A

PROJECT REPORT

ON

Training Need Identification In Escorts

Ltd.

SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENTS FOR THE BACHOLERS DEGREE IN
BUSINESS ADMINISTRATION

SUBMITTED TO SUBMITTED BY

Miss .Neha Arora TAPAS MANDAL

1
 (Faculty of Management) BBA
5TH SEM

ROLL NO.1367250045

DROAN COLLEGE OF EDUCATION AND TECHNOLOGY,

RUDRAPUR

ACKNOWLEDGEMENT

I feel myself privileged at having an opportunity to

thank the people who helped me at all stages of my research work.
The report is the outcome of the guidance and valuable suggestions
provided by all the faculty of DROAN COLLEGE OF EDUCATION &
TECHNOLOGY Rudrapur. I would like to express my sincere thanks
and primarily the gratitude to Miss.Neha Arora, Lecturer, BBA
Department who had been the main driving force in guiding, in the
analysis and presentation of the project work right from the
initiation to the final stage.

I also wish to express my sincere thanks to my

parents, friends and well wishers for their enthusiastic support and
who have directly or indirectly helped me in one way or the other in
preparation of the final report.

Tapas Mandal
2
 BBA -VTH SEM

DECLARATION

I hereby declare that the study entitled Training Need

Identification In Escorts Ltd being submitted by me in the partial

fulfillment of the requirement for the award of BACHOLOR OF

BUSINESS ADMINISTRATION from KUMAUN UNIVERSITY NAINITAL is a

record of my own work under the guidance of Miss. Neha Arora

Project Guide
Signature

Miss.Neha Arora

3
 TABLE OF CONTENTS

EXECUTIVE
SUMMARY5
INTRODUCTION
OVERVIEW OF INDUSTRY.
..6-7
INTRODUCTION TO TRAINING NEED IDENTIFICATION.
8

COMPANY PROFILE
HISTORY
.9-12
ORGANISATION STRUCTURE...
...............13
AMG
STRUCTURE..1
4-15
CURRENT
SALE..16
PRODUCT MIX....
17-20
MARKET POSITION..
...21

4
OBJECTIVES OF THE
PROJECT...22
RESEARCH
METHODOLOGY23-24
DATA
PRESENTATION&ANALYSIS
25
LIMITATIONS
26-36
DATA COLLECTION..
.37-44
DATA
ANALYSIS...
...45-55
REFERENCES..
.........56
ANNEXURE...............
............57-59
BIBLOGRAPHY
.60

EXECUTIVE SUMMARY

5
The Indian economy during the year has grown in all sectors and
there has been a supporting growth in consumption that has given
the country a GDP growth of 8% in real terms. Ironically however,
the farm sector was confronted with many adversities that have
reduced its growth to mere 3% and was expected to decline further.

In over six decades of our inception, Escorts has been much more
than just being one of India's largest engineering companies. It has
been a prime mover on the industrial front introducing products and
technologies and taking the country forward in key areas.

The Escorts Group, is among India's leading engineering

conglomerates operating in the high growth sectors of agri
machinery, construction & material handling equipment, railway
equipment and auto components.

AGRI MACHINERY GROUP with a long term view has been

consistently improving its fundamentals. Towards this end, we have
expanded our product offering and technologically advanced the
tractors to become more competitive for specific products like

Lighter axle rice plantation tractor for South India

Orchard & Vineyard tractors

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

We have established our brand Farmtrac which carries a

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

OVERVIEW OF THE INDUSTRY

6
Development and growth of the tractor industry

13 tractor industry manufacturing units were in production, out of

which, 10 were set up with foreign collaboration and, 3 with
indigenous, technology and know- how. The actual development, of
the tractor industry, has taken place, over 2 decades beginning
from 1960.

Development of tractor manufacturing industry, over the last

decades has actually taken place, in 3 phases. The first phase of the
development was in the decade 1960-70 the second in the decade
1971-80 and the third in the period 1980-90.

First phase of development (1960-70):

In the decade 1960-70 five tractor manufacturing units, their

collaborators and years of commencement of local manufactures,
were as follows:

S.No Name of unit Collaborators Year of

commencemen
t of production
1. Eicher tractor ltd Gebr, eucger 1959
tractorenfabric,
west germany
2. Tractors and Motokov-praha, 1963
builders ltd./ czechslovakia
Hindustan tractor
ltd.
3. Tractor and farm Massey ferguson 1963
equipment ltd. u.k
4. escorts ltd. Matoimport 1964
warazawasaklad
y mechanize
urus, poland
5. International International 1965
tractor co. of india harvestor
ltd. Mahindra and company usa
Mahindra ltd.
7
Second phase of development (1970-80)

The governments decision to freely invite new entrepreneurs to

tractor manufacture in 1986 and sudden upsurge in demand, with
green revolution led to scramble, of new entrepreneurs for new
collaborators 6 units, eventually established the actual
manufacturing facilities. They were as follow:

S.No. Name of Unit Collaborators Year of

commenceme
nt of
production
1. Escorts Ford- UK 1971
tractors ltd.
2. h.m.t ltd Motokov- 1971
central govt praha
czechslovakia
3. Kiloskar Klothner- 1974
tractors ltd Humboldt
deutz, west
germany
4. Punjab tractors Indian know- 1974
ltd(ptl) how
5. Pittie tractors Indian know- 1974
ltd how
6. Harsha Motoimport 1975
tractors ltd ussr

Third phase of development (1980-89)

The buoyancy, in the tractor market, experienced in the late

services, led to the setting up of two or more units, for the
manufacture of tractors; one in the public sector unit, with
indigenous know- how. These units are

8
S.No Name of unit Collaborators Year of
commenceme
nt of
production
1. Auto tractors British Leyland, 1981
ltd u.k
2. Pratapsteel Indian know- 1983
rolling mills ltd how

INTRODUCTION TO TRAINING NEED IDENTIFICATION

Training need identification is a tool utilized to identify what

educational courses or activities should be provided to employees
to improve their work productivity. The focus should be placed on
needs as opposed to desires of the employees for a constructive
outcome. In order to emphasize the importance of training need
identification we can focus on the following areas: -

To pinpoint if training will make a difference in productivity and

the bottom line.

To decide what specific training each employee needs and

what will improve his or her job performance.

To differentiate between the need for training and

organizational issues and bring about a match between
individual aspirations and organizational goals.

Identification of training needs (ITN), if done properly, provides the

basis on which all other training activities can be considered. Also
requiring careful thought and analysis, it is a process that needs to
be carried out with sensitivity as people's learning is important to
them, and the reputation of the organization is also at stake.

Identification of training needs is important from both the

organizational point of view as well as from an individual's point of
view. Organizations objectives can be achieved only through
9
harnessing the abilities of its people, releasing potential and
maximizing opportunities for development. Therefore people must
know what they need to learn in order to achieve organizational
goals. From an individual's point of view, people have aspirations,
they want to develop and in order to learn and use new abilities,
and people need appropriate opportunities, resources, and
conditions. Therefore, to meet people's aspirations, the organization
must provide effective and attractive learning resources and
conditions.

Also in order to bring synchronization between organizational and

individual objectives people need to question the way they do
things. And this is precisely the hidden objective behind any
training need identification process. It should ideally be a long-term
process of encouraging employees to take an active involvement in
their own development, thus increasing their commitment to
learning, to their work, and to the organization as a whole.

COMPANY PROFILE

HISTORY

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

10
as a technologically independent world class engineering
organization.

1944 - Launch of Escorts (Agents) Ltd.

1948 - Pioneered farm mechanization in the country by

launching Escorts Agricultural Machines Limited, with a franchise
from the U.S. based Minneapolis Moline, for marketing tractors,
implements, engines & other farm equipment. Launch of Escorts
(Agriculture and Machines) Ltd.

1949 - Franchise of Massey Ferguson tractors for northern India

1951 - Escorts established Indias first private Institute of Farm

Mechanization at Delhi.

1953 -Escorts (Agents) Ltd. and Escorts (Agriculture and

Machines) Ltd. merged to form Escorts Agents Pvt. Ltd.

1954 - 1st industrial venture of Escorts to manufacture piston

rings in collaboration with Goetze of Germany, in an era when
joint ventures of Indian firms with foreign companies were
virtually unheard of.
1958 - Started importing Massey Ferguson tractors from
Yugoslavia for marketing the same in India.

1959 - Collaboration with Mahle of Germany to manufacture

pistons. Soon, Escorts became the largest producer of piston
assemblies in India.

1960 - Set up of Escorts Limited

1961- Setting up of manufacturing base at Faridabad for

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

11
1969 - Escorts Tractors Limited was born. A technical and
financial joint venture with the global giant Ford Motor Company,
USA, to manufacture Ford tractors in India. The years ahead saw
Escorts grow as the largest tractor manufacturer in India.
Escorts Institute of Farm Mechanization (EIFM) established at
Bangalore.
Escorts Employees Ancillaries Ltd. (EEAL), a unique venture in
industrial democracy comes into being.

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

1974 - Crossing national boundaries, Escorts exports for the first

time. After winning a global tender, 400 tractors were exported to
Afghanistan, which was perhaps the worlds largest ever airlift of
tractors.

1976 - FORD 3600, advancement in Farm Mechanization

launched. Trial production of in-plant manufacturing of engine
parts (Block & Head).

1977 - Escorts enter the world of self-developed technology by

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

1979 - Collaboration with JCB Excavators Ltd., UK for

manufacture of excavators.

1980 - Foray into healthcare, Escorts Hospital and Research

Center set up in Faridabad.

1983 - Escorts Tractors Limited (ETL) established a state-of-the-

art research and development centre to spearhead newer
breakthroughs in Farm Mechanization and to maintain industry

12
leadership. Line concept introduced for engine block machining.
11,000 ton floating dry-dock Escorts I launched.

1984 - JV Escorts - Yamaha to manufacture motorcycles

1984 - Signing of agreement with the Japanese bike giant

Yamaha to manufacture motorcycles with Yamaha technology.
Collaboration with Jeumont Schneider of France to manufacture
EPABX systems Collaboration with Dynapac of Sweden to
manufacture vibratory road compactors

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

1988 - Escorts Heart Institute and Research Centre (EHIRC), a

world class cardiac care facility launched in New Delhi.

1989 - Joint Venture with Claas of Germany to manufacture

harvester combines

THE VISION

13
We strive to be the strongest and most respected engineering
company in the country. We will achieve this by clearly positioning
ourselves in a competitive environment enhance our brand equity
through international quality products, market leadership,
enlarged customer base, better cost control and pricing policy.

THE MISSION

To provide Quality product Tractors that matches every need of

Indian Farmers at an affordable cost

ORGANISATION STRUCTURE

14
 TEAM MANAGER

AGRI MACHINERY GROUP STRUCTURE

15
CHAIRMAN RAJAN NANDA

JOINT MD NIKHIL NANDA

CEO kanwal kishore

vij(ecel)

CEO lalit k
pahwa(auto products)

EVP HR & ER P P DAS

GUPTA

ASSOCIATE VICE PRESIDENT R K CHALANA

AMG (EMPLOYEE RELATION) A S YADAV

AMG HEAD (COMPONENT) ARUN BABAR

HEAD EMPLOYEE RELATION RAJESH GOEL

AMOD THAKUR

PRODUCTION HEAD V K KULLAR

CASUAL / CONTRACT LABOR

16
CASTING COMPONENT

CYCLINDER BLOC PARDEEP

BANSAL
GEAR BOX K C NAGPAL

TRANSMISSION COMPONENT

HALL NO 1 M S BHARDVAJ
BED PAL SHARMA

HALL NO 2 SUNIL SANDHU

GRINDING/ HEAT TREATMENT PARVEEN

BANSAL

TOOL ROOM I J S GOGAL

MAINTAINENCE (RAJAN NANDA)

CASTING MAINTAINENCE Y P S TOMAR

TRANSMISSION COMPONENT K S BABA
MAINTAINENCE

POWER HOUSE A K RASTOGI

SERVICE DEPT (FINANCE) BHARAT

MADAN

SALES & MARKETING ASHOKA ANAND

HUMAN RESOURCE K C ANIL

17
CURRENT SALE

Escorts Half Year Net Profit Up At Rs 27.48 Core

---- New Delhi, April 21, 2012

Half year PBT up at Rs 26.46 crore

Quarter PBT at Rs 25.76 crore
Quarter Net Profit at Rs 27.82 crore

Escorts Limited today reported a higher profit of Rs.27.48 crore for

the half year ended 31st March 2012. The Profit Before Tax stood at
Rs.26.46 crore for the half year, as against a profit of Rs.26.77 crore
in the corresponding period. The rise in profit was as a result of
focused efforts by the company in regulating and controlling cost
and expenses and improving product technology and quality. Total
half yearly sales and income from operations also rose from Rs
963.45 crore in the previous year to Rs 993.27 crore this year. The
company reported a cash profit of Rs.36.84 crore as against Rs.
34.94 crore in the corresponding period. Escorts Limited follows an
October-September fiscal year.

The company closed the quarter with profit before tax standing at
Rs.25.76 crore and net profit at Rs 27.82 crore. Total sales and
income from operations, however, fell for the quarter from Rs
531.47crore in the previous quarter to Rs 491.66 crore this quarter

18
PRODUCT MIX

PRODUCTS

FARMTRAC-50
FARMTRAC-55
FARMTRAC-60
FARMTRAC-70

ESCORTS-325
ESCORTS-335
ESCORTS-340
ESCORTS-355

POWERTRAC-430
POWERTRAC-435
POWERTRAC-440
POWERTRAC-44
PRICE
Price Range of Escorts Tractor varies from 3 LAKHS TO 12 LAKHS
as per model

19
PROMOTION

Company mainly markets their products through print media. For

rural market all types of promotion schemes are used but less of
electronic media.

PLACE
Unparalleled Reach & Access

Network of 1212 Dealers, Sub - Dealers, Distributors & Stockiest

20
MARKET POSITION
ESCORTS today ranks among the top ten industrial giants in the
country. A persistent annual growth of 18% of past decade bears
testimony to this fact. It is the 5 th largest Engineering Company
amongst both Public & private companies.

DIRECTORS

BOARD OF DIRECTORS

Name Designation

Mr. Rajan Nanda Chairman & Managing Director

Mr. Anil Nanda Vice Chairman & Managing Director

Mr. Nikhil Nanda Executive Director

Dr. P.S. Pritam Director

Dr. M.G.K Menon Director

COMPETITORS

COMPETETIORS MARKET SHARE AND GROWTH

COMPANY NAME SOM(%) SOM(%)

GROWTH%

2003 2004

ESC 1.9 6.3 391.5

FT 13.8 8.8 -3.8

EICH 6.8 6.8 51.4

HMT 2.7 3.6 97.7

M&M 26.2 25.4 46.4

PTL 13.3 12.7 44.1

TAFE 14.9 14.3 45.2

21
HIND 0.7 0.5 13.5

SON 9.0 7.9 31.7

FNH 4.6 4.8 59.2

BTL 1.3 2.2 159.1

L&T 3.2 5.2 142.1

OTHERS 1.6 1.6 50.0

22
OTHERS

L&T

BTL

FNH

SON

HIND

TAFE

PTL

M&M

HMT

EICH

FT

ESC

0 5 10 15 20 25 30

23
 MARKET SHARE OF
COMPETETIORS

AMG STRATERGIES

1. Institutionalize systems to continuously assess customer needs

and concerns.

2. Improve response time for development and introduction of

technologically superior & cost competitive products.

3. Build an R&D organization capable of meeting market

requirements of quality, prices and speed.

4. Global quality standards of products and management.

5. Focussed and aggressive marketing, selling and customer service

strategies.

6. World class distribution system adapted to the Indian context.

7. Ensure rapid growth in Europe & North American Markets.

8. Institutionalize systems for timely business intelligence on

products, markets, strategies, tactics, systems, etc.

9. Improved efficiency and productivity at all levels through

continuous improvement of systems & processes.

10. Low cost base fixed and variable. Optimization of manpower

numbers across AMG. (Outsourcing to improve Capacity utilization)

24
11. Enhance transparency & relationship with suppliers and improve
vendor process for long term cost advantage.

12. Enthuse commitment, accountability, passion, ownership,

positive energy, team working and proactive culture in AMG

13. Enhance quality and speed of execution, implementation &

communication across AMG.

OBJECTIVES OF PROJECT

To identify Training Needs in the organization.

To understand various Training Programs being conducted in

Escorts.

To give suggestions on how to improve the Effectiveness of

Training.

25
 RESEARCH METHODOLOGY
RESEARCH METHODOLOGY

Sampling Procedure

A. probability Sample

Stratified random sample

Personal Interview.

Analysis Methods

Percentage method: The entire questions in the questionnaire

are analyzed from the collected data and they were converted in to
percentages with explanations. Percentages were useful in
comparing two series of data. During analysis it was difficult in
interpreting the difference in the actual counts. But with the use of
relative differences, percentages it can be more clearly seen.

Cross Tabulation: It is applicable to data in which both the

dependent and in dependent variable appear in categorical form. In
a cross tabulation the percentages are usually shown, as well as the
actual counts of the number of responses falling in to the different
cells of the table. To interpret the cross tabulation analysis the
pattern of percentage mentioned across the each row separately.

26
Methods of research data presentation

Tabular forms: Observations and inferences after each analysis is

presented in a table with numerical values. Tables make it easy to
understand the findings at a glance than going through the lengthy
description.

Graphs: Each finding was presented graphically in the form of pie

charts, bar diagrams after analysis for easy references. The main
features of frequency distribution are conveniently communicated
by representing the frequency distribution in the form of a diagram,

Description: After the analysis of the collected data,

interpretations are given at the bottom of the tables. On the basis
of the analysis, major findings and suggestions were made.

27
 DATA PRESENTATION & ANALYSIS

For the analysis of data collected through survey work, a

series of steps were followed
Which are given in a chronological order:-
Each question of the questionnaire was assigned codes
(coding)
Each questionnaire was punched into ms-excel sheet thus
forming a data base
Punching)
Further the data was analyzed by using diagrams, graphs,
charts etc.
The graphic rating scale and ranking method was used to
measure the response
and attitude of the customer.
Finally, an effort was made to extract meaningful information
from analyzed data,
which acted as a base for the recommendations.

28
 LIMITATIONS

In every study one faces some limitations or difficulties; I also faced

some limitations that are as follows:

Time constraint.
Respondent biases.
Lack of interest while giving feedback by Managers.
Conclusion drawn is based on a sample size of 150.
Some respondents fail to answer every question.

29
 INTRODUCTION

WHAT IS TRAINING

Training is a process of learning a sequence of programmed

behavior .It is application of knowledge. It gives people an
awareness of rules and procedures to guide their behavior. It
attempts to improve their performance on the current job or
prepare them for an intended job. Trainers act as facilitators,
enabling participants to learn from each others unique strength
talents and experiences. Changes in the participants knowledge
level, attitudes, feelings & acquisition of new practical skills are
expected outcomes of the training process.

Inadequate job performance or a decline in productivity or changes

resulting out of jobs redesigning or a technological breakthrough
requires some type off training and development efforts. In a
rapidly changing society, employee training and development are
not only an activity that is desirable but also an activity that an
organization must commit resources to if it is to maintain a viable
and knowledgeable work force.

And this Gap is of knowledge, skills and attitudes that the people in
the organization currently possess and the knowledge, skills and
attitudes that they require to meet the organizations objectives.
The training needs assessment is best conducted up front, before
training solutions are budgeted, designed and delivered. The output
of the needs analysis will be a document that specifies why, what,
who, when, where and how. More specifically, the document will
need to answer these questions:

Why do people need the training?

What skills need imparting?

Who needs the training?

When will they need the new skills?

30
 Where the training may be conducted? and

How may the new skills be imparted?

The results of training needs analysis will highlight the subject

matter needed to be covered during the training course. The
knowledge and skills gained during the training will increase
abilities and allow our employees to perform their jobs at an
acceptable level.

NEED FOR TRAINING

The needs for the training of employees are:

To increase productivity
To improve quality
To help a company to fulfill its future personnel needs
To improve organizational climate
To improve health & safety
Obsolescence prevention
Personal growth

IMPORTANCE OF TRAINING.

Training is the corner stone of sound management, for it makes

employees more effective & productive. It is actively and intimately
connected with all the personnel or managerial activities. It is an
integral part of the whole management program with all its
activities functionally interrelated.

There is an always present need for training men so that new and
change techniques may be taken advantage of and an
improvement effected in the old methods, which are woefully
inefficient.

31
Training is a practical and vital necessity because, it enables
employees to develop and rise within the organization, and increase
their market value, earning power and job security. It enables
management to resolve sources of friction arising from
parochialism, to bring home to the employees the fact that
management is not divisible. It moulds the employees attitudes
helps them to achieve a better co-operation with the company and
a greater loyalty to it. Training, moreover, heightens the morale of
the employees, for it helps in reducing dissatisfaction, complaints,
grievances and absenteeism, reduces the rate of turnover. Further
trained employees make a better and economical use of materials
equipment; therefore, wastage and spoilage are lessened, and the
need for constant supervision is reduced.

STEPS INVOLVED IN TRAINING

A) Identifying Training Need

The training need analysis shall have following activities based on

5 Star Skill Matrix:

TECHNICAL TRAINING NEED

Determining standard set of Competencies/skills on

functional basis
Compiling Inventory of existing skills of workmen
Listing of training need as reflected in the Annual
Appraisal Form
Comparison with standard set of Competencies/Skills
levels and identifying gaps

NON TECHNICAL TRAINING NEEDS

Listing causes of area of concern through interview and

prioritizing by discussion with PU/Dept heads
Listing of training need from annual appraisal form

ORGANISATIONAL NEED

32
 Listing of general awareness needs to meet
organizational objectives

EVALUTION OF TRAINING

The assessment of the total value of a training system, means the

training course or program in social as well as financial terms
.Evaluation of any activity is important, since in evaluating, one
tries to judge the value or worth of the activity, using the
information available

Hamblin defines evaluation of training as any attempt to

obtain information on the effects of a training program and to
assess the value of the training in the light of that information.

Evaluation of the training process is a difficult task, and different

circumstances require different methods of evaluation .An
evaluation of a training method or system must also take into
account the suitability of objectives. If the objectives were
inadequately formulated in the first place; even a good training
program has really no chance to be effective?

RESPONSIBILTY FOR TRAINING

33
Training is the responsibility of four main groups -:

The top management, which frames the training policy.

The personnel department, which plans, establishes an
evaluates instructional programmers.
Supervisors, who implement & apply developmental
procedure.
Employees, who provides feedback, revision & suggestions for
corporate educational endeavors.

34
TRAINING PROCESS IN ESCORTS Ltd :

35
SALIENT FEATURES OF WORKMEN TRAINING IN ESCORTS
Ltd:

Concentrates on the ON JOB TRAINING.

Intends to introduce change in the behavior of the employee.
Enables the individual employee to realize his potential for
growth.
Prepares the individual to adapt to the changing environment.
Enhancement of the potentialities & skills for assuming /
engaging in higher responsibilities.
According to TRAINING STANDARDS, In ESCORTS Ltd Training is
imparted to Team Members based on

Organizational
Needs

In my Project, I have focused on Identifying and Analyzed Training

Needs of Workmen based on TECHNICAL SKILL & Organization tried
to upgrade the same by imparting regular training according to
needs identified.

TECHNICAL Skill Up gradation in Escorts:-

1. Adapt 5 Star Skill Matrix concept

2. Discuss List of Workmen with PU Head / HODs for determining
the existing Technical Skill level.

36
 3. After analyzing the present performance, the Immediate/
concerned PU Head / HODs give rating on the scale of 1 to 5
STARS.
4. Where we want the skill level should be after 6 months.
5. Discuss with PU Head / HODs to bridge the Gap and
accordingly the Training modules are designed and developed.

5 STAR SKILL MATRIX (for Identifying TECHNICAL Training

Needs)

STAR I

Knowledge of using Fire and Safety Equipments, Material handling

equipments,

House Keeping, Loading / Unloading of Job. Works under close

supervision.

STAR II

In addition to above skills, should be able to operate/work

independently and change tools/jobs alteast one type of machine/
workstation. Should also have basic knowledge of machine up
keeping/workstation. Needs occasional supervision does essential
job assurance and related activities under supervisions like self-
inspection, tool change/job change etc.

STAR III

Shall be able to operate/work and set different type of

machines/jobs. Shall have basic knowledge of using inspection
instruments/job instruments, tool change, setting of machines/ jobs,
gauges and TPM activities etc. Can read drawing work instruments
also.

STAR IV

In addition to above skills, shall understand quality problems and

give practical suggestions to solve them. Knowledge of using SPC
techniques detailed drawings /work instructions, process sheet and
basic machine/ workstation
37
maintenance skills. Shall be capable of operating all type of
machine/ jobs / workstation in the team. Has complete knowledge
about technical aspects of his job.

STAR V

In addition to the skill of Star 4 shall be capable of managing Cell

activities and give training to team members. Shall be capable of
operating all type of machines/on job/ workstation in the Cell.
Understands quality problems, diagnosis and takes corrective
actions.

MAJOR AREAS OF CONCERN EMERGED while Imparting

TRAINING in ESCORTS Ltd

(1) Sense of belongingness with the company.

Sense of pride missing.
Lack of openness with superiors.
Lack of trust.
Insecurity.
Participation in joys & sorrows.
Mutual respect.

(2) New work culture.

New work practices.
TPM.
Small group activity.
Total employee involvement.
TQM.
Kaizen.
Suggestion scheme.
Self-sufficient teams.
Redeployment.
Self-certification.
Flexible work environment.

(3) Awareness about business environment.

Product knowledge.

38
 Present business situation.
Awareness about competition.
Awareness of competitive strength.
Competitors cost, waste, methodology, productivity
etc.
Rejection cost per tractor.
Field concern.

(4) Discipline.
Absenteeism, alcoholism, drugs etc.
Awareness about social society scheme.
Awareness about standing orders.
Eight hours sincere working.
Productivity
Counseling.
Grievance handling procedure.

(5) Quality consciousness.

Seven QC tools.
Waste elimination.
TQM.
Quality concepts.
Value additions.
Scrap elimination.
Zero defect.
Process improvement.
PFMEA.

(6) Personal development.

Income tax awareness.
Carrier counseling of children.
Health awareness.
Awareness of welfare scheme.
Counseling regarding personal matters.
Knowledge of PF & ESI acts.
Pension schemes under PF act & company pension
scheme.

(7) Communication
Management thoughts.
Philosophy, vision & future strategies.
39
 Transparency.
Sharing of information.
Companys social security schemes.
Welfare measures & related policies.

TRAINING FACULTY USED IN ESCORTS Ltd

40
 Data Collection

Department No.: 1106

indire m
qua
mat st ct at
ntit st
erial o procu forging eri
y o
iden r reme material, al
nu r lif rece stor
tific e nt procure re
mb e t ipt e
atio r docu ment,doc ce
er is dr inse inch
n, e ment umentati ipt
and s iv pcti arg
qua c ation on an
spe ui er on e
ntity ei throu through d
cifi n
,qua p gh system Re
cati g
lity t syste lat
on
m ed
STA
0 3 1 0 0 3 3 0 4 4
R-1
STA
1 2 1 1 0 0 0 0 2 1
R-2
STA
2 1 2 2 1 1 4 0 0 2
R-3
STA
4 4 6 7 1 6 3 0 3 2
R-4
STA
3 0 0 0 0 0 0 1 1 1
R-5

NO OF EMPLOYEES
STAR - 1 STAR - 2 STAR - 3 STAR - 4 STAR - 5

STAGES

41
 Workmen=10

Depratment No.: 1105

ISS
WOR BOOK ISS
UIN DOCUM
KING KEEPI UAN
G ENTATIO
MOV NG CE
AN N&
EME AND AND
D EXCISE
NT TRANS CO
CO ACTIVIT
OF ACTIO NTR
NTR Y
JOBS N OL
OL
S
T
A
0 0 0 0 0
R
-
1
S
T
A
0 0 0 0 0
R
-
2
S
T
A
1 1 1 1 0
R
-
3
S
T
A
0 4 4 4 2
R
-
4
S
T
A
0 0 0 0 1
R
-
5

42
NO OF EMPLOYEES
STAR - 1 STAR - 2 STAR - 3 STAR - 4 STAR - 5

WORKING MOVEMENT
ISSUING
BOOKAND
KEEPING
OF JOBS
CONTROL
ISSUANCE
AND
DOCUMENTATION
TRANSACTION
AND CONTROL
& EXCISE ACTIVITY
STAGES

Workmen=5

Department No.: 1204

LEVE
LS
LEVE LEVE LEVE LEVE LEVE
L-1 L-2 L-3 L-4 L-5
STA
R- 1 0 0 0 0
1
STA
R- 0 0 0 0 0
2
STA
R- 0 0 5 0 0
3
STA
R- 0 0 0 3 0
4
43
STA
R- 0 0 0 0 7
5

8
7
6
5
4
NO OF EMPLOYEES
STAR - 1 3 STAR - 2 STAR - 3 STAR - 4 STAR - 5
2
1
0
LEVEL-1 LEVEL-2 LEVEL-3 LEVEL-4 LEVEL-5
MACHINES

Workmen=17

Department Name: GBH

MACHIN
ES
Radi
SPM CNC
al
STAR -
78 21 92
1
STAR - 28 62 17
44
 2
STAR -
31 28 17
3
STAR -
4 10 4
4
STAR -
0 0 0
5

100

90

80

70

60

50
STAR - 1 STAR - 2 STAR - 3 STAR - 4 STAR - 5

40

30

20

10

0
Radial SPM CNC

Workmen=131

Department Name: CYL

MACHIN
45
 ES
SP RADI
CNC
M AL
STAR -
24 57 76
1
STAR -
23 15 11
2
STAR -
13 7 0
3
STAR -
35 19 14
4
STAR -
10 9 7
5

80

70

60

50

40
STAR - 1 STAR - 2 STAR - 3 STAR - 4 STAR - 5
30

20

10

0
SPM CNC RADIAL

Workmen=108

46
 Department Name: GRINDING

MACHINE
S
T T
T T
C T T C
TC TI TC TC TI TC TC TC TRC TH I C
TCG TIG TIG G I I H
G G G G G G G G G SG G H
29 3 9 G G
30 7 31 8 6 26 25 23 33 2
1 1 2 1
4 5
9 2
STAR - 1 1 1 1 1
11 11 9 11 10 9 10 8 9 9 10 13 9 9
1 0 0 0 4 4
STAR -
2 2 4 2 3 4 3 5 4 4 3 1 4 4 3 3 3 1 1
2
STAR -
2 2 2 2 3 2 2 2 2 2 2 1 2 2 2 2 2 0 0
3
STAR -
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
4
STAR -
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5

16

14

12

10

6 STAR - 1 STAR - 2 STAR - 3 STAR - 4 STAR - 5

47
Workmen=16

Department Name: HALL 1

LINE-1

MACHIN
ES
TS
TB TM TM TM TF TF- TH- TH TS TS- TCG
H-
-3 C-2 C-3 C-4 -3 4 21 -22 -8 12 -5
14
STA
R - 10 8 8 8 8 8 10 10 11 9 8 11
1
STA
R- 1 3 3 3 3 3 0 0 0 1 1 1
2
STA
R- 1 2 2 2 2 2 3 3 3 2 2 1
3
STA
R- 2 1 1 1 1 1 1 1 0 2 3 1
4
STA 0 0 0 0 0 0 0 0 0 0 0 0
48
R-
5

12

10

6
NO OF EM PLOYEES
STAR - 1 STAR - 2 STAR - 3 STAR - 4 STAR - 5
4

M ACHINES

LINE -2
MACHINE
S
TH TH
TSP TSP TS- TS- TS- TS- TS- TS- TTR TTR TSH
TB-6 - - TSH-9
-15 -16 25 13 16 11 15 9 -7 -8 -6
25 32
STA
17 15 15 15 12 12 12 12 11 12 12 14 14 14 14
R-1
STA
0 1 1 1 3 3 3 3 4 3 3 2 2 2 2
R-2
STA
0 1 1 1 2 2 2 2 2 2 2 1 1 1 1
R-3
STA
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
R-4
STA
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
R-5

49
 20

15

10
NO OF EMPLOYEES
5
STAR - 1 STAR - 2 STAR - 3 STAR - 4 STAR - 5

MACHINES

Workmen=17

Helper=1

50
 ANALYSIS OF DATA

Ques 1. Are Employees aware of the concept of TPM ?

o Strongly Disagree
o Disagree
o Not Agree, Not Disagree
o Agree
o Strongly Agree

Tpm
N Valid 20
Missi
0
ng
Mean 4.000
0
Median 4.000
0
Mode 4.00
Std. Deviation .
85840

1) Mean is 4.0000 - average no of the respondents are agree with

the statement that employees are aware of TPM.
2) Mode is 4 - the maximum number of respondents are agree
with with the statement that employees are aware of TPM.
3) Standard deviation is .85840 indicates that our mean varies .
85840in the population.

51
Ques 2. Are Employees aware of Maintenance standards & follow
them accordingly ?

o Strongly Disagree
o Disagree
o Not Agree, Not Disagree
o Agree
o Strongly Agree

Mainata
nce
N Valid 20
Missi
0
ng
Mean 4.2500
Median 4.0000
Mode 5.00
Std. Deviation .78640

1) Mean is 4.2500- average no of the respondents are agree with

the statement that Employees are aware of Maintenance
standards &they follow them accordingly .
2) Mode is 5.00 - the maximum number of the respondents are
strongly agree with the statement that Employees are aware
of Maintenance standards &they follow them accordingly
3) Standard deviation is .78640 indicates that our mean varies .
78640 in the population.

Ques 3. Do employees follow Quality standards (TQM) as per ISO?

52
 o Strongly Disagree
o Disagree
o Not Agree, Not Disagree
o Agree
o Strongly Agree

TQM
N Valid 20
Missi
0
ng
Mean 4.350
0
Median 4.000
0
Mode 4.00
Std. Deviation .
58714

1) Mean is 4.3500- average no of the respondents are agree with

the statement that employees follow Quality standards (TQM)
as per ISO
2) Mode is 4 - the maximum number of respondents are agree
with the statement that employees follow Quality standards
(TQM) as per ISO
3) Standard deviation is .58714indicates that our mean varies .
58714 in the population.

53
Ques 4. Are employees keenly interested in attending Training
Programs?

o Yes
o No
o Sometimes

Attend
ance
N Valid 20
Missi
0
ng
Mean 1.6500
Median 1.5000
Mode 1.00
Std. Deviation .74516

1) Mean is 1.6500- average no of the respondents are not agree

with the statement that employees are keenly interested in
attending Training Programs
2) Mode is 1.00 - the maximum number of respondents are
agree with the statement that employees are keenly interested
in attending Training Programs
3) Standard deviation is .74516 indicates that our mean varies .
74516 in the population.

54
Ques 5. Has Training Program attended by employees showed
increase in productivity?

o Strongly Disagree
o Disagree
o Not Agree, Not Disagree
o Agree
o Strongly Agree

Product
ivity
N Valid 20
Missi
0
ng
Mean 3.9500
Median 4.0000
Mode 4.00
Std. Deviation .88704

1) Mean is 3.9500 - average no of the respondents are agree with

the statement that Training Program attended by employees
showed increase in productivity
2) Mode is 4 - the maximum number of respondents are agree
with the statement that Training Program attended by
employees showed increase in productivity
3) Standard deviation is .88704 indicates that our mean varies .
88704 in the population.

55
Ques 6. Do Company conducts workshops on regular basis
to enhance employees
skills?
o 1 months
o 2 months
o 3 months
o 6 months

Worksho
ps
N Valid 20
Missi
0
ng
Mean 1.3500
Median 1.0000
Mode 1.00
Std. Deviation .48936

1) Mean is 1.3500- average no of the respondents are of opinion

that workshops are conducted on a period of 1 month.
2) Mode is 1.00 - the maximum number of respondents are of
opinion that workshops are conducted on a period of 1 month.
3) Standard deviation is .48936 indicates that our mean varies .
48936 in the population.

56
Ques 7. Are employees aware of Fire & Safety regulations & Do
they follow them accordingly?

o Strongly Disagree
o Disagree
o Not Agree, Not Disagree
o Agree
o Strongly Agree

Regula
tions
N Valid 20
Missi
0
ng
Mean 4.2000
Median 4.0000
Mode 4.00(a)
Std. Deviation .76777

1) Mean is 4.2000- average no of the respondents employees

aware of Fire & Safety regulations & they follow them
accordingly.
2) Mode is 4 - the maximum number of respondents are agree
with the statement thatemployees aware of Fire & Safety
regulations & they follow them accordingly
3) Standard deviation is .76777 indicates that our mean varies .
76777 in the population.

57
Ques 8. Do Company provides timely Safety equipments to
employees & updates them on regular basis?

o Strongly Disagree
o Disagree
o Not Agree, Not Disagree
o Agree
o Strongly Agree

Equipm
ents
N Valid 20
Missi
0
ng
Mean 4.1500
Median 4.0000
Mode 4.00
Std. Deviation .74516

1) Mean is 4.1500- average no of the respondents are agree with

the statement that Company provides timely Safety
equipments to employees
2) Mode is 4 - the maximum number of respondents are agree
with the statement that Company provides timely Safety
equipments to employees
3) Standard deviation is .74516 indicates that our mean varies .
74516 in the population.

58
Ques 9. Do company always train Freshers before putting them on
respective
jobs?
o Strongly Disagree
o Disagree
o Not Agree, Not Disagree
o Agree
o Strongly Agree

traini
ng
N Valid 20
Missi
0
ng
Mean 4.300
0
Median 4.000
0
Mode 4.00
Std. Deviation .
65695

1) Mean is 4.3000- average no of the respondents are agree with

the statement that company train Fresher before putting them
on respective jobs.
2) Mode is 4 - the maximum number of respondents are agree
with the statement that company train Fresher before putting
them on respective jobs
3) Standard deviation is .65695 indicates that our mean varies .
65695 in the population.

59
Ques 10. Do employees work under-

o Close Supervision
o Occasional Supervision
o No Supervision
Ques how many..?

supervi
sion
N Valid 20
Missi
0
ng
Mean 2.0500
Median 2.0000
Mode 2.00
Std. Deviation .68633

1) Mean is 2.0500- average no of the respondents believe that

employees work under occasional supervision.
2) Mode is 2.00 - the maximum numbers of respondents believe
that employees work under occasional supervision.
3) Standard deviation is .68633 indicates that our mean varies .
68633 in the population.

60
HOW TO MAKE TRAINING EFFECTIVE

Participants to fill up the Feedback Forms immediately after

the Training program/Session
Follow up / Feedback of the Training Effectiveness have to be
in the prescribed format.
Based on the Feedback and Suggestions,
Improvements/Modifications of the Training program
Adjudge effectiveness of training on MOP of the Module, like
Scrap, Absenteeism, Discipline etc.
Convert the effectiveness / improvement in Rupee (ROI) -
PLANNED.

61
 REFERENCES

For the completion of my project the various websites I have

referred to are as follows:-

www.escortsgroup.com
www.google.com
www.altavista.com
www.managementparadise.com
www.agrimachinery.com

For the completion of my project the various Manuals I have

referred to are as follows:-

Escorts HR Manual
Escorts Company Manual

62
 ANNEXURE

TRAINING EFFECTIVENESS SURVEY 2009 (for managers)

Training is an ongoing process and is necessary for organizational

and individual development. However in order to maximize the
impact of training, it becomes imperative to continuously evaluate
the training strategies, processes and programs. In this regard,
please fill the questionnaire given below, revealing the information
about the changes in the behavior/attitude of workers.
Your help in evaluating the effectiveness-training program
conducted so far will help me in making my report and giving
feedback to the Personnel department.

PARTICULARS DETAILS
Name
Experience
Department
EIN NO
Grade

Ques 1 Qualification of worker

o Below matric
o Matric
o ITI

Ques 2 Are Employees aware of the concept of TPM ?

o Strongly Disagree
o Disagree
o Not Agree, Not Disagree
o Agree
63
 o Strongly Agree

Ques 3 Are Employees aware of Maintenance standards & follow

them accordingly ?

o Strongly Disagree
o Disagree
o Not Agree, Not Disagree
o Agree
o Strongly Agree

Ques 4 Do employees follow Quality standards (TQM) as per ISO?

o Strongly Disagree
o Disagree
o Not Agree, Not Disagree
o Agree
o Strongly Agree

Ques 5 Are employees keenly interested in attending Training

Programs?

o Yes
o No
o Sometimes

Ques 6 Has Training Program attended by employees showed

increase in productivity?

o Strongly Disagree
o Disagree
o Not Agree, Not Disagree
o Agree
o Strongly Agree

64
Ques 7 Do Company conducts workshops on regular basis to
enhance employees skills?

o 1 months
o 2 months
o 3 months
o 6 months

Ques 8 Are employees aware of Fire & Safety regulations & Do they
follow them accordingly?

o Strongly Disagree
o Disagree
o Not Agree, Not Disagree
o Agree
o Strongly Agree

Ques 9 Do Company provides timely Safety equipments to

employees & updates them on regular basis?

o Strongly Disagree
o Disagree
o Not Agree, Not Disagree
o Agree
o Strongly Agree

Ques 10 Do company always train Freshers before putting them on

respective jobs?

o Strongly Disagree
o Disagree
o Not Agree, Not Disagree
o Agree
o Strongly Agree

BIBLOGRAPHY

65
Website: www.escortsgroup.com

www.escortsagri.com/
E-mail:investorrelation@escorts.co.in

66