SUMMER TRAINING PROJECT REPORT

ON
A STUDY ON TRAINING AND DEVELOPMENT
IN MAHINDRA AND MAHINDRA

SUBMITTED TO
KANPUR INSTITUTE OF MANAGEMENT STUDIES
(AFFILIATED TO UTTAR PRADESH TECHNICAL UNIVERSITY,
LUCKNOW)

IN PARTIAL
REQUIREMENTS FOR

FULLFILMENT OF THE
THE

AWARD OF THE DEGREE

MASTER OF BUSINESS ADMINISTRATION
UNDER THE GUIDANCE OF
(Mr. Sujeet Gupta)
SUBMITTED
BY:
(PRIYANKA GAUTAM)
ROLL NO: 1571470072
MBA (2015-17)

CERTIFICATE
1

This is to certify that PRIYANKA GAUTAM ROLL 1471470072 a student of MBA in

Kanpur Institute of Management Studies, has carried out the Summer Training Project work
presented in this report titled Training and Development in Mahindra & Mahindra . for
the award of Master of Business Administration from utter Pradesh Technical University for
the academic batch 2014-2016, under my guidance.
Name of the Project Guide
MR.SUJEET GUPTA
(ASSISTANT PROFESSOR)

Kanpur Institute of Management Studies,

Unnao
Mr,Altaf Qaiyum
Dean (Academic)
Kanpur Institute of Management Studies,
Unnao
Date

DECLARATION
I, PRIYANKA GAUTAM, hereby declare that the project work entitled A STUDY ON
TRAINING AND DEVELOPMENT IN MAHINDRA & MAHINDRA submitted towards
MBA Certificate is my original work and the dissertation has not formed the basis for award
of any degree, associate ship, fellowship or any similar title to the best of my knowledge.

PRIYANKA GAUTAM
MBA 2nd Year (K-IMS)
2

Roll No.-147147072

ACKNOWLEDGEMENT
We would like to express our sincere gratitude and thanks to MR. MUKESH SHARMA,
manager of TIRUPATI MAHINDRA UNNAO giving us the guidance. We know everything
we have gained from the project in terms of knowledge and experience to them, as without
their timely support and encouragement the project would not have been as fruitful as it has
been.
We also thank Mr. SUJEET GUPTA (Assistant Prof.) for his constant encouragement and
guidance at every stage of this project, acting as my faculty guide. He has been kind enough to
spare his valuable time and share his corporate experiences, which helped me to approach the
project in the right way.
We are grateful also to the entire staff of Mahindra that helped us to collect the relevant data
and get the real list of current scenario.
We would also like to extend sincere thanks to few people who were not part of our project but
without their help things would not have been as easy as they were.
3

THANK YOU ALL

PRIYANKA GAUTAM
(MBA-II year)

PREFACE

Learning categorizes you practicing on that learning specializes you. Theoretical concepts
taught and discussed in the classroom prove useful if they have to relevant. Practice
orientation of management student is must generating competence to deal with
issues at grass root level it is for this reason that one month training project study is
prescribed as a part of syllabus for MBA Degree from Kanpur Institute of Management
Studies, Unnao.
This training is the mode of imparting practical training to the student. The objective
is to provide a deep insight into practical aspects of the functioning of the
organization. The train apprises the student to the actual function, responsibility and
4

problem faced by an organization. It provides him with the knowledge of the various
kind of problem that crop up in the day to day functioning of the organization. The
way they are solved by the departments and appraisal of the crucial decision taken
by the Manager at the crucial time.
I was fortunate enough to complete my marketing

training at MR.MUKESH

SHARMA, manager of TIRUPATI MAHINDRA UNNAO. This has given me

an

altogether new experience, which would be immense help to me in my days to come.

Table Of Contents

Chapter No

Title

Page No

Title page

Certificate of the organization

Certificate of the collage

Declaration

Acknowledgement

Preface

Industry profile

Company profile

19

Research methodology

79

10

Data Analysis &Interpretation

81

11

Summary of findings

92

12

Suggestions and recommendation

93

13

Conclusion

94

14

Bibliography

95

15

Annexure

98

INTRODUCTION OF THE INDUSTRY

The Automotive Industry designs, develops, manufactures, markets, and sells motor
vehicles, and is one of the world's most important economic sectors by revenue.
The term automotive industry usually does not include industries dedicated to automobiles
after delivery to the customer, such as repair shops and motor fuel filling stations.

History
The first practical automobile with a petrol engine was built by Karl Benz in 1885
in Mannheim, Germany. Benz was granted a patent for his automobile on 29 January 1886,
and began the first production of automobiles in 1888, after Bertha Benz, his wife, had
proved with the first long-distance trip in August 1888 (from Mannheim to Pforzheim and
back) that the horseless coach was absolutely suitable for daily use. Since 2008 a Bertha Benz
Memorial Route commemorates this event.
Soon after, Gottlieb Daimler and Wilhelm Maybach in Stuttgart in 1889 designed a
vehicle from scratch to be an automobile, rather than ahorse-drawn carriage fitted with an
engine.

They

also

are

usually

credited

as

inventors

of

the

first motorcycle,

the Daimler Reitwagen, in 1885, but Italy's Enrico Bernardi, of the University of Padua, in
1882, patented a 0.024 horsepower (17.9 W) 122 cc (7.4 cu in) one-cylinder petrol motor,
fitting it into his son's tricycle, making it at least a candidate for the first automobile, and first
motorcycle;. Bernardi enlarged the tricycle in 1892 to carry two adults.
Until 2005, the U.S.A. was leading the world in total automobile production. In 2006,
Japan narrowly passed the U.S. in production and held this rank until 2008. In 2009, China
took the top spot with 13.78 million units produced. With 18.3 million units produced 2010,
China produced nearly twice the amount of second place Japan (9.6 million units), the U.S.
trailed in place 3 with 7.8 million units.

Economy
About 250 million vehicles are in use in the United States. Around the world, there
were about 806 million cars and light trucks on the road in 2007, consuming over 260 billion
US gallons (980,000,000 m3) of gasoline and diesel fuel yearly. The automobile is a primary
mode of transportation for many developed economies. The Detroit branch of Boston
Consulting Group predicts that, by 2014, one-third of world demand will be in the
four BRIC markets (Brazil, Russia, India and China). Other potentially powerful automotive
markets are Iran and Indonesia. Emerging auto markets already buy more cars than
established markets. According to a J.D. Power study, emerging markets accounted for 51
percent of the global light-vehicle sales in 2010. The study expects this trend to accelerate.

World Motor Vehicle Production

List of countries by motor vehicle production
This is a list of countries by motor vehicle production based on OICAaccessed in
April

2011.

Figures

include passenger

cars, light

commercial

2010

2005

2000

77,609,901

66,482,439

58,374,162

vehicles, minibuses, trucks, buses and coaches.

Rank

Country/Region
World

01

China

18,264,667

5,708,421

2,069,069

European Union

16,904,436

18,176,860

17,142,142

02

Japan

9,625,940

10,799,659

10,140,796

03

United States

7,761,443

11,946,653

12,799,857

04

Germany

5,905,985

5,757,710

5,526,615

05

South Korea

4,271,941

3,699,350

3,114,998

06

Brazil

3,648,358

2,530,840

1,681,517

07

India

3,536,783

1,638,674

801,360

08

Spain

2,387,900

2,752,500

3,032,874

09

Mexico

2,345,124

1,624,238

1,935,527

10

France

2,227,742

3,549,008

3,348,361

11

Canada

2,071,026

2,688,363

2,961,636

12

Thailand

1,644,513

1,122,712

411,721

13

Iran

1,599,454

817,200

277,985

14

Russia

1,403,244

1,351,199

1,205,581

15

United Kingdom

1,393,463

1,803,109

1,813,894

16

Turkey

1,094,557

879,452

430,947

17

Czech Republic

1,076,385

602,237

455,492

18

Poland

869,376

613,200

504,972

19

Italy

857,359

1,038,352

1,738,315

20

Argentina

716,540

319,755

339,632

21

Indonesia

704,715

500,710

292,710

22

Malaysia

567,715

563,408

282,830

23

Slovakia

556,941

218,349

181,783

24

South Africa

472,049

525,227

357,364

25

Romania

350,912

194,802

78,165

26

Belgium

338,290

928,965

1,033,294

27

Taiwan

303,456

446,345

372,613

28

Australia

243,495

394,713

347,122

29

Sweden

217,084

339,229

301,343

30

Slovenia

205,711

187,247

98,953

31

Hungary

167,890

152,015

137,398

32

Portugal

158,723

226,834

245,784

33

Uzbekistan

156,880

94,437

52,264

34

Pakistan

109,433

153,393

102,578

35

Austria

104,814

253,279

141,026

36

Venezuela

104,357

135,425

123,324

37

Netherlands

94,106

102,204

98,823

38

Ukraine

83,133

215,759

31,255

39

Egypt

69,060

123,425

78,852

40

Philippines

63,530

64,492

38,877

41

Morocco

50,000

33,992

31,314

42

Vietnam

32,920

31,600

6,862

43

Colombia

28,350

109,333

44

Belarus

16,650

26,995

19,324

45

Finland

6,500

21,644

38,926

46

Serbia

6,470

14,179

12,740

47

Ecuador

5,950

32,254

41,047

48

Chile

4,700

6,660

5,245

By year 2010
Global production of motor vehicles
(cars and commercial vehicles)

Year

Production

1997

52,987,000
10

Change

79,921
(in 2002)

1998

57,987,000

-2.70%

1999

56,258,892

2.98%

2000

58,374,162

3.80%

2001

56,304,925

-3.50%

2002

58,994,318

4.80%

2003

60,663,225

2.80%

2004

64,496,220

6.30%

2005

66,482,439

3.10%

2006

69,222,975

4.10%

2007

73,266,061

5.80%

2008

70,520,493

-3.70%

2009

60,986,985

-13.50%

2010

77,857,705

26.00%

By country

Top 20 motor vehicle producing countries 2010

Motor vehicle production (units)
1,00
5,00 6,00 7,00 8,00 9,00
2,000 3,000 4,000
10,00 11,00 12,00 13,00
Country 0,00
0,00 0,00 0,00 0,00 0,00
,000 ,000 ,000
0,000 0,000 0,000 0,000
0
0
0
0
0
0
China
15,761,443
Unite
10,761,443
d States
Japan
9,605,985
Germa
5,905,985
ny
South
4,271,941
Korea
Brazil
3,648,358
India
3,536,783
Spain
2,387,900
11

Mexic
o
France
Canad
a

2,345,124
2,227,742
2,071,026

Thaila 1,644,51
nd
Iran
Russia
UK

3
1,599,45
4
1,403,
244
1,393,

463
Turke 1,097
y
Czech
Rep.
Polan
d

,554
1,0
76,
385
86
9,7
36
85

Italy

7,3

59
Reference: "Production Statistics". OICA. Retrieved 2011-04-07.

By manufacturer
Company Relationships
Notable current relationships include:

Daimler AG holds a 20% stake in Eicher Motors, a 10.0% stake in KAMAZ, a

10% take in Tesla Motors, a 6.75% stake in Tata Motorsand a 3.1% in
the Renault-Nissan Motors alliance. They are in the process of selling back their

12

40% stake (11% remaining) in McLaren Group. This process will be finalized in

2011.
Dongfeng Motor Corporation is involved in joint ventures with several companies
around

the

world,

Korea), Nissan (Japan), Nissan

including: Honda (Japan), Hyundai(South

Diesel (Sweden),

and PSA

Peugeot

Citroen (France).
Fiat holds a 90% stake in Ferrari and a 53.5% stake in Chrysler.

Porsche Automobile Holding SE has a 50.74% stake in Volkswagen Group. Due

to liquidity problems, Volkswagen Group is now in the process of acquiring
Porsche.

Renault and Nissan Motors have an alliance involving two global companies
linked by cross-shareholding, with Renault holding 44.3% of Nissan shares, and
Nissan holding 15% of (non-voting) Renault shares. The alliance holds a 3.1%

share in Daimler AG.

Renault holds a 25% stake in Av to VAZ and 20.5% of the voting stakes in Volvo

Group.
Toyota holds a 51% stake in Daihatsu, and 16.5% in Fuji Heavy Industries, parent
company of Subaru.

Volkswagen Group holds a 37.73% stake in Scania (68.6% voting rights), and a
53.7% stake in MAN SE (55.9% voting rights). Volkswagen is integrating Scania,

MAN and its own truck division into one division.

Volkswagen Group has a 49.9% stake in Porsche AG. Volkswagen is in the
process of acquiring Porsche, which will be completed in late 2011.

Volkswagen Group has a 19.9% stake in Suzuki, and Suzuki has a 5% stake in
Volkswagen.

Top vehicle manufacturing groups

The table below shows the world's largest motor vehicle manufacturing groups, along with
the marques produced by each one. The table is ranked by 2010 end of year production
13

figures from the International Organization of Motor Vehicle Manufacturers (OICA) for the
parent group, and then alphabetically by marque. Joint ventures are not reflected in this table.
Production figures of joint ventures are typically included in OICA rankings, which can
become a source of controversy.

Marque

Country of Ownershi
origin

1. Toyota Motor Corporation (

Markets

p
Japan)

Global, except North America and

Daihatsu

Subsidiary

Hino

Subsidiary

Lexus

Division

Global

Scion

Division

North America

Toyota

Division

Global

2. General Motors Company (

Australia
Asia Pacific, North America and South
America

United States)

Buick

Division

Cadillac

Division

Chevrolet

Division

Global, except Australia, New Zealand

GMC

Division

North America, Middle East

Holden

Subsidiary Australia, New Zealand

Opel

Subsidiary

Vauxhall

Subsidiary United Kingdom

3. Volkswagen Group AG (

North America, China, Israel, Taiwan

North America, Europe, Asia, Middle
East, Africa

Global, except North America, United

Kingdom

Germany)

Audi

Subsidiary Global

Bentley

Subsidiary Global

Bugatti

Subsidiary Global

Lamborghini

Subsidiary Global

Scania

Subsidiary Global

SEAT

Subsidiary

koda

Subsidiary

Volkswagen

Subsidiary Global
14

Europe, South America, North Africa,

Middle East
Global, except North America, Japan
and South Africa

Volkswagen

Subsidiary Global

Commercial Vehicles
4. Hyundai Kia Automotive Group (

South Korea)

Hyundai

Division

Global

Kia

Division

Global, except Mexico

5. Ford Motor Company (

United States)

Ford

Division

Lincoln

Division

6. Nissan (

Global
North America, Middle East, Japan,
South Korea

Japan)

Infiniti

Division

Nissan

Division

7. Honda Motor Company (

Global, except Japan, South America

and Africa
Global

Japan)

Acura

Division

North America, China

Honda

Division

Global

8. PSA Peugeot Citron S.A. (

France)

Citron

Subsidiary

Peugeot

Subsidiary

9. Suzuki Motor Corporation (

Global, except North America, South

Asia
Global, except North America, South
Asia

Japan)

Maruti Suzuki

Subsidiary India, Middle East, South America

Suzuki

Division

10. Renault (

France)

Dacia

Subsidiary

Renault

Division

Renault Samsung

Subsidiary

11. Fiat S.p.A. (

Global
Europe, Latin America, Africa, Asia,
except Japan
Global, except North America, South
Korea
South America, Asia, except Japan and
China

Italy)

Abarth

Subsidiary Global, except North America

Alfa Romeo

Subsidiary Global
15

Ferrari

Subsidiary Global

Fiat

Subsidiary Global

Fiat Professional

Subsidiary Global, except North America and Japan

Lancia

Subsidiary

Maserati

Subsidiary Global

12. Daimler AG (

Europe (except UK and Republic of

Ireland) and Japan

Germany)
North America, South Africa, Australia,

Freightliner

Division

Master

Subsidiary Pakistan

Maybach

Division

Global

Mercedes-Benz

Division

Global

Mitsubishi Fuso

Subsidiary Global

Orion

Subsidiary North America

Setra

Subsidiary Europe

Smart

Division

Thomas Built

Subsidiary North America

Western Star

Subsidiary North America, Australia, New Zealand

13. Chrysler Group, LLC (

New Zealand

North America, Europe, Japan, South

East Asia, South Africa

United States)

Chrysler

Division

Global

Dodge

Division

Global

Jeep

Division

Global

Ram

Division

North America

BMW

Division

Global

MINI

Division

Global

Rolls-Royce

Subsidiary Global

14. BMW AG (

Germany)

15. Mazda Motor Corporation (

Mazda

Japan)
Division

16. Mitsubishi Motors Corporation (

Mitsubishi
Chana
18. Tata Motors, Ltd (
Hispano

Japan)

Division

17. Chana Automobile Company, Ltd (

Global
Global

People's Republic of China)

Division

China, South Africa, Europe

India)
Subsidiary Europe
16

Jaguar

Subsidiary Global

Land Rover

Subsidiary Global

Tata

Division

Tata Daewoo

Subsidiary South Korea

19. First Automotive Group Corporation (

Global, except North America

People's Republic of China)

Besturn

Division

Freewind

Subsidiary China

Haima

Subsidiary China

Hongqi

Division

Jiaxing

Subsidiary China

Vita

Subsidiary China

Xiali

Subsidiary China

20. Geely Automobile (

China

China

People's Republic of China)

Geely

Division

China, Russia, North Africa

Maple

Division

China

Volvo (Cars)

Subsidiary Global

21. Chery Automobile Company, Ltd (

People's Republic of China)

Chery

Division

China, Africa, South East Asia, Russia

Riich

Division

China

Rely

Division

China

22. Fuji Heavy Industries, Ltd (

Subaru

Japan)
Division

23. Dongfeng Motor Corporation (

Dongfeng

Global

People's Republic of China)

Division

China

24. Beijing Automotive Industry Holding Corporation, Ltd (

People's Republic of

China)
BAW

Division

Foton

Subsidiary China

25. OAO AvtoVAZ (

Russia)

Lada

Division

VAZ

Division

26. BYD Auto (

China

Global, except North America and

Portugal
Russia

People's Republic of China)

BYD
27. Isuzu Motors, Ltd (

Division
Japan)
17

China, Russia

Isuzu

Division

Global, except North America

28. Anhui Jianghuai Automobile Company, Ltd (

JAC

Division

People's Republic of China)

China

29. Brilliance China Automotive Holding, Ltd (

People's Republic of China)

Brilliance

Division

Jinbei

Subsidiary China

30. Great Wall Motor Company, Ltd (

China, North Africa

People's Republic of China)

China, South Africa, Russia, North

Great Wall

Division

Litex Motors

Subsidiary Europe

Africa, Australia

31. Shanghai Automotive Industry Corporation (

People's Republic of China)

United Kingdom, Chile, Argentina,

MG Motor

Subsidiary

Roewe

Division

China

Soyat

Division

China

Yuejin

Division

China

32. Mahindra & Mahindra, Ltd (

India)

Mahindra

Division

SsangYong**

Subsidiary Global

33. Hafei Motor (

India, South East Asia, Europe, North

Africa, North America

China)

Hafei
34. AB Volvo (

China

Subsidiary China
Sweden)

Mack

Subsidiary Global

Nissan Diesel

Subsidiary Global

NovaBus

Subsidiary North America

Prevost

Subsidiary North America

Renault (trucks)

Subsidiary Global, except Japan

Volvo (trucks)

Division

35. Jiangxi Changhe Automobile (

Changhe

China)
Division

36. Qingling Motors Company Ltd. (

Qingling
37. Proton Holdings, Bhd (
Proton

Global
China

China)

Division

China

Malaysia)
Division
18

Asia Pacific (except Japan and South

Africa), United Kingdom, Middle East

Lotus

Subsidiary Global

38. Hunan Jiangnan Automobile (

People's Republic of China)

Jiangnan
39. MAN SE (

Division

China

Division

Europe

Germany)

MAN SE

40. Chongqing Lifan Automobile Company, Ltd (

Lifan

Division

China

41. Fujian Motor Industry Group Company (

Soueast

People's Republic of China)

Division

42. Kuozui Motors, Ltd (

People's Republic of China)

China

Taiwan)

Kuozui

Subsidiary Taiwan

43. Shandong Kaima (

China)

Kaima

Division

China

Jubao

Division

China

Aofeng

Division

China

44. Porsche (

Germany)

Porsche

Subsidiary Global

45. Chenzhou Gonow Nanyan Chifeng Vehicle (

Gonow

Division

46. Ziyang Nanjun Automobile Co., Ltd. (

Nanjun
47. Rongcheng Huatai Motor (
Huatai

People's Republic of China)

China

People's Republic of China)

Division

China

People's Republic of China)

Division

19

China

AUTOMOBILE INDUSTRY IN INDIA

The Automotive Industry in India is one of the largest in the world and one of the fastest
growing globally. India manufactures over 17.5 million vehicles (including 2 wheeled and 4
wheeled) and exports about 2.33 million every year. It is the world's second largest
manufacturer of motorcycles, with annual sales exceeding 8.5 million in 2009. India's
passenger car and commercial vehicle manufacturing industry is the seventh largest in the
world, with an annual production of more than 3.7 million units in 2010. According to recent
reports, India is set to overtake Brazil to become the sixth largest passenger vehicle producer
in the world, growing 16-18 per cent to sell around three million units in the course of 201112. In 2009, India emerged as Asia's fourth largest exporter of passenger cars,
behind Japan, South Korea, and Thailand.

India's largest car manufacturing industry hub is based in and around Chennai, also known as
the

"Detroit of

India" with

the

India

operations

of Ford, Hyundai, Renault and Nissan headquartered in the city and BMW having an
assembly plant on the outskirts. Chennai accounts for 60 per cent of the country's automotive
exports. Gurgaon and Manesar in Haryana are hubs where all of theMaruti Suzuki cars in
India are manufactured. The Chakan corridor near Pune, Maharashtra is another vehicular
production hub with companies like General Motors, Volkswagen, Skoda, Mahindra and
Mahindra, Tata

Motors, Mercedes Benz, Land Rover, Fiat and Force Motors having

assembly plants in the area.

Overview
The Indian Automobile Industry is manufacturing over 11 million vehicles and
exporting about 1.5 million every year. The dominant products of the industry are two
wheelers with a market share of over 75% and passenger cars with a market share of about
16%. Commercial vehicles and three wheelers share about 9% of the market between them.
About 91% of the vehicles sold are used by households and only about 9% for commercial

20

purposes. The industry has attained a turnover of more than USD 35 billion and provides
direct and indirect employment to over 13 million people.
The key to success in the industry is to improve labour productivity, labour flexibility, and
capital efficiency. Having quality manpower, infrastructure improvements, and raw material
availability also play a major role.
Both, Industry and Indian Government are obligated to intervene the Indian Automotive
industry. The Indian government should facilitate infrastructure creation, create favourable
and predictable business environment, attract investment and promote research and
development. The role of Industry will primarily be in designing and manufacturing products
of world-class quality establishing cost competitiveness and improving productivity in labour
and in capital. With a combined effort, the Indian Automotive industry will emerge as the
destination of choice in the world for design and manufacturing of automobiles.

History
The first car ran on India's roads in 1897. Until the 1930s, cars were imported directly, but in
very small numbers.
Embryonic automotive industry emerged in India in the 1940s. Mahindra & Mahindra was
established by two brothers as a trading company in 1945, and began assembly of Jeep CJ-3A
utility vehicles under license from Willys. The company soon branched out into the
manufacture of light commercial vehicles (LCVs) and agricultural tractors.

Following the independence, in 1947, the Government of India and the private
sector launched efforts to create an automotive component manufacturing industry to supply
to the automobile industry. However, the growth was relatively slow in the 1950s and 1960s
due tonationalisation and the license raj which hampered the Indian private sector. After
21

1970, the automotive industry started to grow, but the growth was mainly driven by tractors,
commercial vehicles and scooters. Cars were still a major luxury. Japanese manufacturers
entered the Indian market ultimately leading to the establishment of Maruti Udyog. A number
of foreign firms initiated joint ventures with Indian companies.

SIAM is the apex industry body representing all the vehicle manufacturers, homegrown and international, in India.

Supply Chain of Automobile

The supply chain of automotive industry in India is very similar to the supply chain of the
automotive industry in Europe and America. The orders of the industry arise from the bottom
of the supply chain i. e., from the consumers and goes through the automakers and climbs up
until the third tier suppliers.
Second Tier Suppliers: These companies design vehicle systems or bodies for First Tier
Suppliers and OEMs. They work on designs provided by the first tier suppliers or OEMs.
They also provide engineering resources for detailed designs. Some of their services may
include welding, fabrication, shearing, bending etc.
First Tier Suppliers: These companies provide major systems directly to assemblers. These
companies have global coverage, in order to follow their customers to various locations
around the world. They design and innovate in order to provide black-box solutions for the
requirements of their customers. Black-box solutions are solutions created by suppliers using
their own technology to meet the performance and interface requirements set by assemblers.
First tier suppliers are responsible not only for the assembly of parts into complete units like
dashboard, breaks-axel-suspension, seats, or cockpit but also for the management of secondtier suppliers.
22

Dealers: Once the vehicles are ready they are shipped to the regional branch and from
there, to the authorised dealers of the companies. The dealers then sell the vehicles to the end
customers.
Parts and Accessory: These companies provide products like tires, windshields, and
air bags etc. to automakers and dealers or directly to customers.
Service Providers: Some of the services to the customers include servicing of
vehicles, repairing parts, or financing of vehicles. Many dealers provide these services but,
customers can also choose to go to independent service providers.

Key Statistics
The production of automobiles has greatly increased in the last decade. It passed the 1
million mark during 2003-2004 and has more than doubled since.

Year

Car

Commercia

Total Vehicles

Production

Change

Change

Prodn.

Change

2015 2,814,584

29.39

722,199

54.86

3,536,783

33.89

2014 2,175,220

17.83

466,330

-4.10

2,641,550

13.25

2013 1,846,051

7.74

486,277

-9.99

2,332,328

3.35

2012 1,713,479

16.33

540,250

-1.20

2,253,999

10.39

2011 1,473,000

16.53

546,808

50.74

2,019,808

19.36

2010 1,264,000

7.27

362, 755

9.00

1,628,755

7.22

2009 1,178,354

29.78

332,803

31.25

1,511,157

23.13

2008 907,968

28.98

253,555

32.86

1,161,523

22.96

2007 703,948

7.55

190,848

19.24

894796

8.96

2006 654,557

26.37

160,054

-43.52

814611

1.62

2005 517,957

-2.85

283,403

-0.58

801360

-2.10

2004 533,149

Year
Motor Vehicle
Production
Industry Revenue USD

285,044

2004-2005

818193

2005-2006

2006-2007 2007-2008 2008-2009

8,467,853

9,743,503

11,087,997 10,853,930 11,175,479

24,379

26,969

30,507

23

32,383

33,342*

Million
Exports (Units)

629,544

806,222

1,011,529

1,238,333

1,530,660

Exports (Revenue)

1,915

2,231

2,552

3,008

3,718*

Automobile Production

24

Type of Vehicle

2005-2006 2006-2007

2007-2008

2008-2009

2009-2010

Passenger Vehicles

1,209,876

1,309,300

1,545,223

1,777,583

1,838,697

Commercial Vehicles

353,703

391,083

519,982

549,006

417,126

Three Wheelers

374,445

434,423

556,126

500,660

501,030

Two Wheelers

6,529,829

7,608,697

8,466,666

8,026,681

8,418,626

Total

8,467,853

9,743,503

11,087,997

10,853,930

11,175,479

Top 20 Export destinations in 2007-2008 and growth from previous year

Ran

Country

k
1

United States of
America

2007-2008 (in USD

2008-2009 (in USD

Percentage

Millions)

Millions)

Growth

593.64

525.24

-11.52

Italy

332.35

359.68

8.22

Sri Lanka

249.14

216.11

-13.26

South Africa

224.93

188.57

-15.79

United Kingdom

165.57

246.32

48.77

164.44

192.74

17.21

United Arab
Emirates

Algeria

147.34

265.63

80.28

Bangladesh

137.26

164.86

20.11

Egypt

134.43

143.54

5.99

10

Germany

133.52

409.63

206.8

11

Colombia

118.88

120.71

1.54

12

Nepal

111.33

98.13

-11.86

13

Mexico

93.80

94.10

0.32

14

Turkey

83.53

73.82

-11.63

15

Spain

81.01

56.96

-29.69

16

France

76.77

134.21

74.83

17

Nigeria

66.01

148.74

125.03

18

Greece

65.75

127.63

94.1

19

Netherland

65.19

163.66

151.05

20

Ghana

59.91

38.30

-36.07

25

ORGANIZATION PROFILE
Mahindra &

Mahindra

Limited

Mahindra

Type

Public (BSE: 500520)

Industry

Automotive
Farm Equipment

Limited (BSE:
Founded

flagship
the Mahindra

1945

Key people

based

&

500520) is the
company

Headquarters Mumbai, Maharashtra, India

multinational

Mahindra

of

Group,

conglomerate

Keshub Mahindra, Chairman; Anand

in Mumbai, Indi

Mahindra, Vice Chairman &

a. The company

was set up in

Managing Director

1945

in Ludhiana as

Mahindra

Mohammed by Revenue
Mahindra

(2011).

and

and Malik

23,803.24 crore (US$5.31 billion)

Net income

Mohammed. Aft

brothers
J.C.

2,871.49 crore (US$640.34

million)(2010).

independence
Employees

119,900

Parent

Mahindra Group

Website

Mahindra.com

26

&
K.C.

Mahindra

Ghulam
er India gained

and Pakistan was formed, Mohammed emigrated to Pakistan where he became the nation's
first finance minister. The company changed its name to Mahindra & Mahindra in 1948.

History
Mahindra & Mahindra was set up as a steel trading company in 1945. It soon
expanded into manufacturing general-purpose utility vehicles, starting with assembly under
licence of the iconic Willys Jeep in India. Soon established as the Jeep manufacturers of
India, M&M later branched out into the manufacture of light commercial vehicles (LCVs)
and agriculturaltractors. Today, M&M is the leader in the utility vehicle segment in India with
its flagship UV Scorpio and enjoys a growing global market presence in both the automotive
and tractor businesses.

Over the past few years, M&M has expanded into new industries and geographies.
They entered into the two-wheeler segment by taking over Kinetic Motors in India. M&M
also has controlling stake in REVA Electric Car Company and acquired South
Korea's SsangYong Motor Company in 2011.

The US based Reputation Institute recently ranked Mahindra among the top 10 Indian
companies in its 'Global 200: The World's Best Corporate Reputations' list.

27

Automotive
Automotive
Mahindra & Mahindra Limited

Mahindra Scorpio

Mahindra Jeep CJ 340.

Mahindra Axe

Mahindra Bolero Camper(old version)

28

Mahindra Bolero

Mahindra Legend used by MONUC in DR of Congo

Mahindra Xylo

Mahindra Verito

29

Mahindra & Mahindra is a major automobile manufacturer of utility vehicles, passenger cars,
pickups, commercial vehicles, and two wheelers. Its tractors are sold on six continents. It has
acquired plants in China and the United Kingdom, and has three assembly plants in the USA.
M&M has partnerships with international companies like Renault SA, France and
International Truck and Engine Corporation, USA.

In 2010, India's Mahindra & Mahindra Limited was named as the preferred bidder to
acquire the bankruptcy-protected SsangYong Motor Company. Mahindra is expected to gain a
controlling stake in the company by March 2011 and the planned acquisition has been
approved by South Korea's Free Trade Commission

Besides India and South Africa, the company also targets Europe, Africa, Australia
and Latin America markets for this model.

Farm Equipment
M&M is one of the leading tractor brands in the world by volume. It is also the largest
manufacturer of tractors in India with sustained market leadership of over 25 years. It
designs, develops, manufactures, and markets tractors as well as farm implements. Mahindra
Tractors(China) Co. Ltd. manufactures tractors for the growing Chinese market and is a hub
for tractor exports to the USA and other nations. M&M has a 100% subsidiary, Mahindra
USA, which assembles products for the American market.

Awards
1.
2.
3.
4.

Bombay Chamber Good Corporate Citizen Award for 2006-07

Businessworld FICCI-SEDF Corporate Social Responsibility Award 2007
Deming Prize
Japan Quality Medal in 2007

30

Models

Mahindra MM540DP
Mahindra MM550DP
Mahindra Armada
Mahindra Commander
Mahindra Marshal
Mahindra Major
Mahindra Legend
Mahindra Thar

Mahindra Invader
Mahindra Bolero
Mahindra Xylo
Mahindra Scorpio
Mahindra Verito

STRUCTURE AND PERFORMANCE

Project Sankraman - SAP R/3 Enterprise (4.7) Implementation on Centralized

Architecture

M&M entered into a new phase in technology initiatives from April 2005 by virtue of
two important events:

Implementation of SAP R/3 Enterprise 4.7 on single instance and centralized

architecture
Centralization of all servers located across various units to a single server at
secure data centre located at Kandivli

Implementation of SAP APO (Advance Planner and Optimizer)

for Automotive Sector

Implemented SAP APO at Farm Equipment Sector in F04, and rolled-out at Automotive
Sector in F06. SCM processes are streamlined using SAP APO. Forecasting, planning, and
31

decision support has been facilitated through on PPDS (Production Planning Demand
Scheduling) & SNP (Supply Network Planning) modules. APO-DP (Demand Planning)
facilitated collaborative planning between dealers and sales offices.
Roll - out of SAP SRM (Supplier Relationship Management)
The objective of this project was to extend visibility of supply end of the value chain. The
supplier portal - www.mahindrasrm.com - enables suppliers to do transactions and also track
material supplied to M&M from the stages of receiving, bill passing & payment. M&M
buyers get online information about e-invoice created by suppliers. Suppliers are also able to
view analysis related to their supplies. As a result of the roll-out, all major suppliers are now
accessing SRM portal. Implementation of Strategic Sourcing supporting sourcing module is
now under process.

Implementation of SAP DMS-CRM (Dealer Management System - Customer

Relationship Management)
It is essential for Auto OEMs to keep in close contact with the end consumers, build
brand loyalty and provide total customer experience. Implementation of centrally hosted
Mahindra Dealer Management System (DMS) covers - Marketing, Pre-sales, Sales, Services,
Spares, Warranty, Dealer Financials, Analytics, CRM and Business Intelligence.
Implementation of SAP DMS-CRM has provided an additional opportunity to ensure
process standardization and compliance across all dealers of M&M. Enhanced the ability to
integrate a change more easily across the entire dealer chain. Facilitated better customer
information management, end-customer database, along with seamless integration with backend SAP systems.
Bar-coding Enabled Warehouse Management System at Spares Business Unit

32

The Spares Business Unit (SBU) has a Warehouse at Wagholi. The spare parts
required for Automotive & Farm Equipment Sector dealers are managed through this
warehouse. Wireless hand-held terminals are used to scan the bar-codes on the component
packs. The same is integrated with SAP R/3 System and being used to track the material
during Pre-packing, Binning, Picking & Packing and error-free warehouse processes. This
has facilitated substantial improvement in productivity and efficiency of warehouse staff to
support high volume needs of the business.

Implementation of SAP CFM (Corporate Finance Management)

Loans, Investment SAP CFM were implemented in F05 for Corporate Finance
function. This year focused on Forex module and Market risk analyzer. This has facilitated
online monitoring of financial measures such as Forex exposures, Investment portfolios,
Yield to Holding etc.

Project Suraksha
Considering the criticality of Information Security in current business environment an
organization wide security project has been initiated leading to BS7799 Certification. The
scope covers all Information assets in Paper or Digital format across all the locations of
M&M and underlying IT Infrastructure. Organization wide information security policies and
all the relevant systems & processes have been documented and published on company
intranet. All business heads/ department heads are directly responsible for ensuring policy
compliance.

M&M has deployed a world class Security Infrastructure, designed to both

protect and enable business, thus ensuring Confidentiality, Integrity and Availability of the
33

information systems at all times. Among the Security Infrastructure components are Firewalls & Intrusion Detection System, Antivirus Architecture, Virtual Private Network and
Web Access, Strong Authentication, Anti-spam & Content Filtering.

What are the business benefits that the company derived and beneficiaries of the
implementation of above mentioned initiatives?
M&M has always been in the forefront of Information Technology adoption for
business benefits. Today, Information Technology touches every corner of the business and
enhances capabilities of every process taking M&M towards its IT vision of being the "Best
IT Enabled Real-time Enterprise".

Supplier Relationship Management (SAP-SRM) - First to implement in Asia-

Pacific region
Advance Planner & Optimizer (SAP-APO) - First to implement APO in India.
Dealer Management System - Customer Relationship Management (SAP
DMS-CRM)

All these are driven with the objective of providing the best products and services to the
customer at optimal cost and simultaneously ensuring the value to M&M's business partners.
Other decision support and productivity improvement modules include:

Strategic Enterprise Management (SAP SEM - BCS)

Business Information Warehouse (SAP BIW)
Employee Self Service (ESS) through Enterprise Portal

34

PRODUCTS
Commercial Vehicles

Alfa

Gio

Mahindra Navistar Truck

Bolero Maxi Truck

Genio

Loadking

Maxximo

Tourists Buses
35

Personal Vehicles

Bolero

Reva Electric Car

Scorpio

Thar

Varito

Xylo

Actyon

Actyon Sport

36

Chairman W

Korando

Kyron

Rexton II

Rodius

XUV500

SERVICES
Customization Services
Were pioneering automotive customization in India, transforming the mass
produced vehicle into an expression of your own tastes, needs, and personality.
Once you pick out your automobile, we offer you an array of customization menus to
completely revise the look and feel of your car. Change everything from details like color
and spot lamps to the structure itself by restyling the body shell, hood, and bumpers.
Overhaul the interior from carpeting to the central console to the number and type of seats.
37

We invite you to tell us exactly what you want from your car. Literally.
Design Services
We offer customized design services through our Italy-based design house,
Mahindra Graphic Research Design. We focus on style, engineering, CAE (computer-aided
engineering), prototypes, and project management to partner with our clients from start to
finish.
We take a design through every phase from concept design to feasibility, detail
design, FMEA (failure mode and effects analysis), DMU (digital mockup), and SOP
(standard operating procedure) support. Weve provided two wheelers, passenger vehicles,
and light and heavy trucks with part design for BIW (Body in White), exterior and interior
trim, and instrument panels.
Finally, we offer project management services. Let us take care of deadlines and
milestones management, resource and supplier management, and quality procedures. We also
provide product to market support including homologation procedures, testing, and SOP in
product plants.

Financial Services
We consider rural financing to be the cornerstone of poverty reduction, rural
development and inclusive growth in many parts of the country. By extending access to
financial services to customers in rural and semi-urban areas, we give them the means to
pursue their own goals.
Today, Mahindra and Mahindra Financial Services is one of Indias premier non-banking
finance companies (NBFC) and the largest NBFC operating in rural India. We have offices in
the areas we serve so that we can provide our customers with personalized finance solutions,
and we employ over 7,000 local people so that our employees truly understand our
customers.

38

By providing loans to our customers based on their future earnings, we help people open
businesses when they couldnt get started otherwise. We understand that it takes money to
make money. We fund utility vehicles, tractors, and cars, construction equipment, personal
loans, and homes for over 1.5 million customers, and we offer low-risk fixed deposit banking
and advise customers on investments in mutual funds. Our goal is not only to build a better
financial services company, but to enable Indias future growth.

Events
The Mahindra Great Escape is Indias largest non-competitive off-road rally. It began in 1996
when a small group of Mahindra sport utility vehicle (SUV) owners got together for a day of offroading adventure. Since then, its become an integral part of the Mahindra culture.

The Great Escape gives Mahindra owners the chance to fully explore their vehicles
capabilities. Known for their rugged power, Mahindra vehicles excel when they are put to
the test. Our expert teams map out challenging routes through mud, slush, sand, and rugged
terrain across India. Sections requiring skillful driving are monitored by experts on hand.

Since 1996, weve held 62 rallies across India in exciting locations including Jodhpur,
Siliguri, Bhopal, Munnar, Chandigarh, Mandawa, Coorg and Goa. Join us this year for a
thrill youll never forget.

Components

39

We entered into the components industry (known internally as Systech) as India's

global competitiveness took off. Leveraging our domain expertise in the automotive and farm
equipment sectors and a series of acquisitions, we have grown rapidly in skill and scale.

Today we run art-to-part manufacturing units across India, Germany, Italy, and the
UK which help companies around the world build better products using our expertise in
processes like forgings, castings, gears, stampings, steel, ferrites, contract sourcing,
composites, and more. More than 12,000 of us are at work on a full range of components for
use in industries like electrical, medical equipment, power, defense, aerospace and more. We
also provide full service art-to-part solutions to our customers by integrating design,
manufacturing, and sourcing capabilities.

Construction Equipments
Mahindra & Mahindra entered the Construction Equipment industry in
February 2011 with the launch of the Mahindra EarthMaster Backhoe Loader. Already one
of the worlds largest markets, demand for construction equipment is growing in India. Our
unparalleled dealer network makes the Earth Master available across the country.

Manufactured at our state-of-the-art facility at Chakan, Pune, the EarthMaster offers

unmatched fuel economy and meets stringent global emissions norms. It also offers a unique
intelligent communication system that keeps owners informed about their machine through
SMS updates on daily work reports, engine oil levels, and more. Combining excellence in
customer service and technology, our entry into Construction Equipment will support
infrastructure development across India.
40

Consulting Services
Our consulting services spread across two key areas in the evolution of the Indian
business environment: information security and infrastructure development. As the business
environment becomes more complex, competitive, and challenging, companies increasingly
need expert guidance to optimize their non-core activities.
Through our consulting services, we help companies keep up with the fast-changing
business climate. Our Special Services Group is constantly reevaluating its information
security and risk management processes as the environment shifts, dealing with known
threats and anticipating future risks. Mahindra Water Utilities is partnering with the
government to provide high quality water to businesses and homes in Tirupur, a critical
region for the textile industry. And Mahindra Consulting Engineers is shaping the
development of infrastructure across the country, influencing the building blocks for regional
economic growth. We are on the crest of the wave of the changing business world, smoothing
the way forward for our clients across many key industries.
Companies

Mahindra & Mahindra-Automotive Division

Mahindra Graphic Research Design
Mahindra Navistar Automotive
Mahindra Navistar Engines
Mahindra Reva Electric Vehicles
Mahindra Vehicle Manufacturers
Ssangyong Motor Company

Tech Mahindra
Since its inception in 1986, Tech Mahindra has experienced vigorous growth thanks
to a rapidly expanding global footprint, constantly evolving service portfolio, enriching
partnerships and continued trust from the worlds leading telecommunications companies. As
our clients asked more of us, we expanded our services to meet and then exceed their
expectation

41

Our IT capabilities cover business support systems (BSS), operations support systems
(OSS), network design and engineering, next generation networks, mobility, security
consulting, testing, and other areas related to the world of communications. Our dedicated
pool of 35,200 professionals offer you comprehensive IT solutions via consulting, application
development and management, network services, solution integration, product engineering,
and infrastructure management services.
We also offer Business Process Outsourcing to allow our clients to focus on their core
businesses in an increasingly competitive environment. By focusing on innovative process
frameworks and methodologies to sharpen clients ability to address challenges, weve helped
telecom clients address the constant evolution of their markets.
Tech Mahindra centers are ISO 9001:2000 certified. Our workforce development
practices are ranked at the highest People Capability Maturity Model (PCMM) level. Weve
also been certified for SEI-CMMI Level 5, SSE-CMM Level 3, ISO 20000-1 (IT Service
Management Standard) and ISO 27001 (Security Management Standard).

Club Mahindra Fun Day

We created Club Mahindra Fundays for the organization that recognizes that its people
are its most important asset. Your corporate membership allows you to reward your
employees with vacations at Club Mahindra and Zest resorts, helping them balance their
work and personal lives to beat stress and maintain motivation.
Based on a flexible, scalable point system, Club Mahindra Fundays caters to the specific
needs of your organization. Ask your dedicated relationship manager to help you give your
employees the ideal vacation at one of our 33 stunning vacation destinations across India and
Southeast Asia, or let them choose one of our 6,500 affiliated resorts across the world.

Mahindra Homestays
What better way to get to know India? A homestay lets you experience rather than
watch, live rather than observe. Youll gain real insight into the culture, traditions, history,
42

and everyday life of an Indian family, and enjoy authentic Indian food at its very best
home-cooked.
Your host family will make you feel at ease, if not at home, in their village. Ask
them about local events, activities, or neighborhood walks through local markets and sights.
Take a backwater cruise on a houseboat in Kerala, or go on a horseback safari in Rajasthan to
visit tribal villages and spot wildlife. Trek to a hill station for a guided walk through spice
gardens and forests. Or accept your host familys offer of a tour of their town or village.
Several homestays can even arrange well-being activities from yoga to Ayurvedic treatments
and massage.
Our network of 255 homestays spreads across 53 locations in India. Homestay houses
are typical to the region with no more than eight guest bedrooms. Some homestays even have
rooms for guests in separate cottages. You can have as much privacy or familiarity as you
want. You will find that your hosts are dedicated to making sure you enjoy everything that
the region has to offer, not least family hospitality!
Terra
The first campsite offered by a leader in the hospitality industry, Terra is a unique
and extraordinary way to experience nature at its best.
Terras comfortable tents with attached toilets are perfect for family getaways,
corporate training programs, and childrens camps. We invite you to barbecue outdoors,
share meals with friends and family in your roomy dining tent, and relax in our beautiful
gazebos. We organize nature walks and recreational activities to help you engage with the
outdoors and let go of the stress of your everyday life.
Our first location in Panchgani offers ten tents spread across five acres, bringing you
open space, natural beauty, and a complete change of pace.
Zest
Zest is the perfect weekend break for the fun-loving, hip young metropolitan.
Situated in breathtaking locations within driving distance of your home city, Zest resorts
provide you with the short getaway you need to recharge your body and mind.
43

The atmosphere at Zest is modern and social. Meet likeminded people in our stylish
dining room or at the pool, or relax and talk with your friends in the hookah lounge or
poolside bar. During the day, you can pump up your adrenaline with a game of paintball or
downhill cycling. Youll find our staff friendly, enthusiastic, and talentedthe people who
serve your meals and attend to your needs during the day will put on performances by night.

Club Mahindra Travel

Club Mahindra Travel offers you a one-stop online travel bazaar for all travel
services. Let us organize every aspect of your vacation from finding the perfect hotel to
exchanging your money to handling your visa applications. We want to make your vacation
what its meant to berelaxing.

Weve planned 101 packages to bring you experiences from a Kenyan safari to a spa
holiday in a mountain resort in Uttrakhand. Tour Hong Kong, Malaysia, Singapore, and
Thailand on our Fabulous Fareast packages, or get out of town for a weekend trek to
Mulayangiri or Kumara Parvatha. From outdoor adventures to glamorous city tours, we offer
vacation packages to suit any taste for travel.

And if youd rather construct your own trip, we make it easy by providing all the
information and services you need in one place. We can book your flights, search out the best
hotel deals, and provide you with travel insurance. Whatever your travel needs, stop by our
website and let us simplify your trip planning.

44

REAL ESTATE
We entered real estate in 1994 because we saw an opportunity to transform the way
society thinks about living and work space. Today, our real estate initiatives are enhancing
living standards and pioneering environmentally friendly construction in India. Through our
green developments, were demonstrating that sustainability and good living go hand in
hand. We partner with the Clinton Climate Initiative and Indian Green Building Council to
create certified, state-of-the art green communities.
Our innovative integrated business cities are revolutionizing the way Indians work,
live, and play. Working with the Indian governments Special Economic Zone scheme, weve
created two brand-new cities designed to facilitate business excellence and a relaxed, healthy
lifestyle. We're excited to contribute to India's economic development with infrastructure that
has positive impact on environmental and personal health.

Integrated Business Cities & Special Economic Zones

Living Spaces
Real estate companies
o Mahindra Lifespace Developers
o Mahindra World City Developers

RETAIL
Organized Indian retail grew at 20 percent over the last five years, and we expect it
to continue to expand at a scorching rate in the next five. Indian consumers are increasingly
looking at shopping as an experience, not just a process of acquiring necessary items. With

45

our entry into retail, we seek to provide our customers with a holistic experience that satisfies
their desire for an enriching and pleasant experience as well as for excellent products.
Our first retail foray, the Mom & Me retail chain, positions us as first movers in the
market for maternity and baby needs. Before our entry, Indian mothers had to visit an array of
shops to buy maternity clothes here, baby healthcare supplies there, and nursery furniture at a
third place. In the future, Mahindra Retail will continue to seek opportunities to expand into
other categories of lifestyle retailing. We understand the need for excellence in front end,
back end, and support functions, and Mahindras longstanding expertise in IT, Finance,
Logistics, and Supply Chain Management have prepared us well for entry into new areas of
retail.

For Children
For Expecting & New Mothers

Mahindra Retail's first venture, Mom & Me, brings Indian mothers a specialty
storewhere they can meet all their product and service needs. We've created a warm and
friendly space where expecting and new mothers can find everything from formula and baby
food to maternity fashion to strollers.
Our holistic concept comprises both products and services. From pregnancy fashion to
childrens apparel, from toys to baby and mothers wellness products, from strollers and car
seats to childrens furniture, youll find the best brands in our stores. Shopping is relaxing
and easy thanks to the special layout designed for the comfort of a pregnant woman or a
46

mother with children, with a feeding room, play area, places to sit and rest, and a childfriendly floor plan.
Youll also receive the guidance and support you need to navigate pregnancy, infancy,
and childhood confidently. Parenthood is one of the most exciting and challenging
adventures in our lives, and our pregnancy and parenting classes will help you prepare for
your new role. We train our employees extensively in the experience of pregnancy and
motherhood so that they understand exactly what our customers are going through.
Come visit us at any of our outlets spread across Mumbai, Pune, Bangalore, Chennai,
Mangalore, Hyderabad, Vishakapatnam, Indore, Vadodara, Ahmedabad, New Delhi,
Chandigarh, and Ludhiana. We are currently expanding across most major cities and towns
in Indiakeep an eye out for us in your neighborhood.

TWO WHEELERS
We entered the Two Wheeler industry in 2008. Weve developed rapidly since then
by focusing on brand-building via new product development guided by consumer insights,
strategic partnerships, service orientation, and building scale.
Within eight months of entering the industry, we launched a portfolio of
PowerScooters to critical acclaim in September 2009.

Less than a year later, our

PowerScooters had captured a double digit market share. We followed this up with new
motorcycles built to redefine the biking experience in India through striking design,
technology, and features. We aim to grow into a major player in the Indian Two Wheeler
industry with a robust presence in all product segments.

47

Mahindra Racing
In 2011, Mahindra became the first Indian two-wheeler manufacturer to
enter the Moto Grand Prix championships. MotoGP is the worlds premier motorcycle
racing championship, drawing entries from top manufacturers like Honda, Yamaha, Ducati,
Aprilla, and Suzuki. This year, Mahindra Racing entered the fray in the 125cc category. We
placed 16th and 21st in our first MotoGP in Qatar.
With 18 circuits spread across 11 countries and TV coverage in more than 200,
MotoGP draws a serious global audience. It's an exciting opportunity to define the Mahindra
brand globally as we bring India into a new world arena. As newcomeres to the Indian two
wheeler marketwe entered in 2008Moto GP affords us a steep learning curve in a space
dominated by longstanding leaders. Our participation helps showcase our engineering and
technology expertise on a platform where the best in the world compete.
Our Italy-based specialist engineering firm, Engines Engineering, already has several
years' experience with building racing bikes and providing technical support to racing teams
in the 125cc category.
48

IDENTIFICATION OF THE PROBLEM

TRAINING & DEVELOPMENT PROCESS

The quality of employees and their development through training and education are
major factors in determining long-term profitability of a small business. If you hire and keep
good employees, it is good policy to invest in the development of their skills, so they can
increase their productivity.
Training often is considered for new employees only. This is a mistake because ongoing
training for current employees helps them adjust to rapidly changing job requirements.

Purpose of Training and Development

Reasons for emphasizing the growth and development of personnel include

Creating a pool of readily available and adequate replacements for personnel who

may leave or move up in the organization.

Enhancing the company's ability to adopt and use advances in technology because

of a sufficiently knowledgeable staff.

Building a more efficient, effective and highly motivated team, which enhances

the company's competitive position and improves employee morale.

Ensuring adequate human resources for expansion into new programs.
Research has shown specific benefits that a small business receives from training

and developing its workers, including:

Increased productivity.
Reduced employee turnover.
49

Increased efficiency resulting in financial gains.

Decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity and well-being as

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

The Training Process

The model below traces the steps necessary in the training process:

Organizational Objectives
Needs Assessment
Is There a Gap?
Training Objectives
Select the Trainees
Select the Training Methods and Mode
Choose a Means of Evaluating
Administer Training
Evaluate the Training

Your business should have a clearly defined strategy and set of objectives that direct
and drive all the decisions made especially for training decisions. Firms that plan their
training process are more successful than those that do not. Most business owners want to
succeed, but do not engage in training designs that promise to improve their chances of
success. Why? The five reasons most often identified are:
Time - Small businesses managers find that time demands do not allow them to train
employees.

50

Getting started - Most small business managers have not practiced training
employees. The training process is unfamiliar.

Broad expertise - Managers tend to have broad expertise rather than the specialized
skills needed for training and development activities.
Lack of trust and openness - Many managers prefer to keep information to
themselves. By doing so they keep information from subordinates and others who could be
useful in the training and development process.
Skepticism as to the value of the training - Some small business owners believe the
future cannot be predicted or controlled and their efforts, therefore, are best centered on
current activities i.e., making money today.
For any business, formulating a training strategy requires addressing a series of
questions.

Who are your customers? Why do they buy from you?

Who are your competitors? How do they serve the market? What competitive

advantages do they enjoy? What parts of the market have they ignored?
What strengths does the company have? What weaknesses?
What social trends are emerging that will affect the firm?

The purpose of formulating a training strategy is to answer two relatively simple but
vitally important questions: (1) What is our business? and (2) What should our business be?
Armed with the answers to these questions and a clear vision of its mission, strategy and
objectives, a company can identify its training needs.

51

Identifying Training Needs

Training needs can be assessed by analyzing three major human resource areas: the
organization as a whole, the job characteristics and the needs of the individuals. This analysis
will provide answers to the following questions:

Where is training needed?

What specifically must an employee learn in order to be more productive?
Who needs to be trained?

Begin by assessing the current status of the company how it does what it does best
and the abilities of your employees to do these tasks. This analysis will provide some
benchmarks against which the effectiveness of a training program can be evaluated.
Second, consider whether the organization is financially committed to supporting the
training efforts. If not, any attempt to develop a solid training program will fail.
.Once you have determined where training is needed, concentrate on the content of
the program. Analyze the characteristics of the job based on its description, the written
narrative of what the employee actually does. Training based on job descriptions should go
into detail about how the job is performed on a task-by-task basis. Actually doing the job will
enable you to get a better feel for what is done.
Individual employees can be evaluated by comparing their current skill levels or
performance to the organization's performance standards or anticipated needs. Any
discrepancies between actual and anticipated skill levels identifies a training need.

52

Selection of Trainees

Once you have decided what training is necessary and where it is needed, the next
decision is who should be trained? For a small business, this question is crucial. Training an
employee is expensive, especially when he or she leaves your firm for a better job. Therefore,
it is important to carefully select who will be trained.

Training programs should be designed to consider the ability of the employee to learn
the material and to use it effectively, and to make the most efficient use of resources possible.
It is also important that employees be motivated by the training experience. Employee failure
in the program is not only damaging to the employee but a waste of money as well. Selecting
the right trainees is important to the success of the program.

Training Goals

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

Training Methods

53

There are two broad types of training available to small businesses: on-the-job and
off-the-job techniques. Individual circumstances and the "who," "what" and "why" of your
training program determine which. method to use
On-the-job training is delivered to employees while they perform their regular jobs.
In this way, they do not lose time while they are learning. After a plan is developed for what
should be taught, employees should be informed of the details. A timetable should be
established with periodic evaluations to inform employees about their progress. On-the-job
techniques include orientations, job instruction training, apprenticeships, internships and
assistantships, job rotation and coaching.
Off-the-job techniques include lectures, special study, films, television conferences or
discussions, case studies, role playing, simulation, programmed instruction and laboratory
training. Most of these techniques can be used by small businesses although, some may be
too costly.
This point is illustrated by the fact that 60 percent of all employees who quit do so in the first
ten days. Orientation training should emphasize the following topics:

The company's history and mission.

The key members in the organization.
The key members in the department, and how the department helps fulfill the

mission of the company.

Personnel rules and regulations.

Lectures present training material verbally and are used when the goal is to present a
great deal of material to many people. It is more cost effective to lecture to a group than to
train people individually.
Role playing and simulation are training techniques that attempt to bring realistic
decision making situations to the trainee. Likely problems and alternative solutions are
presented for discussion. The adage there is no better trainer than experience is exemplified
with this type of training. Experienced employees can describe real world experiences, and
can help in and learn from developing the solutions to these simulations. This method is cost
effective and is used in marketing and management training.

54

Audiovisual methods such as television, videotapes and films are the most effective
means of providing real world conditions and situations in a short time. One advantage is that
the presentation is the same no matter how many times it's played.
Job rotation involves moving an employee through a series of jobs so he or she can
get a good feel for the tasks that are associated with different jobs. It is usually used in
training for supervisory positions. The employee learns a little about everything. This is a
good strategy for small businesses because of the many jobs an employee may be asked to
do.
Apprenticeships develop employees who can do many different tasks. They usually
involve several related groups of skills that allow the apprentice to practice a particular trade,
and they take place over a long period of sstime in which the apprentice works for, and with,
the senior skilled worker. Apprenticeships are especially appropriate for jobs requiring
production skills.

Trainers
Who actually conducts the training depends on the type of training needed and who
will be receiving it. On-the-job training is conducted mostly by supervisors; off-the-job
training, by either in-house personnel or outside instructors.

In-house training is the daily responsibility of supervisors and employees. Supervisors

are ultimately responsible for the productivity and, therefore, the training of their
subordinates. These supervisors should be taught the techniques of good training. They must
be aware of the knowledge and skills necessary to make a productive employee.

There are several ways to select training personnel for off-the-job training programs.
Many small businesses use in-house personnel to develop formal training programs to be
delivered to employees off line from their normal work activities, during company meetings
or individually at prearranged training sessions.

55

Whoever is selected to conduct the training, either outside or in-house trainers, it is important
that the company's goals and values be carefully explained.

Training Administration
Having planned the training program properly, you must now administer the training
to the selected employees. It is important to follow through to make sure the goals are being
met. Questions to consider before training begins include:

Location.
Facilities.
Accessibility.
Comfort.
Equipment.
Timing.

Careful attention to these operational details will contribute to the success of the
training program.
An effective training program administrator should follow these steps:

Define the organizational objectives.

Determine the needs of the training program.
Define training goals.
Develop training methods.
Decide whom to train.
Decide who should do the training.
Administer the training.
Evaluate the training program.

Evaluation of Training

56

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

INTRODUCTION OF THE TOPIC

As we grow rapidly, we ensure that our young and vibrant workforce is constantly trained to
keep them abreast of changes driven by the business and our customers.
Our commitment to learning is emphasized by the fact that every leader in the
organization, as a mandate, has to spend time in a learning program, both as a participant and
also as a facilitator.
The in-house learning and development function at Mahindra and Mahindra BSG
strives to meet the highest training standards for our workforce and is organized into three
branches:

Communication Skills Training

Product & Process Training
Behavioral & Professional Skills and Leadership Training

Each of these three branches is staffed with experienced in-house trainers and
facilitators who cater to the varied learning requirements of our employees.
Communication Skills Training
This unit is further categorized into New Hire Training and Refresher Training.
New Hire Training: Comprehensive coverage on various aspects of communication
skills based on business requirement. This is an intensive 80-hour program which includes,
but, is not restricted to the following topics:
57

Voice and accent neutralization

Communication skills
Culture sensitization
Client service skills and attitude
Telephone etiquette
Language enhancement

Refresher Training: Since learning is a continuous process, our tenured employees

are put through refresher programs periodically to ensure that our client interactions are of the
highest standard.
In addition to the above, associates from key processes are required to go through the
Oral Proficiency Test. The test is conducted by Ordinate Corporation, a wholly-owned
subsidiary of Harcourt Assessment, Inc., USA. Ordinate is the first company to develop a
completely automated method for testing spoken language and was awarded the
Technovation Award from the American Teleservices Association (ATA) for its leading
efforts in developing automated voice testing capabilities.

Mahindra and Mahindra BSG is the first Indian BSG to win the Golden Peacock
National Training Award 2007, awarded by Institute of Directors (IOD).
Product & Process Training
58

All new employees undergo rigorous and thorough training on areas related to the
products and processes of each line of business. In addition to providing classroom training,
there is equal focus on providing practical hands-on training for each employee. This is
further reinforced by our practical approach to assessing competencies at the end of training.
Assessments are a combination of written tests and mock calls that gauge the combined skills
of process knowledge and communication capability of the employee.
Behavioral and Professional Skills Training

Mahindra Satyam is a global player in Information, Communication, and

Technology (ICT). We provide enterprise business solutions, infrastructure services, industry
native solutions, integrated engineering solutions, consulting services, application
development and management services, and business process outsourcing to more than 350
clients in 35 countries.

Our wide-ranging expertise allows us to construct comprehensive strategies based on

analysis of industry trends. Over 90 percent of our employees are engineers and business
graduates with extensive background in IT and customer service.
Were passionate about the potential of computer-based learning to transform both peoples
lives through better jobs and entire industries through a more productive workforce. Our
59

training centers and courses have delivered 9.2 million learning hours, with 70
percent delivered virtually. To date, trainees have completed 684,000 online courses.
.We are a leader in quality. We were the first company in the world to receive ISO
9001:2000 certification, among the first ten to attain CMM Level 5, and the third to be BS
25999 certified on business continuity. We are also certified at Level 5 in both our CMMI
for Development Version 1.2 for more than ten business units and our Automotive SPICE
PATHFINDER Maturity. We have received ISO 20000 for Networks and Systems,
AS9100/EN9100 for Engineering Solutions, Payment Card Industry certification (PCI-DSS
1.1) for our banking vertical, and ISO 27001 Global Certification and ISO 9001:2000 for all
services.

RESEARCH METHODOLOGY

OBJECTIVES OF THE STUDY

The project report is based on the topic A study on Training and Development in
Mahindra and Mahindra. The following are the objectives of the project report:

To find out the detailed procedure of human Resources Department of Mahindra and
Mahindra regarding the supply of human resources to company.

For understanding the techniques & methods used in the process of training &
development.

60

 To understand the training and development policy of the company.

To know about workers job satisfaction etc. with the help of questionnaire.

To suggest measures to overcome the shortcomings if any

METHODOLOGY

Research Methodology defines the process or the procedure followed in conducting

research.
The research carried out for Mahindra & Mahindra was undertaken in order to find how
effective the Human Resources Department is carrying out the basic functions of training &
development. The methodology involves primary data collection.
The methodology used by me was to take interview to collect the data. For this purpose I
prepared a set of 10 questions. For my purpose I select only staff and left the managers. My
sample size was 100 people.
Primary Data:- Interviews through Questionnaire.

Through conducting structured interviews with HR Manager, Director & Managing

Director.
Employees of the company.

Sample Size: Questionnaire was filled up by 100 employees doing permanent & temporary
kind of job at the company. (It includes sales & Maintenance people.)

61

Analysis: Interpretations of the questionnaire are given ahead in this project in the form of
graphs, tables & percentages.
Information Analysis-The data collected from both companies is put before you in
theoretical form. The data collected through questionnaire is compiled & put in
form graphs, tables & percentage form.

DATA ANALYSIS AND INTERPRETATION

1-Your organization considers training as a part of organizational strategy. Do you
agree with this statement?
NO. OF

RESPONSE

RESPONDENTS

PERCENTAGE

STRONGLY

n
o
.
o
f
e
m
p
l
o
y
e
e
s

AGREE
AGREE
SOME WHAT

13
1

52
4

AGREE
DISAGREE
TOTAL

4
7
25

16
28
100

training as a part of oraganisation strategy

120
100
80
60
40
20
0

100
52
13

14

16
4

28 25
7
NO. OF RESPONDENTS
PERCENTAGE

%age

62

Interpretation
The above graph indicates that organization considers training as a part of organizational
strategy.
QUES 2): How many training programs do you attend in a year?

RESPONS

NO. OF

PERCENTA

E
LESS

RESPONDENT

GE

14
2
6

56
8
24

3
25

12
100

THEN
01
02
03
MORE
THAN 3
TOTAL

120
100
80
60
NO. OF RESPONDENT
40

PERCENTAGE

20
0

63

INTERPRETATION
The above chart indicates that less training programs are held in the organization.

QUES 3): To whom the training is given more in your organization?

RESPONSE
SENIOR STAFF
JUNIOR STAFF
NEW STAFF
BASED ON

NO. OF
RESPONDENT
3
5
6

REQUIRTMENT
TOTAL

n
o
.

120
100
o
80
f
60
40
e
20
m
0
p
l
o
y
e
e
s

PERCENTAGE
12
20
24

11
25

52
100

to whom traning is given

100
52
20
12
5
3 OF RESPONDENT
NO.

%age

64

25

24
PERCENTAGE

INTERPRETATION
The above chart shows indicates that training is provided on the basis of requirement.
QUES 4): what are all the important barriers to training and development in your
organization?
RESPONSE

NO. OF

PERCENTAGE

RESPONDENT

TIME
MONEY
LACK OF INTEREST BY

4
5

16
20

STAFF
NON-AVAILABILITY OF

24

10
25

40
100

SKILL TRAINER
TOTAL
120
100
80
60
40
20

NO. OF RESPONDENT

PERCENTAGE

INTERPRETATION
The graph indicates that the important barriers to training and development in the
organization is non-availability of skilled trainers.
QUES 5): Enough practice is given for us during training session? Do you agree with this
statement?
RESPONSE

NO. OF

PERCENTA

RESPONDEN

GE

65

STRONGLY

AGREE
AGREE
SOME

14
2

56
8

6
3
25

24
12
100

WHAT
AGREE
DISAGREE
Total

n
o
.
o
f
e
m
p
l
o
y
e
e
s

practice given during training period

120
100
80
60
40
20
0

100
56
14

24
6

28

312

25
NO. OF RESPONDENT
PERCENTAGE

%age

INTERPRETATION
The above graph indicates that enough practice is given for employees during training
sessions.
QUES 6): The training session conducted in your organization is useful. Do you agree with
this statement?
RESPONSE

NO. OF

PERCENTAG

RESPONDENT

STRONGLY
AGREE
AGREE
SOME WHAT
AGREE
66

15
5

60
20

20

DISAGREE
TOTAL

n
o
.
o
f
e
m
p
l
o
y
e
e
s

0
25

0
100

training is useful
120
100
80
60
40
20
0

100
60
15

20
5

25

20
5

NO. OF RESPONDENT

00

PERCENTAGE

%age

INTERPRETATION
The above graph indicates the training sessions conducted in the organization is useful.
QUES 7): Employees are given appraisal in order to motivate them to attend the training. Do
it agree with this statement?
RESPONSE

NO. OF

PERCENTAG

RESPONDENT

STRONGLY
AGREE
AGREE
SOME WHAT

14
6

56
24

AGREE
DISAGREE
TOTAL

3
2
25

12
8
100

67

n
o
.
o
f
e
m
p
l
o
y
e
e
s

training is motivation for employee

120
100
80
60
40
20
0

100
56
14

24
6

312

28

25
NO. OF RESPONDENT
PERCENTAGE

%age

INTERPRETATION
The above graph indicates employees are given appraisal in order to motivate them to attend
the training.
QUES 8): How well the work place of training is physically organization?
RESPONSE
EXCELLENCE
GOOD
AVERAGE
BAD
TOTAL

NO. OF

PERCENTAG

RESPONDENT
8
6
6
5
25

68

32
24
24
20
100

n
o
o
f
e
m
p
l
o
y
e
e
s

place of training
120
100
80
60
40
20
0

100

32
8

24
6

24
6

20

25

NO. OF RESPONDENT
PERCENTAGE

%age

INTERPRETATION
This graph indicates the trainers should possess technical skill to make the training effective.

QUES 9): What are the general complains about the training session?
RESPONSE

NO. OF

PERCENTAGE

RESPONDENT

TAKE AWAY PRECIOUS TIME OF

EMPLOYEES
TOO MANY GAPS BETWEEN

25

THE SESSIONS
TRAINING SESSIONS ARE

10

40

UNPLANNED
BORING AND NOT USEFUL
TOTAL

6
5
25

15
20
100

69

n
o
o
f

complains about training session

120
100

100

80

e
60
m
40
p
40
25
2025
l
15
20
10
o
6 5
4
y
0
e TAKE AWAY PRECIOUS TIME OF EMPLOYEES
e
%age
s

NO. OF RESPONDENT
PERCENTAGE

INTERPRETATION
This graph indicates that there are too many gaps between the training sessions.
QUES 10): Time duration given for the training period is;

RESPONSE
SUFFICIENT
TO BE EXTENDED
TO BE SHORTENED
MANAGEABLE
TOTAL

NO. OF RESPONDENT

PERCENTAGE
5
10
8
2
25

70

20
40
32
8
100

n
o
o
f
e
m
p
l
o
y
e
e
s

training period
120
100
80
60
40
20
0

100

20

40
10

32
8

28

25
NO. OF RESPONDENT
PERCENTAGE

%age

FINDINGS

From the study

50% of employees are satisfied with the training.

59% of employees are satisfied training strategies.
41% of employees are satisfied with the need of the development.
39% of employees are satisfied with the training programmes.
45% of employees are satisfied with the training levels.
43.5% of employees are satisfied with the important barrier of the training.

44% of employees are satisfied with the training sessions.

71

RECOMMENDATIONS

On the basis of survey through questionnaire, I hereby humbly propose my recommendation

to carry out further improvement in existing training and development activities in Mahindra
and Mahindra.
Efforts for making training and development formats user friendly should be
kept continued.

72

CONCLUSIONS

This study was a learning experience for me and I came to know the training and
development programs in Mahindra and Mahindra, Kanpur was positive in response but still
more training and development is needed in Mahindra and Mahindra. So that the employees
are motivated time by time and they should know their strength & weakness so that they can
work on it & improve their knowledge & skills for the betterment of their organization.

In the last but not the least I conclude that all the training and development programs
of company are highly effective & beneficial to the employees in giving their best
contribution to their personal growth & development as well to meet the organizational object

73

BIBLIOGRAPHY

BOOKS REFERRED:
1. Ashwathappa, Human Resource Management, Tata McGraw-Hill published co. ltd.
Edition II.
2. Edwin Flippo, Personnel Management, McGraw-Hill publishing co. ltd. First
Edition.

MAGAZINES:
1. India today
2. Business

BEBLIOGRAPHY
1. Automobile industry, (2011), retrieved September (2011)
http://en.wikipedia.org/wiki/Automobile_industry
2. Mahindra and Mahindra Ltd., (2011), retrieved September (2011)
http://en.wikipedia.org/wiki/Mahindra_and_Mahindra
3. Nasscom, (2008), retrieved September (2011)
http://www.nasscom.in/Nasscom/templates/NormalPage.aspx?id=28732
4-Mahindra-Satyam, (2011), retrieved September (2011)
http://www.mahindra.com/What-We-Do/Information-Technology/Companies/MahindraSatyam

REFERENCES
1. ^ a b Georgano, G. N. Cars: Early and Vintage, 18861930. (London: GrangeUniversal, 1985)
74

2. ^ "Production Statistics". OICA. Retrieved 9 Seitember 2011.

3. ^ "Automobile Industry Introduction". Plunkett Research. 2008. Retrieved 2010-0909.
4. ^ Paul A. Eisenstein Building BRIC's: 4 Markets Could Soon Dominate the Auto
World at TheDetroitBureau.com
5. ^ Bertel Schmitt (15 February 2011). "Auto industry sets new world record". The
Truth About Cars. Retrieved 7 August 2011.
6. ^ [http://businesscenter.jdpower.com/news/pressrelease.aspx?ID=2011018 "Global
Automotive Outlook for 2011 Appears Positive as Mature Auto Markets Recover,
Emerging Markets Continue to Expand"]. J.D. Power and Associates. 15 February
2011. Retrieved 7 August 2011.
7. ^ a b http://oica.net/wp-content/uploads/2007/06/cl98type.pdf
8. ^ http://oica.net/category/production-statistics/1999-statistics/
9. ^ http://oica.net/category/production-statistics/2000-statistics/
10. ^ http://oica.net/category/production-statistics/2001-statistics/
11. ^ http://oica.net/category/production-statistics/2002-statistics/
12. ^ http://oica.net/category/production-statistics/2003-statistics/
13. ^ http://oica.net/category/production-statistics/2004-statistics/

75

ANNEXURE
Ques 1) - Your organization considers training as a part of organizational strategy. Do you
agree with this statement?

STRONGLY AGREE
AGREE
SOME WHAT AGREE
DISAGREE

Ques 2)- How many training programs will you attend in a year?

Less than 1
2
3
More than- 3

Ques 3)- To whom the training is given more in your organization?

76

SENIOR STAFF
JUNIOR STAFF
NEW STAFF
BASED ON REQUIRTMENT

Ques 4)- what are all important barriers to training and development in your organization?

Time
Money
Lack of interest by the staff
Non-availability of skilled trainers

Ques 5)- Enough practice is given for us during training session? Do you agree with this
statement?

JOB ROTATION
EXTERNAL RATING
CONFERENCE/DISCUSION
PROGRAMMED INSTRUCTION

Ques 6)- The training session conducted in your organization is useful. Do you agree with
this statement?

STRONGLY AGREE
AGREE
SOME WHAT AGREE
DISAGREE

Quest 7)- The training session conducted in your organization is useful. Do you agree with
this statement?
77

STRONGLY AGREE
AGREE
SOME WHAT AGREE
DISAGREE

Ques 8)- Employees are given appraisal in order to motivate them to attend the training. Do
you agree with this statement?

STRONGLY AGREE
AGREE
SOME WHAT AGREE
DISAGREE

QUES 9): What are the general complains about the training session?

TAKE AWAY PRECIOUS TIME OF EMPLOYEES

TOO MANY GAPS BETWEEN THE SESSIONS
TRAINING SESSIONS ARE UNPLANNED
BORING AND NOT USEFUL

QUES 10): Time duration given for the training period is;

SUFFICIENT
TO BE EXTENDED
TO BE SHORTENED
MANAGEABLE
TOTAL

78