTHEORY OF TRAINING

Training is a learning experience in that it seeks a relatively permanent change in an individual that will improve his/her ability to perform on the job. We typically say training can involve the changing of skills, knowledge, attitudes or social behavior. It may mean changing employees, how they work, and their attitudes toward their work of their interaction with their co-workers or supervisors. The essential elements in any commercial enterprise are materials, equipment and human resource. Training allied to the other human resource specializations within management, ensures a pool of manpower of the required level~ of expertise at the right time. But firstly consider the attention given by an average organization to the provision of materials, machinery and equipment. Then compare the commitment to the third essential factor in then production cycle, via: human resources. One of the most important factors in his regard is the traditional view of training and trainers. They are seen as an expense, a service, as second rate to production or as a necessary evil. Training has tended to fall behind other management activities, especially in the planning phase. It is often carried out as a reaction to immediate needs, a patch up operation in many cases, instead of an ordered activity. Training and Development is especially designed to enhance the competency of managers and workers dealing with a variety of organizational functions. Training and Development is a process through which the goals of management development can be achieved. Investment in Training and Development has come to be considered as an asset for organizational development or in other words, Training is indispensable for effective organizational development. Earlier, training was almost exclusively trainer Escorts ltd and it was not need based. The trainer (training institute) determined the objectives of the course, its duration, its contents and format etc. On many occasions training was of a pedagogic nature with the trainer in complete control of the direction of the training. Moreover, the alignment of the corporate goal was missing. The views of the trainees were rarely sought or even if they were, it was with a condescending attitude. Due to all these reasons the bottom-line contribution of training or the organizational development was less.

All employees are expected to participate in company sponsored training programs considered necessary for enhancing their work skills. We realize that in todays constantly changing environment, our services have to be better than those of our competitors. Therefore, training opportunities are offered through specialized training programs conducted by in-house instructors, instructors from the industry, or by experts in the field.

Training Need Assessment

The Human Resources Department in consultation with the individual, his/her supervisor and the Head/Chief of the department assess training needs. The performance management system as well as feedback by employees across the organization is used for collaborating the training needs.

Training Calendar

A Training Calendar is prepared and circulated at the beginning of the year. This carries details about the training programs that will be conducted during the course of the year. In-hour and external training are held on behavioral as well as specific job related skills.

Training Evaluations

Training programs are evaluated by Human Resources regularly to ascertain the value being added to the employees.

Managers nominate employees for training. Attendance at the training classes is obligatory. You are encouraged to make the best use of these opportunities provided by the company to enhance your professional skills. Training records will be maintained in the Personal File of each employee, for review at any time.

Training objectives and strategies Having identified the training needs based on the various analyses discussed above, the next logical steps are to set training objectives in concrete terms and to decide on the training strategies to be adopted to meet these objectives. The training needs basically highlight the gap between the existing and desired repertoire of knowledge attitude and skills at individual, group and organizational level to enable the employees to contribute towards the realization of organizational objectives at optimum efficiency. The training effort thus will have to aim at filling in this gap by clearly stating the objectives in quantitative and qualitative terms to be achieved through training. Such an exercise will also enable the training specialists to evaluate, monitor and measure the extent to which stated objectives have been met through training intervention. As the training objectives are related to organizational objectives, the involvement of the top management will be necessary to ensure that the two sets of objectives are integrated.

It will be desirable to use the following criteria in setting training objectives Specific requirements of individuals and organizations so as to achieve integration of the two.

Roles and tasks to be carried out by the target group.

Relationship with other positions vertically and horizontally and technological imperatives.

Relevance, applicability and compatibility of training to work situations.

Training as a means of bringing about a change in behavior back on the job.

Behavior including activities that can be observed, measured and/or recorded

The expected change in behavior must be useful, closely related to and subject to maintenance in the work environment.

More specifically the following steps could be involved in setting training objectives Identification of the behavior where change is required.

Nature and size of the group to be trained in terms of prior training, situational factors, formal education.

Existing behavior defined in terms of ratio, frequency, quality of interaction and supervision, routines and repetitiveness, innovations, omissions, error, etc.

Desired behavior aimed at improving the existing condition stated preferably in quantitative such as ratio, frequency of occurrence, reporting by exceptions, self-monitoring mechanisms etc.

Operational results to be achieved through training stated in terms of increase in efficiency and effectiveness criteria such as productivity, cost, down time, turnover, time for innovations and creativity.

Indicators to be used in determining changes from existing to the desired level in terms of ratio and frequency.

Depending on the objectives set, the next step is to decide on the strategy of training involving the following:

Classification of objectives in terms of purposes: Corrective objectives

Maintenance/status-quo objectives

Problem solving objectives, and

Innovative objectives.Classification of objectives in terms of levels of learning Skills of motor responses, memorization and simple conditioning.

Adaptation level where one is gaining knowledge or adapting to a simple environment;

Interpersonal understanding and skill. Values of individuals and groups.

On-the-job or off-the job training.

In house or external training.

Individual or group training.

Horizontal, vertical or diagonal/mixed group.

Changes required, if any, in the existing work roles, organizational relationships, work system requirements, process of supervision and alternative structures.HOW TO BE CREATIVE?Postpone judgments: Dont reject any idea

Create alternative frames of references

Break the boundary of thinking

Examine the different aspect of the problem

Specify that resources and environment

Make a wish-list of solutions

Borrow ideas from other fields

Look for the processes to change or eliminate

Think up alternative methods

Adopt another persons perspective

Question all assumptionsTRAINING NEEDSOrganizational

- Identified through the corporate MBO serious. It gives the necessary information, regarding the gaps which prevails Individual

Manager Personnel Operative Personnel-

Training needs identified through employees merit rating system

External Training

-Exposure approved by divisional director and monitored by corporate training and development manager Internal Training- Needs identified through appraisal system, and program monitored by corporate training and development manager.

TYPES OF TRAINING METHODS

The training methods which are generally used in an organization are classified into two i.e.

a) On the job

The most important type of training is on the job training. The experience of actually doing something makes a lasting impression and has a reality that other types of training cannot provide. There are several types of training program which make use of on-the-job training concept which are as follows:

Job Rotation

Internship training

Apprenticeshipb) Off the jobThis is a type of training which is imparted to the employees through education programs, simulators and training aids etc. The off the job training includes the following:

Case study method Incident method Management Games Role playing SeminarsTraining, as a process of long tem learning is essentially a developmental tool. Through, effectively utilizing this tool, the organization expects to achieve career objectives.

Sensitize employees towards their role in achieving the organizational vision of Leadership through Differentiation.

Contribute towards the career progressions of the employees by importing knowledge of an additional or reinforcing nature, developing skills and bringing about desired attitudinal changes among them. This would not merely prove effective in assisting them to achieve organizational goals but also enable enhancement of their self esteem and self confidences to face external challenges.

Ours is changing and dynamic organizations which have to pay considerable emphasis on training and retraining its employees to enable them to be competent committed and have the capacity to change according to the external and internal demands and pressures.

Training of employees is not merely the responsibility of the management or the training cell alone, but the responsibility of department managers as well. Accordingly, the human resource department must enable their involvement in the process of employee training and development.

Training stepsThere are four basic steps in carrying out the training function:

Assessment of Training needs (A)

Designing the training action plan (B)

Administration of training (C)

Retraining and Reinforcement of training (D).

(A) Assessment of training needs

There are five steps towards the assessment and analysis of training and development of the organization.

Collection of information through interviewing and discussing with key personnel both inside and outside the organization or specific departments; observing the work place, working conditions, processes and outcomes; examining records, other written information and annual employee appraisal.

Compare performances of each department and each employee against objectives, targets and standards set for them and keeping in mind future work requirements in the organization.

Identify cause of problems faced by the organization to enable the management to train the employees in handling the problems as well as solving the problem in a satisfactory manner.

Segregate identified problems into problems requiring staff development action such as training and into problems requiring other management actions, so that these problems are accurately addressed.

Prioritize training actions in accordance to where the training need is more urgent. (B) Designing training programmeHaving completed the ground work of training needs and assessment whereby training gaps are identified and prioritized, the next step is to design the training action plan which involves the following: Types of training addressing various training needs: Entry training involving new recruits and employees required to take a new job.

Problem resolution training to meet a shortfall or deficiency in job performance.

Training for change to prepare employees for job identified in near future.

Development to equip employees to meet organizational changes in future.

Training imparted in any type would be skill, attitude or knowledge based training or a combination of the three.

Identifying the Trainee groups.

Identifying the most effective training methodology.

Classroom training outside the organization through external agencies for meeting specific job function related needs which cannot be imported internally. This is normally the case when the training involves specific are as and smaller numbers making it uneconomical to conduct the program internally. These external sources must be chosen with care and must be able to fulfill the organization's analyzed training and development needs. These training methods must be supplemented by enabling the trainees to apply in the work place and translating into job competence the knowledge and skill gained through such training.

Classroom training within the organization through external and internal agencies: These programs must be carefully designed to ensure that they mirror the trainee groups requirements individually and collectively. Like the external courses, when designing these programs, one must ensure that the training objectives are expressed in terms of job competence as well as knowledge and skill.

This method of training is must effective in bringing together employees in larger numbers to address common training needs. The training faculty is critical to the success of such training programs. The importance and the initiality of the need for proper communication of knowledge and ideas dictate that the selection of faculty members must be made keeping the receiver in mind.

On the job training enables the employees to learn the job while actually carrying out the tasks involved in the job. All new recruits joining the organization are required to undergo induction program with planned work experience in various departments associated with the employees own department for a short duration to equip the employee with basic knowledge fundamental to his job function.

Entry level training is normally imparted through internal on-job and off-job training methods.

Problem resolution training, training for change and development related training may be imported through internal or external on-job or off-job training methods depending on program design, objective and target size. Purposes of training & development evaluation

The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes.

Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training.

Control: It helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly.

Power Games: At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits.

Intervention: It helps in determining that whether the actual outcomes are aligned with expected outcomes.

Evaluation of training programme

Evaluation helps in controlling and correcting the training programme:

Reactions: Trainees reactions to overall usefulness of training including the coverage of the topics, method of presentation, and the techniques to clarify things, often throw light on the effectiveness of the programme.

Learning: Training programme, trainers ability and trainees ability are evaluated on the basis of quantity of content learned and time in which it is learned and learners ability to use or apply the content learned.

Job Behavior: This evaluation includes the manner and extent to which the trainee has applied his learning to his job.

Organization: This evaluation measures the use of training, learning and change in the job behavior of the department / organization in the form of productivity, quality, morale, sales turnover and the like.

Ultimate Value: It is the measurement of ultimate results of the contribution of the training programme to the company goals like survival, growth, profitability, etc. and individual goals like development of personality and social goals like maximizing social benefits.ABOUT DEVELOPMENT

Definition:

In the works of Michael J. Jucius, Executive development is the programme by which executive capacities to achieve the desired objectives are increased.

Mr. Jucius has written that Programme must be related to the development of various interrelated matters, factors and needs. Executive capacities involve different individual abilities of present and prospective managers at different levels of management.

In the words of Koontz and ODonnel, Developing a manager is a progressive process in the same sense that educating a person is neither development nor education should be thought of as something that can never be completed, for there are no known limits to the degree to which one may be developed or educated.

Executive development is a planned systematic and continuous process of learning and growth by which managers develop their conceptual and analytical abilities to manage.

Development is concerned with overall personality of the candidate.

Development improves performance of the mangers by giving them opportunity for growth and development.

OBJECTIVES OF DEVELOPMENT Development is continuous ongoing activity. Development aims at improving total personality of an executive. Development aims at meeting future needs. Development helps the manager to acquire knowledge, skills and abilities. Executives can show superior performance on the job. Development efforts help executives to realize their own career, goals and aspirations in a planned way.METHODS OF DEVELOPING MANAGERS

1. Decision Making Skills In basket

Business Game

Case Study

2. Interpersonal Skills Role Play

Sensitivity Training

Behavior

3. Job Knowledge On the job experience

Coaching

Understudy

4. Organizational Knowledge Job Rotation

Multiple Management

5. General Knowledge Special Courses

Special Meetings

Special Meetings

Distinctions between Training and DevelopmentLEARNING DIMENSIONTRAINING DEVELOPMENT

Meant ForOperativesExecutives

FocusCurrent JobCurrent and Future Jobs

ScopeIndividual EmployeeWork Group & Organization

GoalFix Current Skill Deficit Prepare For Future Work Demands

Initiated ByManagementThe Individual

ContentSpecific Job Related InformationGeneral Knowledge

Time FrameImmediateLong Term

Global training standard of ESCORTS All associates are certified in basic job skills prior to assuming jobs.

Performance analysis is used to determine training needs.

Organization has functioning training committee.

Each associate has an individual annual training plan.

Job experts are trained as trainees.

Training is performance based.

Organization has an overall training plan which supports the business plan.

Learning guides exist for all key jobs.

Success of transfer of training into workplace is measured through recertification / performance appraisal.

Accountability for training is a performance standard of each manager.CHAPTER-3

COMPANY PROFILE

The Escorts Group is among India's leading engineering conglomerates operating in the high growth sectors of agri-machinery, construction & material handling equipment, railway equipment and auto components.

Having pioneered farm mechanization in the country, Escorts has played a pivotal role in the agricultural growth of India for over five decades. One of the leading tractor manufacturers of the country, Escorts offers a comprehensive range of tractors, more than 45 variants starting from 25 to 80 HP. Escort, Farmtrac and Powertrac are the widely accepted and preferred brands of tractors from the house of Escorts.A leading material handling and construction equipment manufacturer, we manufacture and market a diverse range of equipment like cranes, loaders, vibratory rollers and forklifts. Escorts today are the world's largest Pick 'n' Carry Hydraulic Mobile Crane manufacturer.

Escorts have been a major player in the railway equipment business in India for nearly five decades. Our product offering includes brakes, couplers, shock absorbers, rail fastening systems, composite brake blocks and vulcanized rubber parts.

In the auto components segment, Escorts is a leading manufacturer of auto suspension products including shock absorbers and telescopic front forks. Over the years, with continuous development and improvement in manufacturing technology and design, new reliable products have been introduced.

Throughout the evolution of Escorts, technology has always been its greatest ally for growth. In the over six decades of our inception, Escorts has been much more than just being one of India's largest engineering companies. It has been a harbinger of new technology, a prime mover on the industrial front, at every stage introducing products and technologies that helped take the country forward in key growth areas. Over a milliontractors and over 16,000 construction and material handling equipmentthat have rolled out from the facilities of Escorts, complemented byahighly satisfied customer base,are testimony to the manufacturing excellence of Escorts. Following the globally accepted best manufacturing practices with relentless focus on research and development, Escorts is today in the league of premier corporate entities in India.

Technological and business collaboration with world leaders over the years, Globally competitive indigenous engineering capabilities, over 1600 sales and service outlets and footprints in over 40 countries have been instrumental in making Escorts the Indian multinational. At a time when the world is looking at India as an outsourcing destination, Escorts is rightly plEscortsd to be the dependable outsourcing partner of world's leading engineering corporations looking at outsourcing manufacture of engines, transmissions, gears, hydraulics, implements and attachments to tractors, and shock absorbers for heavy trailers and armored tanks.

In today's Global Market PlEscorts, Escorts is fast on the path of an internal transformation, which will help it to be a key driver of manufacturing excellence in the global arena. For this we are going beyond just adhering to prevailing norms, we are setting our own standards and relentlessly pursuing them to achieve our desired benchmarks of excellence.The Escorts Group is among India's leading engineering conglomerates operating in the high growth sectors of agri-machinery, construction & material handling equipment, railway equipment and auto components.

Having pioneered farm mechanization in the country, Escorts has played a pivotal role in the agricultural growth of India for over five decades. One of the leading tractor manufacturers of the country, Escorts offers a comprehensive range of tractors, more than 45 variants starting from 25 to 80 HP. Escort, Farmtrac and Powertrac are the widely accepted and preferred brands of tractors from the house of Escorts.

A leading material handling and construction equipment manufacturer, we manufacture and market a diverse range of equipment like cranes, loaders, vibratory rollers and forklifts. Escorts today are the world's largest Pick 'n' Carry Hydraulic Mobile Crane manufacturer.

Escorts have been a major player in the railway equipment business in India for nearly five decades. Our product offering includes brakes, couplers, shock absorbers, rail fastening systems, composite brake blocks and vulcanized rubber parts.

In the auto components segment, Escorts is a leading manufacturer of auto suspension products including shock absorbers and telescopic front forks. Over the years, with continuous development and improvement in manufacturing technology and design, new reliable products have been introduced.

Throughout the evolution of Escorts, technology has always been its greatest ally for growth. In the over six decades of our inception, Escorts has been much more than just being one of India's largest engineering companies. It has been a harbinger of new technology, a prime mover on the industrial front, at every stage introducing products and technologies that helped take the country forward in key growth areas. Over a milliontractors and over 16,000 construction and material handling equipmentthat have rolled out from the facilities of Escorts, complemented byahighly satisfied customer base,are testimony to the manufacturing excellence of Escorts. Following the globally accepted best manufacturing practices with relentless focus on research and development, Escorts is today in the league of premier corporate entities in India.

Technological and business collaboration with world leaders over the years, globally competitive indigenous engineering capabilities, over 1600 sales and service outlets and footprints in over 40 countries have been instrumental in making Escorts the Indian multinational. At a time when the world is looking at India as an outsourcing destination, Escorts is rightly plEscortsd to be the dependable outsourcing partner of world's leading engineering corporations looking at outsourcing manufacture of engines, transmissions, gears, hydraulics, implements and attachments to tractors, and shock absorbers for heavy trailers and armored tanks.

In today's Global Market PlEscorts, Escorts is fast on the path of an internal transformation, which will help it to be a key driver of manufacturing excellence in the global arena. For this we are going beyond just adhering to prevailing norms, we are setting our own standards and relentlessly pursuing them to achieve our desired benchmarks of excellence.

Dear Shareholder,

The Indian economy during the year has grown in all sectors and there has been a supporting growth in consumption that has given the country a GDP growth of 8% in real terms. Ironically however, the farm sector was confronted with many adversities that have reduced its growth to mere 3% and was expected to decline further.Whilst the country had a normal monsoon and harvested a good standing crop, the support price given by the Government to the farmers was unattractive in fact it was lower than the cost at which India was proposing to import wheat. This has upset the agriculture market very extensively. The lapse of this crop income limited the farmers from raising fresh loans for buying equipment and for some farmers they had to repay old loans. There has been higher NPA from farm loans and hence lower lending by banks.

The above vicious cycle is proposed to be corrected a year later in the next wheat crop to be harvested in March-April 08. The Food and Agriculture Ministry has already fixed the support price and the standing crop is assessed to be good. The farmers cash flow will thus become positive and business will begin to grow again.AGRI MACHINERY

Your company with a long term view has been consistently improving its fundamentals. Towards this end, we have expanded our product offering and technologically advanced the tractors to become more competitive for specific products like

Lighter axle rice plantation tractor for South India

Orchard & Vineyard tractors

Heavy duty large tractors in the range of 70-80 hp for four wheels drive suitable for heavy duty haulage and use in hilly terrain.

We have established our brand Farmtrac which carries a strong reputation of quality products and we will build on this brand further. Our manufacturing quality has become consistent and the manufacturing processes have been refined. All these will help us gain market share and give incremental growth beyond the countrys industry volume growth.

In the past year we lost substantially on our export volumes because of weakening of the Dollar by 12-14% which has eroded our entire working margin of sale for export destinations. As a result we had to withhold exports to the Dollar markets mostly to USA where we have our own company and organization to distribute service and sell. We have attractive margins and growing volume sales in export markets of Africa, Europe and South East Asia that will continue to bring good export volumes for the company.

We have transformed the management leadership of our farm equipment and tractor business by bringing in a new CEO who will cultivate a strong marketing culture in our company, as well as make strong focused efforts to unleash a cost sensitive management culture and monetize the enormous value creation opportunities that this business is sitting on. All of us at Escorts are very optimistic about showing significant gains and growth in our farm machinery business by growing in volumes and concurrently reducing the cost of operations and achieving significant profitability from Agribusiness.

The companys market network of dealers has intensified and we are aggressively targeting market share gains through new products for niche markets. This will strengthen our brand appeal and grow our business volumes over the next 2 years to reach 75,000 - 80,000 tractors. Tractor engines are being sold for industrial stationary use for which there is a very attractive market opportunity, the market size at present being around Rs. 2,500 3000 crore annually. In our efforts to add more revenue from the existing investments, we have geared up to gain a sizeable share of this engine market.

Your company is bringing in technology for farm implements from European companies to add more productivity to tractors and assist the farmer to improve his horticulture yields to meet the retail activity started by private sectors. Additionally, for water management we are going to be distributing and selling laser land leveling equipment.

Escorts with the knowledge of customer market and farmer opportunity is now packaging a holistic offering to the farmer specific for improving his present yields and ultimately his income from farming.

In summary as our fortunes linked with the performance of the agriculture sector rise with government interventions and policies, the excitement within this business at Escorts is in unlocking its true wealth potential.

CONSTRUCTION MACHINERY ECEL

Our subsidiary company Escorts Construction Equipment Limited is in an equally exciting mode of business opportunity and demand growth. We have experienced extraordinary growth in demand and actual execution despite having limited manufacturing infrastructure till we move to our new premises in April 08. The results are excellent as you would see from the comparative in-depth analysis of top line, bottom line and volume line that is reproduced below:

Actuals

31.3.200931.3.2010

Estimated 31.3.2011Growth over Previous Year

Equipment Sales Volume (Units)2547

3064

435042%

Gross Sales Turnover (Rs. Crs.)315.67

408.21

58543%

Net Sales Turnover (Rs. Crs.)279.27

364.56

52043%

Profit Before Tax (Rs. Crs.)26.76

26.58

4050%

ECEL has wisely well invested in a very intelligent and modern manufacturing plant capable of handling an annual volume of 14,000 machines per annum. The major products to be built at this plant would be:

Compaction Road Rollers

Pick and Carry Cranes

Forklift trucks

Loaders & Excavators

Slew Cranes

All the above machines would be in serial production at the new plant location from May-June 09.The retained earnings of this company are going to get stronger as the products which now have a growing demand are more profitable than the Pick and Carry Cranes. The road programmes of India are now becoming major activities and that generates a large demand for the products we manufacture.

ECEL has a mature well manned product designing department to design and develop improvements on our present machines so that the products offered to the markets are always comparative with the international branded products marketed. We also have exclusive Distribution Rights for India for some heavy machines that sell very well in major worksites in India such as:

Crawler Cranes up to 280 tones

Heavy duty and special purpose forklift trucks

Road paving machines

Motor graders

Tower Cranes

Equipment for Power and Telecom Utilities

For each of these products we have chosen a very competitive design from a reputed manufacturer who would give us the supply support to meet the demands of our markets. These arrangements can be converted to licensed manufacturing programmer at a later date if the demand of volumes from the market warrants local production initiatives. ECEL will always be a high performance and high growth company because Construction Industry and business in India is a high growing area.AUTO SHOCK ABSORBERS AND RAILWAY EQUIPMENT ASP & RED

Escorts also has a component business of Auto Shock Absorbers and Railway Equipment. The railways have growing opportunities with traffic loads for both freight and passengers which warrants modernisation for which we have the products and are also looking at relationships and synergies with international companies for a two way exchange of technology products so that we have a bigger canvas to grow in the context of our future. Our plant in Rudrapur has also given us good economic savings of tax and business growth.

Likewise in Auto Shock Absorbers, we are refreshing our entire manufacturing facilities to primarily export the majority of our production that progressively will be actualised in the year 2009-10.

We have acquired excellent human skills at all the key function areas of the company and their collective efforts will transform Escorts into a high performance company with strengths of marketing and financial controls. This change will be progressive and will be reported by the management on a quarterly basis with the year ending in September 08. These results will also be reflected in the price quotation in the Stock Exchange of our listing because we hope to have good growth on top line and bottom line.

The fitness of the company is better than it has ever been and we owe this all to the collective intellectual minds that now serve the organisation to which I am very grateful for their commitment to the company and to their profession. I also want to plEscorts on record the cooperation we have had from the labour union that had a very constructive and progressive approach with the management to help the company grow and with that growth help the employees grow too.

I would also like to plEscorts on record the great help and advice I have had from the Board of Directors who have been very supportive in this transition period till we actually reinvented ourselves.

Rajan NandaChairman and Managing DirectorHISTORY

The genesis of Escorts goes back to 1944 when two brothers, Mr. H. P. Nanda and Mr. Yudi Nanda, launched a small agency house, Escorts Agents Ltd. in Lahore. Over the years, Escorts has surged ahead and evolved into one of India's largest conglomerates. In this journey of six decades, Escorts has had the privilege of being associated with some of the world leaders in the engineering manufacturing spEscorts like Minneapolis Moline, Massey Ferguson, Goetze, Mahle, URSUS, CEKOP, Ford Motor Company, J C Bamford Excavators, Escort LTD, Claas, Carraro, Lucky Goldstar, First Pacific Company, Hughes Communications, Jeumont Schneider, Dynapac .These valued relationships be it technological or marketing, are our highly cherished experiences treasures, which have helped us inculcate best in class manufacturing practices and to emerge as a technologically independent world class engineering organization.

1944- Launch of Escorts (Agents) Ltd.

1948- Pioneered farm mechanization in the country by launching Escorts Agricultural Machines Limited, with a franchise from the U.S. based Minneapolis Moline, for marketing tractors, implements, engines & other farm equipment. Launch of Escorts (Agriculture and Machines) Ltd.1949- Franchise of Massey Ferguson tractors for northern India

1951- Escorts established Indias first private Institute of Farm Mechanisation at Delhi.

1953-Escorts (Agents) Ltd. and Escorts (Agriculture and Machines) Ltd. merged to form Escorts Agents Pvt. Ltd.

1954- 1st industrial venture of Escorts to manufacture piston rings in collaboration with Goetze of Germany, in an era when joint ventures of Indian firms with foreign companies were virtually unheard of.

1958- Started importing Massey Ferguson tractors from Yugoslavia for marketing the same in India.1959- Collaboration with Mahle of Germany to manufacture pistons. Soon, Escorts became the largest producer of piston assemblies in India.

1960- Set up of Escorts Limited

1961- Setting up of manufacturing base at Faridabad for manufacture of tractors in collaboration with URSUS of Poland and 50% indigenous components. Launch of Escort brand of tractors. Collaboration with CEKOP of Poland for manufacture of motorcycles and scooters. Escorts moves into high gear by nurturing the two wheeler culture. The first Rajdoot motorcycle rolls off the assembly line.

1969- Escorts Tractors Limited was born. A technical and financial joint venture with the global giant Ford Motor Company, USA, to manufacture Ford tractors in India. The years ahead saw Escorts grow as the largest tractor manufacturer in India.

Escorts Institute of Farm Mechanisation (EIFM) established at Bangalore.

Escorts Employees Ancillaries Ltd. (EEAL), a unique venture in industrial democracy comes into being.

1971- 1st February, the first tractor FORD 3000 rolled out of the factory.Escorts diversifies and starts manufacturing construction equipment.

1974- Crossing national boundaries, Escorts exports for the first time. After winning a global tender, 400 tractors were exported to Afghanistan, which was perhaps the world's largest ever airlift of tractors.

1976- FORD 3600, an advancement in Farm Mechanisation launched. Trial production of in-plant manufacturing of engine parts (Block & Head).

1977- Escorts enters the world of self-developed technology by setting up its first independent R&D Center. Escorts Scientific Research Centre marked its beginning at Faridabad by developing its own Engines for E-27 and E-37. Due to constant technology absorption, indigenisation level touched 72% for FORD tractors. 2nd plant at Bangalore for manufacturing piston assemblies was set up.

1979- Collaboration with JCB Excavators Ltd., UK for manufacture of excavators.

1980- Foray into healthcare, Escorts Hospital and Research Center set up in Faridabad.

1983- Escorts Tractors Limited (ETL) established a state-of-the-art research and development centre to spearhead newer breakthroughs in Farm Mechanisation and to maintain industry leadership. Line concept introduced for engine block machining. 11,000 ton floating dry-dock Escorts I launched.

1984- JV Escorts - Escort LTD to manufacture motorcycles

1984- Signing of agreement with the Japanese bike giant Escort LTD to manufacture motorcycles with Escort LTD technology. Collaboration with Jeumont Schneider of France to manufacture EPABX systems Collaboration with Dynapac of Sweden to manufacture vibratory road compactors

1985- Escorts Tractors Limited (ETL) offered its first Bonus Issue (1:1).

1988- Escorts Heart Institute and Research Centre (EHIRC), a world class cardiac care facility launched in New Delhi.

1989- Joint Venture with Claas of Germany to manufacture harvester combines.

1990-91- First Public Issue in February 1991, over-subscribed four times. Shares listed on Delhi and Bombay Stock Exchanges.

1993- FORD 3620 tractor launched.

1996- Disengagement of joint venture collaboration with New Holland and launch of FARMTRAC Tractor.

1997- Joint Venture with Carraro of Italy for manufacturing and marketing of transmission and axles.

Joint Venture with First Pacific Company of Hong Kong - Escotel Mobile Communications.

1998- POWERTRAC series of tractors launched.

MoU was signed with Long Manufacturing Company, USA for setting up a Joint Venture in USA.

1999- MoU for Joint Venture with a Polish Company POL-MOT was signed for assembly, manufacturing and marketing of Farm Machinery.

2004- Divested Escotel Mobile Telecommunications to Idea Cellular

TS16949 certification for Agri Machinery Group.

2005 Divested Escorts Heart Institute and Research Centre (EHIRC) to Fortis Healthcare.2006- Divested in Carraro India Ltd.

Set up new manufacturing facility in Rudrapur for manufacture of new range of railway equipment.

MISSION STATEMENT

To grow our company by providing innovative, strong and high performance products and solutions to meet our global customers' needs. We will support our world class products by providing superior customer care. Our care extends to the environment and the community.

We want to help build a better future for our children, where hard work and dedication are given its just reward. CHAPTER-4DATA ANALYSIS AND INTERPRETATIONSQ.1 What kind of training is given in your company?OptionsPercentage of respondents

Technical20

Behavioral20

Both60

Table 4.1: Kinds of training

Figure 4.1: Kinds of training

INTERPRETATION:The above table shows that, 60% of the employees say that they are gets both technical and training, while 20% of the employees say that they are get behavioral training and rest 20% of the employees say that they are get technical training.Q.2 Are trainees sharing their experience with the subordinate, colleagues and senior members? OptionsPercentage of respondents

Frequently5

Occasionally60

Rarely20

Never15

Table 4.2: Levels of sharing the training experience Figure 4.2 Levels of sharing the training experience

INTERPRETATION:The above table shows that, 60% trainees share their training experience occasionally. 20% trainees share their training experience rarely, 15% trainees share their training experience never and 5% trainees share their training experience frequently.Q.3 Should the training need change with the change in your organization?

OptionsPercentage of respondents

Always20

Sometimes70

Never10

Table 4.3: The training needs change Figure 4.3: The training needs change

INTERPRETATION:The above table shows that, 70% trainees say that there is a need for change sometime in training programmes while 20% trainees say that there is a need for change always in training programmes and 10% trainees say that there is a need for change never in training programmes.Q.4 Should the training method be change with the change in organization policy?OptionsPercentage of respondents

Frequently15

Occasionally70

Rarely10

Never5

Table 4.4: Training method be change with change in organization Figure 4.4: Training method be change with change in organizationINTERPRETATION:The above table shows that, 70% occasional change in the method of training, 15% say that frequently change in the method of training while 10% rarely change in the method of training and rest 5% say never.Q.5 To what extent the construction faced by the trainees?OptionsPercentage of respondents

Yes5

Sometimes15

No80

Table 4.5: Construction faced be the trainees during training Figure 4.5: Construction faced be the trainees during training

INTERPRETATION:The above table shows that, 80% not very few trainees face constraints during training programmes while 15% sometime very few trainees face constraints during training programmes and rest 5% very few trainees face constraints during training programmes.

Q.6 Do you think that the training needs identification process adopted by ESCORTS Ltd. Is in the right way of identification of training need?OptionsPercentage of respondents

Yes50

No10

Dont know40

Table 4.6: Effectiveness of training need identification process Figure 4.6: Effectiveness of training need identification processINTERPERTATION:The above table shows that, 40% of the employees are doing know aware about the training need identification process while 50% of the employees are aware about the training need identification process and rests 10% of the employees are not aware about the training need identification process.Q.7 Generally what type of training does ESCORTS provide?OptionsPercentage of respondents

Soft skills training.20

Job related training.30

Management development programme.50

Table 4.7: Types of training provided by company Figure 4.7: Types of training provided by companyINTERPERTATION:

The above table shows that, 20% employees says that soft skill training are provide by the company and 30% agreed with job related training while 50% agreed with management development programme. Q.8 Do you think training programs given by the company provides satisfaction?

OptionsPercentage of respondents

Always5

Mostly75

Sometime15

Never5

Table 4.8: Satisfaction from the method of training Figure 4.8: Satisfaction from the method of trainingINTERPRETATION:The above table shows that, 75% mostly of the trainees are satisfied with the methods of training while 15% sometimes, 5% never and rest 5% always of the trainees are satisfied with the method of training.Q. 9 Does training motivate you to accomplish your job in desired manner?OptionsPercentage of respondents

Yes70

No30

Table 4.9: Training motivates you to accomplish your job Figure 4.9: Training motivates you to accomplish your job

INTERPRETATION:

The above table shows that, 70% people say yes and 30% say no. So, maximum persons agree that training motivates for accomplishing the job in desired manner.Q.10 Do you think that training offered minimize accidents and damage to the equipments of the organization?

OptionsPercentage of respondents

Yes60

No40

Table 4.10: Training offered minimize accidents and damage Figure 4.10: Training offered minimize accidents and damage

INTERPRETATION:

The above table shows that, 60% persons agreed with the view that training minimizes accidents and damage to the equipments and rest 40% are not agreed.CHAPTER-5

RECOMMENDATIONS AND CONCLUSIONSrecommendations

The measurement of ultimate results of the contribution of training programme to the company goals like survival, growth, profitability should be done.

Training need analysis system of the organization should satisfy the staff members, employees, workers.

More practical sessions should be involved to make training session more interactive and lively. Training is properly the responsibility of any one in the management who wants to attain a particular objective.

To be effective, training must use tested principles of learning. Training should be entertaining by sharing more videos and audios. Trainee reaction to overall usefulness of training including the coverage of the topics, methods, of presentation and techniques to clarify through effectiveness of programme.CONCLUSIONS The purpose of training is to help meet company objectives by providing opportunities for employees at all organizational levels to acquire the requisite knowledge skills, and attitude.

The objectives and scope of a training plan should be defined before.

Its development begun in order to provide a basis for common agreement and cooperative action.

The techniques and process of a training program should be related directly to the needs and objective action.

The purpose behind the training of personnel is to assist line management in the determination of training needs and in the development, administration, conduct and follow up training plan.BIBLIOGRAPHY

BOOKS

Chabbra T.N., Human Resources Management, Dhanpat Rai & co. (p) Ltd. India, Ninth Edition.

Kothari C.R., Research Methodology, New Delhi, New Age International Publisher, Second Edition.

Gupta C.B.,Human Resource Management, Sultan Chand &Sons, Sixth Edition.

Ashwathapa K.,Human Resource Management,Mcgiaw Hill, Fourth Edition.

Prasad L.M., Organizational behavior, Sultan Chand & Sons, Fifth Edition.

Sites referred www.escorts-group.com www.tradeindia.com www.ecel.com

www.passionhr.com

www.citehr.com

ANNEXUREQUESTIONNAIREQ.1 What kind of training is given in your company?a) Technical

b) Behavioral

c) Both

Q.2 Are trainees sharing their experience with the subordinate, colleagues and senior members?

a) Frequently

b) Occasionally

c) Rarely

d) NeverQ.3 Should the training needs change with the change in organization policies?a) Frequently

b) Occasionally

c) Rarely

d) NeverQ.4 Should the training method be change with the change in organization policy?

a) Frequently

b) Occasionally

c) Rarely

d) NeverQ.5 To what extent the construction faced by the trainees? a) Yes b) Sometime

c) NoQ6. Do you think that the training needs identification process adopted byESCORTS Ltd. In the right way of identification of training need? a) Yes

b) No c) Dont knowQ.7 Generally what type of training does ESCORTS provide? a) Soft skills training. b) Job related training. c) Management development programme.Q.8 Do you think training programs given by the company provides satisfaction?

a) Alwaysb) Mostlyc) Sometimed) NeverQ. 9 Does training motivate you to accomplish your job in desired manner?

a) Yes

b) NoQ.10 Do you think that training offered minimize accidents and damage to the equipments of the organization?

a) Yes

b) No