CHAPTER 1 .

INTRODUCTION

Training is a short term process utilising a systematic and organised procedure by which nonmanagerial personnel to learn technical knowledge and skillsStaimez Training and development are closely interrelated terms that aim to help in achieving the objectives of the company while at the same time increasing the efficiency and productivity of the employees. Though similar in a broader sense, there are many differences between training and development that will be highlighted in this article. 1.1 Training: Training is concerned with imparting developing specific skills for a particular purpose. Training is the act of increasing the skills of employees for doing a particular job. Training is the process of learning a sequence of programmed behaviour. Training of a new employee is an integral part of his induction and orientation. Training is imparted so that he understands his roles and responsibilities and learns to perform the tasks entrusted to him with ease and with efficiency. It is only after a brief training period that a new employee is able to perform his job at a satisfactory level. Training makes an employee more productive for the organization and is thus concerned with his immediate improvement 1.2 Development: Development is all those activities and programme when recognized and controlled have substantial influence in changing the capacity of the individual to perform his assignment better and in going so all likely to increase his potential for future assignments. Thus, development is a combination of various training programme, though some kind of training is necessary, it is the overall development of the competency of individual in the light of the present requirement as well as the future requirement. Development is an activity designed to improve the performance of existing employees and to provide for a planned growth of employee to meet future organizational requirements. Development of an employee is an ongoing process which continues well beyond training. The focus of development process is the person himself. Development concerns with making the employee efficient enough to handle critical situations in future. So while training concentrates on short term needs of the organization, development looks after long term goals of the organization. 1.3 Importance of training If organizations are to survive and prosper in the modern world of rapid change, they need to be more flexible, faster-moving and faster-learning than before. Their ability to do this rests upon the abilities of their workforce to have these characteristics hence the value of

training. If individuals are able to learn, develop and change, then so can the organizations. Providing training for employees not only helps them develop their skills and knowledge, but it is also motivational and a building block to organizational success. It is important for any organization, large or small, to plan the training that its people may need. While there can be enormous benefits in developing the capabilities of the workforce, training dont come cheaply. Training needs to be for the right people, it needs to be the right type of training and it needs to be at the right time. It improves the overall image of the organization and invests it with a degree of professionalism, which can lead to increased professionalism, productivity, and profitability. 1.4 Need for training: The need for training arises due to the following reasons: 1. To match the employee specifications with the job requirements and organizational needs. 2. Maintaining the Organizational Viability and the Transformation Process. 3. To adopt the latest technology i.e. mechanization, computerization and automation for survival of the organization, they should train the employees to enrich them in the areas of changing technical skills and knowledge from time to time. 4. For working on the skills of co-ordination, integration and adaptability to the requirements of growth, diversification and expansion. 5. When an existing employee is promoted to the higher level in the organization and when there is some new job or occupation due to transfer.

Fig 1:Need for training

The need for training also arises to increase productivity, improve the quality of the products or services, help the company in fulfilling its vision and future targets, improve organizational climate and culture, improved health and safety, prevent obsolescence, effect personal growth and minimize the resistance to change.

1.5 Types of training methods: There are a number of training methods available. Use of a particular method will depend on the trainees viz., worker, supervisor, and manager. Basically these methods can be classified into the following two broad categories: On-the-job training Off-the-job training On-the-job training: Apprenticeship Training. Job Instruction Training (JIT).

Off-the-job training: Class room lectures. Conferences or seminars. Group discussions or case study analysis. Audio visual or film shows. Simulation or Computer modelling. Vestibule training. Programmed instructions (PI). Games and Role-playing.

1.6 Benefits of training: Training benefits the Organization in the following ways: Leads to an improved profitability and/or more positive attitude towards profit orientation Improves the job knowledge and skills at all levels of theorganization Improves the morale of the workforce Helps people identify with organizational goals Helps create a better corporate image Fosters authenticity, openness and trust

Improves the relationship between boss and subordinate Aids in organizational development Learns from the trainee Aids in understanding and carrying out organizational policies Provides information for the future needs as well as all areas of the organization Improves labour management relations Helps prepare guidelines for work Organization gets more effective decision making and problem solving skills Aids in developing leadership skills, motivation, loyalty, better attitude and others aspects that successful workers and managers usually display Develops a sense of responsibility in the organization for being competent and knowledgeable.

1.7 Role of Human Resources in training and development:

Fig 2 :Role of Human Resources in training and development: HRM plays a very important role in training and development. It first identifies the need of the organisation and designs the training program. At once when the design is made the HRM department develops the training program and delivers it to the organisation employees. But the cycle does end here the HRM evaluates the training program through various research techniques and analyse from the research the issues that need to be handled while designing the next training program.

One the one hand, training can be costly when goals or expectations are not met. On the other hand, when these are met or even exceeded, the organization reaps its long term benefits. Because when employees competencies improve, the organization gains an increase in corporate competitiveness and in return an increase in profitability. Training programs must be initiated by the HRM department. These must be carefully planned, executed utilizing the best possible resources, i.e., instructors or training facilitators , venues, etc. The focus must not only be based on competencies but on values and attitudes as well. In the end, training is actually a change management initiative whose aims are to develop employees potentials, holistically, so that they add more vales to the organization and the community where they belong. This sensitive role for the HRM professional, and is a tough one. After all, HRM is still about not only managing, but developing human resource. HRM's role in organization is to develop the organization to meet the future needs, face the competition, and maintain/improve the standing in the industry level. Organization Development (OD) is the process of improving organizations. The process is carefully planned and implemented to benefit the organization, its employees and its stakeholders. The change process supports improvement of the organization or group as a whole. The HRM and consultant work together to gather data, define issues and determine a suitable course of action. The organization is assessed to create an understanding of the current situation and to identify opportunities for change that will meet company objectives.

CHAPTER 2 . COMPANY PROFILE

Kirloskar Oil Engines Ltd.

2.1 About The Company

The Company was incorporated as public limited company on 12 January 2009, under Companies Act, 1956 having its registered office at Laxmanrao Kirloskar Road, Khadki, Pune 411 003. The Engines and Auto Components business of Kirloskar Oil Engines Limited (now known as Kirloskar Industries Limited) was transferred and vested with the Company on becoming effective of the Scheme of Arrangement between Kirloskar Oil Engines Limited (now known as Kirloskar Industries Limited) and the Company and their respective shareholders and creditors, as approved by the Honble High Court of Judicature at Bombay vide its order dated 31 July 2009

read with its order dated 19 March 2010. With effect from the effective date, 31 March 2010, the Company has commenced the Engines and Auto Components Business. The Company was incorporated with the primary objective of taking over of Engine and Auto Component business of Kirloskar Oil Engines Limited now known as Kirloskar Industries Limited) under the said Scheme on going concern basis. Company Identification Number (CIN) of the Company is U29120PN2009PLC133351.The name of the Company has been changed to Kirloskar Oil Engines Limited with effect from 2 June 2010 pursuant to the said Scheme. 2.2 Directors Mr. Atul C. Kirloskar, Mr. Gautam A. Kulkarni and R.R. Deshpande were the first directors of the Company. They will be appointed as directors of the Company at the ensuing Annual General Meeting. Pursuant to Section 260 of the Companies Act, 1956, read with Article 160 of the Articles of Association of the Company, the Board of Directors, in its meeting held on 30 March 2010, coopted Mr.R.Srininvasan, Mr. U.V Rao, Mr. H M Kothari, Mr. Nihal Kulkarni, Mr.Rahul C. Kirloskar, Mr. M Lakshminarayan, Mr. PG. Pawar, Dr. Naushad Forbes and Mr. A.N. Alawani as Additional Directors on the Board of the Company. They hold office of Director up to date of the ensuing Annual General Meeting of the Company and being eligible, offer themselves for appointment. Mr. Atul C. Kirloskar was appointed as Managing Director of the Company by the Board in its meeting held on 30 March 2010, with effect from 31March 2010 for a period of 5 years. Pursuant to the Scheme of Arrangement between Kirloskar Oil Engines Limited (Demerged Company - now known as Kriloskar Industries Limited) and Kirloskar Engines India Limited (Resulting Company) the services of Mr. Gautam A. Kulkarni as Joint Managing Director, Mr. Rahul Kirloskar as Whole Time Director and Mr. R.R. Deshpande as Executive Director of the Company, for a period upto 19 August 2013,4 June 2011 and 28 April 2010, respectively, with effect from 31 March 2010 have been transferred from Demerged Company to Resulting Company. The services of Mr. R.R. Deshpande have been transferred on a continuous basis from the Demerged Company to the Company, with effect from 31 March 2010 for the balance period of his term, i.e. up to 28April 2010, pursuant to the Scheme of Arrangement. Mr. R.R. Deshpande was re-appointed as the Executive Director for a further period of five years with effect from 29 April 2010. 2.3 Vision: To be amongst the top ten Global Players in off-high way engine business. 2.4 Guiding principle & values of KOEL

Fig 3 : Guiding principle & values of KOEL

Integrity: Is the value which underlines all the other KOEL core values. Quality First: Living Quality First is about letting quality considerations to influence decisions significantly even under acute pressures of quantity. Customer Focus: Customer focus support efficiency smartness effectiveness purpose and more and bring joy and satisfaction and meanings to ones life. Respect For People: They believe that people have come together by choice. they acknowledge that all the human beings are in endless journey to fulfil their potential and deserve emotional support, acceptance and respect for other for their well being.

2.5 HR Mission: To build and sustain an organisation that attract retains and brings out the best in people.

2.6 Products: Diesel engines ranging from 3 hp to 11000 hp

Smallest 3hp

Biggest 11000 hp

Bearings Fig 4: Products of KOEL

Gensets

2.7 Competitors: Cummins India Ltd. Greaves Cotton Ltd. Kirloskar Industries Ltd. Swaraj Engines Ltd. Wartsila India Ltd.

2.8 Financial status: Total Income - Rs. 688.865 Million ( year ending Mar 2011) Kirloskar Oil Engines net profit declines 20.06% in the March 2011 quarter May 13, 2011 15:08

Kirloskar Oil Engines net profit declined 20.06% to Rs 47.61 crore in the quarter ended March 2011 as against Rs 59.56 crore during the previous quarter ended March 2010. Sales declined 1.11% to Rs 596.57 crore in the quarter ended March 2011 as against Rs 603.25 crore during the previous quarter ended March 2010. For the Audited full year,net profit rose 5.92% to Rs 173.73 crore in the year ended March 2011 as against Rs 164.02 crore during the previous year ended March 2010. Sales rose 6.51% to Rs 2362.98 crore in the year ended March 2011 as against Rs 2218.50 crore during the previous year ended March 2010.

2.9 Organisation Structure: KOEL

Strategic Business Units

Corporate Services

Power Generation

Finance & Legal

AOBG

Human Resources, Personnel & industrial

Manufacturing (Khadki ,Rajkot) Manufacturing (Kagal) LEBG Strategic Sourcing Corporate research and engineering

Fig 5: Organisation chart of KOEL

2.10 HR Hierarchy

Assistant Vice President Siddharth Archary

General Manager Siddharth Mohanty Senior Manager Mr. Tejinder Pal Singh Bharma

Manager Sushmita Mishra

Deputy Manager Disha Sharma

Deputy Manager Govind V.

Deputy Manager Archana S.

Deputy Manager Priyanka Vanjari

Deputy Manager Rahul Jagtap

Senior Officer Simran Kaur Officer Sejal Gupta

Manager trainee Aarthi Kadam

Fig 6: HR hierarchy of KOEL

2.11 Business Location and Services KOEL Pune, Ahmednagar, Nashik & Phursungi

Business

Services

Auto Components Pune, Ahmednagar, Nasik

Secretarial &Legal Pune

Large Engines &Spares Nashik

Management Studies Pune (HR, Personnel, IT Corporate)

Small Engines & Spares Pune & Phursungi

Corporate Finance Pune

Medium Engines & Spares Pune & Phursungi

Other Operations Pune

Fig 7: Business Location and Services

CHAPTER 3 . INDUSTRY PROFILE

3.1 The founder and the first factory village The Kirloskar story starts with Laxmanrao Kirloskar, the founder. A man who believed that an understanding of one's environment and reality was essential to the manufacture of path-breaking industrial implements. From this steadfast belief was born the iron plough, the first Kirloskar product. Originally intended as an essential aid to agriculture, the plough soon became an icon of reform and revolution. A highlight of the early history of the group is Kirloskarvadi, India's first industrial township. A model factory-village created by Laxmanrao and his band of dedicated workers. In January 1910, when the Kirloskar were being ousted from Belgaum to make room for a new suburb, they found themselves in dire need of a place to live and work. Sensing this need, the Raja of the princely state of Aundh, who admired and respected Laxmanrao Kirloskar, offered the latter all the land he needed in Aundh state. Two months later, Laxmanrao Kirloskar set foot on 32 acres of barren land strewn with cacti and infested with cobras. Driven by his faith in human ability, Laxmanrao banded together 25 workers and their families and succeeded in transforming the barren expanse into his dream village. Ramuanna, Laxmanrao's brother, planned and administered the township, Shamburao Jambhekar doubled as engineer and all-round healing man, K.K.Kulkarni, an unsuccessful student, became a manager, treasurer and odd jobs man, Mangeshrao Rege was the clerk and chief accountant, Anantrao Phalnikar, a school drop-out flowered into an imaginative engineer. Such was our founder's faith in the human being that, Tukaram Ramoshi and Pirya Mang, both convicted dacoits, became the trusted guards of Kirloskarvadi!

3.2 The Kirloskar Group Of Companies Kirloskar Brothers Limited. (KBL) Kirloskar Ferrous Industries Limited. (KFIL) Kirloskar Middle East FZE. (KMEF) Kirloskar Oil Engines Limited. (KOEL) Kirloskar Industries Limited. (KIL) Kirloskar Pneumatic Company Limited. (KPCL) Kirloskar Proprietary Limited. (KPL)

3.3 Joint ventures and subsidiaries Kirloskar Ebara pumps ltd(KEPL) Kirloskar corrocoat pvt ltd Kirloskar construction & engineers ltd Kolhapur steel ltd ssp pump ltd Gondwana eng pvt.ltd Toyota kirloskar

3.4 Education sector Kirloskar institute of advanced management studies (KIAMS) KIAMS-HARIHAR KIAMS-PUNE