SHRI RAMSWAROOP MEMORIAL GROUP

OF PROFESSIONAL COLLEGES
LUCKNOW

PROJECT REPORT
ON
TRAINING AND DEVELOPMENT
IN LUMAX

SUBMITED IN PARTIAL FULFILLMENT OF REQUIRMENT FOR THE AWARD

OF DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
TO
GAUTAM BUDDHA TECHNICAL UNIVERSITY, LUCKNOW
FOR THE SESSION
2013-14

Under the Guidance of

SUBMITTED BY:

Mr. AMIR AIJAZ

AKANKSHA SHAHI

Department of Management
SRMGPC, LUCKNOW

Roll No.: 1212270050

MBA IIIrd Sem.

CERTIFICATE

ii

DECLERATION

I AKANKSHA SHAHI, student of MBA 3rd semester, SHRI RAMSWAROOP

MEMORIAL COLLEGE OF ENGINEERING & MANAGEMENT, LUCKNOW hereby
declares that I have successfully completed my summer training project report on
TRAINING AND DEVELOPMENT IN LUMAX.

I hereby declare that all the information provided in this project report are true to the fullest of
my knowledge and it bear no resemblance to any other written material whatsoever.
In the event of any information provided in this report being found incorrect or misleading, I
shall be liable to any outcome at any at any given day.

Place: LUCKNOW
Date:

iii

ACKNOWLEDGEMENT

I hereby take the opportunity to express my profound sense of reverence and gratitude
to all of them who helped me in successful completion of the project. I sincerely thank
MR. AAMIR AIJAZ under whose guidance and support the project was successfully
completed.
First of all I would like to thank the Management at LUMAX for giving me the
opportunity to do my 45 days project training in their esteemed organization.

Taking reviews and valuable suggestions from faculty of SRMGPC Lucknow the work
has come out in the given form.

(AKANKSHA SHAHI)

iv

PREFACE
It was a privilege for us to work in a reputed organization- LUMAX. This has given us an
opportunity to work in a truly professional environment where team work score over
individual effort, where there is a helpful atmosphere. A well planned, properly executed and
evaluated training helps a lot in inoculating good work culture. The project on TRAINING
AND DEVELOPMENT IN LUMAX has been made to facilitate effective understanding
about the marketing aspects.
The project training has provided me an opportunity to gain practical experience,
which has helped me to increase my sphere of knowledge to a greater extent. I have tried to
summarize all our experience and knowledge acquired up till now, in this report. This project
is a keen effort to obtain the expected results and fulfill all the information required.
At the end annexure and bibliography are given for effective understanding.
I am grateful to LUMAX for providing required support.
Thank you for your interest in my project report.

TABLE OF CONTENT

vi

1. Certificate

ii

2. Declaration

iii

3. Acknowledgement

iv

4. Preface

5. Introduction

6. Company Profile

26

7. Research Objectives along with Methodology

46

8. Use and Importance

54

9. Data Analysis

70

10.
11.
12.
13.
14.
15.

86
89
91
93
95
97

Findings
Recommendations
Conclusion
Limitation
Bibliography
Annexure

vii

viii

INTRODUCTION
INTRODUCTION

INTRODUCTION OF TRAINING & DEVELOPMENT

TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that
randomness is reduced and learning or behavioral change takes place in structured format.
TRAINING AND DEVELOPMENT DEFINED. It is concerned with the structure and
delivery of acquisition of knowledge to improve the efficiency and effectiveness of
organization. It is concerned with improving the existing skills and exploring the potential
skills of the individual i.e. upgrading the employees skills and extending their knowledge.
Therefore, training is a key to optimizing utilization human intellectual technological and
entrepreneurial skills Training and Development referred to as:
Acquisition and sharpening of employees capabilities that is required to
perform various obligations, tasks and functions. Developing the employees
capabilities so that they may be able to discover their potential and exploit
them to full their own and organizational development purpose.
Developing an organizational culture where superior-subordinate relationship,
teamwork, and collaboration among different sub units are strong and
contribute to organizational wealth, dynamism and pride to the employees.
Development defined .It helps the individual handle future responsibilities,
with less emphasis on present job duties.
Introduction of training. It is a learning process that involves the acquisition
of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and
behaviors to enhance the performance of employees.

INPUTS IN TRAINING AND DEVELOPMENT

Any training and development programme must contain inputs which enable the participants
to gain skills, learn theoretical concepts and help acquire vision to look into the distant future .
Skills: Training is imparting skills to employees. A worker needs skills to operate machines,
and use other equipments with least damage and scrap. This is a basic skill without which the
operator will not be able to function. Employees, particularly supervisors and executives, need
interpersonal skills.
Education: The purpose of education is to teach theoretical concepts and develop a sense of
reasoning and judgment.
Development: It is less skill-oriented but stresses on knowledge. Knowledge about business
environment, management principles and techniques, human relations, specific industry
analysis is useful for better management of a company.
Ethics: There is need for imparting greater ethical orientation to a training and development
programme. Ethical attitude help managements make better decisions which are in the
interests of the public, the employees and in the long term-the company itself.
Attitudinal Changes: Attitude represents feelings and beliefs of individuals towards others.
Attitude affects motivation, satisfaction and job commitment. Negative attitude need to be
converting into positive attitude. Attitude must be changed so that employees feel committed
to the organization, are motivated for better performance, and derivesatis faction from their
jobs and the work environment.

Decision making and problem solving skills: It focus on methods and techniques for making
organization decision-making and solving work related problems.

Objectives of the Training

The principal objective of training and development division is to make sure the availability of
a skilled and willing workforce to an organization.
In addition to that, there are four other objectives:
Individual
Organizational
Functional
Societal.

Individual objectives help employees in achieving their personal goals, which in

turn, enhances the individual contribution to an organization.
Organizational Objectives assist the organization with its primary objective by
bringing individual effectiveness.
Functional Objectives maintain the departments contribution at a level suitable to
the organizations needs.
Societal Objectives ensure that an organization is ethically and socially responsible
to the needs and challenges of the society.

Importance of the Training

It helps to develop human intellect and an overall personality of the employees.

 Productivity Training and Development helps in increasing the productivity

of the employees that helps the organization further to achieve its long-term
goal.
Team spirit Training and Development helps in inculcating the sense of team
work, team spirit, and inter-team collaborations. It helps in inculcating the zeal
to learn within the employees.
Organization Culture Training and Development helps to develop and
improve the organizational health culture and effectiveness. It helps in creating
the learning culture within the organization.
Organization Climate Training and Development helps building the positive
perception and feeling about the organization. The employees get these feelings
from leaders, subordinates, and peers.
Quality Training and Development helps in improving upon the quality of
work and work-life.
Healthy work-environment Training and Development helps in creating the
healthy working environment. It helps to build good employee, relationship so
that individual goals aligns with organizational goal.
Health and Safety Training and Development helps in improving the health
and safety of the organization thus preventing obsolescence.
Morale Training and Development helps in improving the morale of the
work force.
Image Training and Development helps in creating a better corporate image.
Profitability Training and Development leads to improved profitability and
more positive attitudes towards profit orientation.

 Training and Development aids in organizational development i.e.

Organization gets more effective decision making and problem solving. It helps
in understanding and carrying out organizational policies
Training and Development helps in developing leadership skills, motivation,
loyalty, better attitudes, and other aspects that successful workers and managers
usually display.
Optimum Utilization of Human Resources Training and Development
helps in optimizing the utilization of human resource that further helps the
employee to achieve the organizational goals as well as their individual goals.
Development of Human Resources Training and Development helps to
provide an opportunity and broad structure for the development of human
resources technical and behavioral skills in an organization. It also helps the
employees in attaining personal growth.
Development of skills of employees Training and Development helps in
increasing the job knowledge and skills of employees at each level. It helps to
expand the horizons of human intellect and an overall personality of the
employee.

MODELS OF TRAINING

Training is a sub-system of the organization because the departments such as, marketing&
sales, HR, production, finance, etc depends on training for its survival. Training is a
transforming process that requires some input and in turn it produces output in the form of
knowledge, skills, and attitudes (KSAs).THE TRAINING SYSTEM. The three model of
training are:
1. System Model
2. Instructional System Development Model
3. Transitional model
SYSTEM MODEL TRAINING: The system model consists of five phases and

should be repeated on a regular basis to make further improvements. The training

should achieve the purpose of helping employee to perform their work to required
standards. The steps involved in System. Model of training are as follows:
1. ANALYZE and identify the training needs i.e. to analyze the department, job,
employees requirement, who needs training, what do they need to learn, estimating
training cost, etc The next step is to develop a performance measure on the basis of
which actual performance would be evaluated.

2. DESIGN and provide training to meet identified needs. This step requires
developing

objectives of training, identifying the learning steps, sequencing and

structuring the contents.

3. DEVELOP- This phase requires listing the activities in the training program that
will
assist the participants to learn, selecting delivery method, examining the training
material, validating information to be imparted to make sure it accomplishes all the
goals & objectives.
4. IMPLEMENTING is the hardest part of the system because one wrong step can
lead to the failure of whole training program.
5. EVALUATING each phase so as to make sure it has achieved its aim in terms of
subsequent work performance. Making necessary amendments to any of the previous
stage in order to remedy or improve failure practices.

TRANSITIONAL MODEL Transitional model focuses on the organization as a

whole. The outer loop describes the vision; mission and values of the organization on
the basis of which training model i.e. inner loop is execute
VISION focuses on the milestones that the organization would like to achieve after
the defined point of time. A vision statement tells that where the organization sees
itself few years down the line. A vision may include setting a role mode, or bringing
some internal transformation, or may be promising to meet some other deadlines.

MISSION explain the reason of organizational existence. It identifies the position in

the community. The reason of developing a mission statement is to motivate, inspire,
and inform the employees regarding the organization. The mission statement tells
about the identity that how the organization would like to be viewed by the customers,
employees, and all other stakeholders.
VALUES is the translation of vision and mission into communicable ideals. It reflects the
deeply held values of the organization and is independent of current industry environment. For
example, values may include social responsibility, excellent customer service, etc.
The mission, vision, and values precede the objective in the inner loop. This model considers
the organization as a whole. The objective is formulated keeping these three things in mind
and then the training model is further implemented

INSTRUCTIONAL SYSTEM DEVELOPMENT (ISD) MODEL

Instructional System Development model was made to answer the training problems. This
model is widely used now-a-days in the organization because it is concerned with the training
need on the job performance.
Training objectives are defined on the basis of job responsibilities and job description and on
the basis of the defined objectives individual progress is measured. This model also helps in
determining and developing the favorable strategies, sequencing the content, and delivering
media for the types of training objectives to be achieved. The Instructional System
Development model comprises of five stages:

1. ANALYSIS This phase consist of training need assessment, job analysis, and target
audience analysis.
2. PLANNING This phase consist of setting goal of the learning outcome, instructional
objectives that measures behavior of a participant after the training, types of training material,
media selection, methods of evaluating the trainee, trainer and the training program, strategies
to impart knowledge i.e. selection of content, sequencing of content, etc.
3. DEVELOPMENT This phase translates design decisions into training material. It
consists of developing course material for the trainer including handouts, workbooks, visual
aids, demonstration props, etc, course material for the trainee including handouts of summary.
4. EXECUTION This phase focuses on logistical arrangements, such as arranging speakers,
equipments, benches, podium, food facilities, cooling, lighting, parking, and other training
accessories.
5. EVALUATION The purpose of this phase is to make sure that the training program has
achieved its aim in terms of subsequent work performance. This phase consists of identifying
strengths and weaknesses and making necessary amendments to any of the previous stage in
order to remedy or improve failure practices. The ISD model is a continuous process that lasts
throughout the training program. It also highlights that feedback is an important phase
throughout the entire training program. In this model, the output of one phase is an input to the
next phase.

10

PROCESS OF TRAINING NEED ANALYSIS

TRAINING NEED ANALYSIS (TNA)/TRAINING
NEED IDENTIFICATION (TNI)
An analysis of training need is an essential requirement to the design of effective
training. The purpose of training need analysis is to determine whether there is a gap
between what is required for effective performance and present level of performance.
Training Need arises at three levels:
Organizational level
Individual level
Operational level

Corporate need and training need are interdependent because the organization performance
ultimately depends on the performance of its individual employee and its subgroup.
Organizational level Training need analysis at organizational level focuses on
strategic planning, business need, and goals. It starts with the assessment of internal
environment of the organization such as, procedures, structures, policies, strengths,
and weaknesses and external environment such as opportunities and threats. After
doing the SWOT analysis, weaknesses can be dealt with the training interventions,
while strengths can further be strengthened with continued training. Threats can be
reduced by identifying the areas where training is required. And, opportunities can be

11

exploited by balancing it against costs. For this approach to be successful, the HR

department of the company requires to be involved in strategic planning. In this
planning, HR develops strategies to be sure that the employees in the organization
have the required Knowledge, Skills, and Attributes (KSAs) based on the future KSAs
requirements at each level.
Individual level Training need analysis at individual level focuses on each and every
individual in the organization. At this level, the organization checks whether an
employee is performing at desired level or the performance is below expectation. If the
difference between the expected performance and actual performance comes out to be
positive, then certainly there is a need of training. However, individual competence
can also be linked to individual need. The methods that are used to analyze the
individual need are:
Appraisal and performance review
Peer appraisal
Competency assessments
Subordinate appraisal
Client feedback
Customer feedback
Self-assessment or self-appraisal
Operational level Training Need analysis at operational level focuses on the
work that is being assigned to the employees. The job analyst gathers the
information on whether the job is clearly understood by an employee or not.
He gathers this information through technical interview, observation, psychological
test ;questionnaires asking the closed ended as well as open ended questions, etc.
Today, jobs are dynamic and keep changing over the time. Employees need to prepare
for these changes. The job analyst also gathers information on the tasks needs to be
done plus the tasks that will be required in the future. Based on the information

12

collected, Training Need analysis (TNA) is done. Benefits of need assessment

Training programs are designed to achieve specific goals that meet felt needs. There
are many benefits of need assessment:
1. Trainers may be informed about the broader need of the trainees.
2. Trainers are able to pitch their course inputs closer to the specific needs of the
trainees.
3. Assessment makes training department more accountable and more clearly linked to
other human resource activities, which make the training programs easier to sell to line
managers.

TRAINING-DESIGN
The design of the training program can be undertaken only when a clear training objective has
been produced. The training objective clears what goal has to be achieved by the end of
training program i.e. what the trainees are expected to be able to do at the end of their training.
Training objectives assist trainers to design the training program.

The trainer Before starting a training program, a trainer analyzes his technical
,interpersonal, judgmental skills in order to deliver quality content to trainers.

13

The trainees A good training design requires close scrutiny of the trainees and their
profiles. Age, experience, needs and expectations of the trainees are some of the
important factors that affect training design.
Cost of training It is one of the most important considerations in designing a
training programme. A training programme involves cost of different types. These may
be in the form of direct expenses incurred in training, cost of training material to be
provided, arrangement of physical facilities and refreshment, etc. Besides these
expenses the organization has to bear indirect cost in the form of loss of production
during training period. Ideally, a training programme must be able to generate more
revenues than the cost involved.
Training climate A good training climate comprises of ambience, tone, feelings,
positive perception for training program, etc. Therefore, when the climate is favorable
nothing goes wrong but when the climate is unfavorable, almost everything goes
wrong.
Trainees learning style the learning style, age, experience, educational back ground
of trainees must be kept in mind in order to get the right pitch to the design of the
program.
Training strategies Once the training objective has been identified, the trainer
translates it into specific training areas and modules. The trainer prepares the priority
list of about what must be included, what could be included.
Training topics After formulating a strategy, trainer decides upon the content to be
delivered. Trainers break the content into headings, topics, ad modules. These topics
and modules are then classified into information, knowledge, skills, and attitudes.
Sequence the contents Contents are then sequenced in a following manner:
14

 From simple to complex

Topics are arranged in terms of their relative importance
From known to unknown
From specific to general
Dependent relationship
Training tactics Once the objectives and the strategy of the training program
becomes clear, trainer comes in the position to select most appropriate tactics or
methods or techniques. The method selection depends on the following factors:
Trainees background
Time allocated
Style preference of trainer
Level of competence of trainer
Availability of facilities and resources, etc
Support facilities IT can be segregated into printed and audio visual. The various
requirements in a training program are white boards, flip charts, markers, etc.
Constraints The various constraints that lay in the trainers mind are:
Time
Accommodation, facilities and their availability
Furnishings and equipments
Budget
Design of the training, etc

TRAINING IMPLEMENTATION
To put training program into effect according to definite plan or procedure is called training
implementation. Training implementation is the hardest part of the system because one wrong
step can lead to the failure of whole training program. Even the best training program will fail
due to one wrong action. Training implementation can be segregated into:

15

 Practical administrative arrangements

Carrying out of the training
Once the staff, course, content, equipments, topics are ready, the training is
implemented. Completing training design does not mean that the work is done because
implementation phase requires continual adjusting, redesigning, and refining.
Preparation is the most important factor to taste the success. Therefore, following are
the factors that are kept in mind while implementing training program:
The trainer The trainer need to be prepared mentally before the delivery of content.
Trainer prepares materials and activities well in advance. The trainer also set grounds
before meeting with participants by making sure that he is comfortable with course
content and is flexible in his approach.
Physical set-up Good physical set up is pre-requisite for effective and successful
training program because it makes the first impression on participants. Classrooms
should not be very small or big but as nearly square as possible. This will bring people
together both physically and psychologically. Also, right amount of space should be
allocated to every participant.
Establishing rapport with participants There are various ways by which a trainer
can establish good rapport with trainees by:
Greeting participants simple way to ease those initial tense moments
Encouraging informal conversation
Remembering their first name
Pairing up the learners and have them familiarized with one another
Listening carefully to trainees comments and opinions
Telling the learners by what name the trainer wants to be addressed
Getting to class before the arrival of learners
Starting the class promptly at the scheduled time
Using familiar examples
Varying his instructional techniques
Using the alternate approach if one seems to bog down

16

Reviewing the agenda At the beginning of the training program it is very important
to review the program objective. The trainer must tell the participants the goal of the
program, what is expected out of trainers to do at the end of the program, and how the
program will run. The following information needs to be included:
Kinds of training activities
Schedule
Setting group norms
Housekeeping arrangements
Flow of the program
Handling problematic situations. In general programme implementation involves
action on the following lines:
Deciding the location and organizing training and other facilities.
Scheduling the training programme.
Conducting the programme.
Monitoring the progress of the trainees.

TRAINING EVALUATION
The process of examining a training program is called training evaluation. Training evaluation
checks whether training has had the desired effect. Training evaluation ensures that whether
candidates are able to implement their learning in their respective workplaces, or to the regular
work routines.

Purposes of Training Evaluation .The five main purposes of training evaluation are:

17

Feedback: It helps in giving feedback to the candidates by defining the objectives and
linking it to learning outcomes.
Research: It helps in ascertaining the relationship between acquired knowledge,
transfer of knowledge at the work place, and training.
Control: It helps in controlling the training program because if the training is not
effective, then it can be dealt with accordingly.
Power Games: At times, the top management (higher authoritative employee) uses the
evaluative data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual outcomes are aligned
with the expected outcomes.
Functions of evaluation:
There are basically two functions of evaluation:
1. Qualitative evaluations is an assessment process how well did we do?
2. Quantitative evaluation is an assessment process that answers the question How
much did we do?
Principles of Training Evaluation: Training need should be identified and reviewed
concurrently with the business and personal development plan process.
a) Evaluation must be continuous.
b) Evaluation must be specific.
c) Evaluation must be based on objective methods and standards.
d) There should be correlation to the needs of the business and the individual.
e) Organizational, group and individual level training need should be identified and
evaluated.
f) Techniques of evaluation should be appropriate.
g) The evaluation function should be in place before the training takes place.
h) The outcome of evaluation should be used to inform the business and training
process.

Need of evaluation of Training:

Training cost can be significant in any business. Most organizations are prepared to
incur these cost because they expect that their business to benefit from employees
development and progress. Whether business has benefited can be assessed by

18

evaluation training. There are basically four parties involved in evaluating the result of

any training.
Trainer
Trainee
Training and Development department and
Line Manager
The Trainee wants to confirm that the course has met personal expectations and
satisfied any learning objectives set by the T & D department at the beginning of the
programme.
The Trainer concern is to ensure that the training that has been provided is effective
or not.
Training and Development want to know whether the course has made the best use
of the resources available.
The Line manager will be seeking reassurance that the time hat trainee has spent in
attending training results in to value and how deficiency in knowledge and skill
redressed.
The problem for many organizations is not so much why training should be evaluated
but how. Most of the organizations overlook evaluation because financial benefits are
difficult to describe in concrete terms. The process of evaluation is central to its
effectiveness and helps to ensure that:
Whether training budget is well spent.
To judge the performance of employee as individual and team.
To establish culture of continuous learning and improvement.

PROCESS OF TRAINING EVALUATION

Before Training:
The learners skills and knowledge are assessed before the training program. During
the start of training, candidates generally perceive it as a waste of resources because at
most of the times candidates are unaware of the objectives and learning outcomes of

19

the program. Once aware, they are asked to give their opinions on the methods used
and whether those methods confirm to the candidates preferences and learning style
During Training: It is the phase at which instruction is started. This phase usually
consist of short tests at regular intervals.

After Training:
It is the phase when learners skills and knowledge are assessed again to measure the
effectiveness of the training containing has had the desired effect at individual
department and organizational levels.
There are various evaluation techniques for this phase.
Techniques of evaluation the various methods of training evaluation are:
Observation
Questionnaire
Interview
Self diaries
Self recording of specific incidents

WHAT TO EVALUATE/LEVEL OF EVALUATION

Donald Kirk Patrick developed four level models to assess training effectiveness.
According to him evaluation always begins with level first and should move through

other levels in sequence.

Reaction Level:
The purpose is to measure the individual reaction to the training activity. The benefit
of Reaction level evaluation is to improve Training and Development activity

efficiency and effectiveness.

Learning Level:
The basic purpose is to measure the learning transfer achieved by the training and
development activity. Another purpose is to determine to what extent the individual
increased their knowledge, skills and changed their attitudes by applying quantitative

or qualitative assessment methods.

Behavior Level:

20

The basic purpose is to measure changes in behavior of the individual as a result of the
training and development activity and how well the enhancement of knowledge, skill,
attitudes has prepared than for their role. Result Level: The purpose is to measure the
contribution

of

training

and

development

to

the

achievement

business/operational goals.

COMPANY
COMPANY PROFILE
PROFILE

21

of

the

COMPANY PROFILE

Lumax signifies LUMINOSITY MAXIMA for todays demanding automobile users. We

have taken Automotive lighting to an entirely new level. Today Lumax accounts for over 60%
market share in the Indian Automobile Lighting Business, catalyzed by its over two decades
strong technical and financial collaboration with Stanley Electric Company Ltd,
Japan, a world leader in Vehicle Lighting and illumination products for Automobiles.

Lumax Industries offers a wide array of complete Automobile Lighting Systems and
Solutions, which includes; stellar quality Head Lamps and Tail Lamps, Sundry
and Auxiliary

Lamps and other related products and accessories for Four

Wheeler, Two Wheeler, Trucks, Buses, Earth-movers, Tractors and a

variety of diverse applications.

As the most experienced automotive lighting solutions company in South Asia, LUMAX ,
enjoys a history of more than half a century of innovation, Technology, Manufacturing and
Market Leadership. Today, Lumax Industries Limited is a full-capability provider of high
quality automotive lighting solutions for Four wheelers and Two

22

wheeler applications, serving automobile manufacturing in India as-well-as

worldwide.

Lumax strives for continual improvement of manufacturing processes with emphasis on

consistent quality and cost effectiveness. Lumax signifies LUMINOSITY MAXIMA for
today's demanding automobile users.

Lumax has come a long way since its inception as a trading company in the year 1945, under
the aegis of its founder Late Sh. S.C. Jain . Today Lumax accounts for over 60% market
share in Indian Automobile Lighting Business, fueled in no small measure
by its more than two decade old technical and financial collaboration with
world

leader

in

Vehicle

Lighting

and

illumination

products

for

, Japan , a
Automobiles.

Lumax has nine ultra-modern manufacturing plants in India. Of these, three

are located in cities of Gurgaon , Dharuhera and Bawal in the state of Haryana, near New
Delhi and two plants in Pune , near Mumbai in Maharashtra, two plants in Uttarakhand Pantnagar, Haridwar, one in Sanand in the state of Gujrat and one is located in Bidadi in the

23

state of Karnataka. These facilities have been laid out to match world's best plant engineering
standards and as you hear this, our plants are busy producing automotive lighting products in
large

quantities

to

our

customer's

exacting

standards.

Lumax has a futuristic vision with an experienced and customer focused management team.
This is clearly evident from our financial growth which has seen a steady upward trend right
since our inception. Lumax posted a growth of 36% for the financial year
2010-11.
Lumax facilities are manned by over a 2073 (31-03-2013) highly skilled and
specialized personnel composed of associates, executives and managers. Lumax is
listed on major stock exchanges in India and depicts a shareholding of 35% by Indian
Promoters , 35% is held by

and 30% by Public and Corporate Bodies. (As per the

agreement and understanding between Lumax Industries and Stanley)

Late Sh. S.C. Jain , Chairman, establishes a trading concern.

Manufacturing Units set up for automotive lighting equipment and
other components.
Manufacturing unit set up for automotive filters .
Manufacturing
units
became
functional

at Faridabad-

Haryana and Pune-Maharashtra .

Private Ltd. Company to Public Limited Company . Technical
assistance agreement with M/s
, Japan for lighting equipment.
Dedicated manufacturing unit for M/s Maruti-Suzuki at Gurgaon Haryana.
Manufacturing unit for auto bulbs with assistance of
24

, Japan .

Financial

participation

of

collaborator M/s

Japan .

Manufacturing unit at Aurangabad-Maharashtra.

ISO 9002 Certification to Gurgaon unit by TUV Germany .
QS-9000 Certification to Gurgaon unit by DNV Netherlands .
Production begins at Lumax Dharuhera .
QS-9000 Certification to Dharuhera unit by DNV Netherlands .
ISO/TS 16949 : 2002 Certification for GURGAON

and

DHARUHERA Plants by DNV, USA .

ISO 14001 Certification for Gurgaon, Dharuhera and Chennai Plants
by DNV . De-merger - Core Lighting Technology.
Manufacturing unit became functional at Chakan (Near Pune)
Plant setup in Pantnagar, Uttarakhand for Tata motors and Extension
of Dharuhera and Chakan Plant.
Setup a new Plant in Haridwar, Uttarakhand for Hero Honda.
Setup new Plants in Bawal, Sanand and Bidadi.

LUMAX has grown from success to success since its foundation in the year 1945 . The
company went Public in the Year 1984 , and thus in the same year embarked on its highly
successful technical collaboration with
partnership resulted in

25

, Japan .Ten years of highly rewarding

picking up financial stake in Lumax in the year 1994 .

Lumax

became

certification in

an ISO
the

9002

certified company

year 1998 and

achieved

in 1995 , attained

the ISO/TS

16949

its QS

9000

2002 and ISO

14001 in 2003 . In the same year Lumax Industries Ltd de-merged from its Mirror and Filter
Division , there-by focusing on its core competency of producing stellar Automotive Lighting
Products .
Lumax has a futuristic vision with an experienced and customer focused management team.
This is clearly evident from our financial growth which has seen a steady upward trend right
since our inception. Lumax posted a growth of 36% for the financial year 2010-11.

Lumax strives for continual improvement of manufacturing processes with emphasis on

consistent quality and cost effectiveness. Lumax signifies LUMINOSITY MAXIMA for
today's demanding automobile users.
We at Lumax in the new millennium , are committed to retain excellence in quality of our
products and services, with focus on customer satisfaction and market leadership. We vow to
remain a responsible corporate citizen, contributing to the lives of our people and the
preservations of our Planet's eco-balance . We extend ourselves as your partner in growth.

VISION

26

BOARD OF DIRECTOR

27

Mr. D. K. Jain
Chairman
Mr. Deepak Jain

Managing Director

Mr. Anmol Jain

Senior Executive Director

Senior

Executive

Mr. Eiichi Hirooka

Nominee of Stanley, Japan

Director

Mr. Norihisa Sato

Executive Director

Nominee of Stanley, Japan

Mr. Shigeki Muto

Non-Executive Director

Nominee of Stanley, Japan

Mr. A.P. Gandhi

Non-Executive Independent Director

Mr. Suman Jyoti Khaitan

Non-Executive Independent Director

Mr. Gursaran Singh

Non-Executive Independent Director

Mr. M.C. Gupta

Non-Executive Independent Director

Mr. Dhiraj Dhar Gupta

Non-Executive Independent Director

Mr. Rattan Kapur

Non-Executive Independent Director

We have grown from success to success since foundation in the year 1945. The company went
Public in the Year 1984, and thus in the same year embarked on its highly successful technical
collaboration with

, Japan. Ten years of highly rewarding partnership resulted in

picking up financial stake in Lumax in the year 1994.

LUMAX has continously formed more strategic and technical alliances with reputed partners
like
28

France

Europe

Lumax Industries Ltd. have formed cutting edge strategic alliance in South
India with Samlip Industrial Korea, servicing more than 200 parts to Hyundai Motors India.
This has enabled Lumax to impart a worldwide footprint for its products and services.

29

We at Lumax in the new millennium, are committed to retain excellence in quality of our
products and services, with focus on customer satisfaction andmarket leadership . We vow to
remain a responsible corporate citizen, contributing to the lives of our people and the
preservations of our Planet's eco-balance .
Expand and establish operations in Pune and Chennai.
Lumax has been following TQM practices from end 1998. The first phase of TQM
journey was done under guidance of Prof. T. Suda till end 2002. Next phase of TQM journey
is undergoing till date with world renowned TQM guru Dr. H. Osada. During this ongoing
journey

our

main

Total Employee Involvement

Use of :

Poka Yoka

First Time Thru

5 'S'

3K

Kan ban

Lean Manufacturing

Focus on Internal Customer Concept

30

emphasis

has

been

on

 Customer Satisfaction through manufacturing excellence.

The ongoing TQM journey has been very learning and fruitful
exercise for the whole organization and has given positive
impact to the top and bottom line.
Export Orientation
Cost competitiveness
- Quality
- R&D initiative
Social awareness & development

31

32

33

34

35

36

37

Lighting is one of the most critical aspects of automobile design and development. Vehicle
designers today are spending huge amounts of scientific and creative energy on this aspect
from both the aesthetic and safety view points.

As the most experienced automotive lighting solutions company in South Asia, LUMAX,
enjoys a history of more than half a century of Innovation, Technology, Manufacturing and
Market Leadership. Today, LUMAX Industries Limited is a full-capability provider of high
quality automotive lighting solutions for Four wheelers and Two wheeler applications, serving
automobile

manufacturers

in

India

as-well-as

worldwide.

To retain and reinforce our position as a leading Indian manufacturer of automotive

Lighting and aggregates and meet the aspirations of customers in domestic and export
markets. This will be achieved through on-time zero defect supplies backed by responsive
service,

empowered

employees,

vendor

partner

and

satisfied

investors.

We, the proud members of the Lumax family , shall strive vigorously to delight our customers
and stakeholders who are our very purpose, by pursuing excellence and innovation through

38

committed team work. To this end we shall promote continuous learning , achievement
orientation and ethical business practices , which will make us shine as a global player.

We at Lumax in the new millennium, are committed to retain excellence in quality of our
products and services, with focus on customer satisfaction andmarket leadership . We vow to
remain a responsible corporate citizen, contributing to the lives of our people and the
preservations of our Planet's eco-balance . We extend ourselves as your partner in growth.

39

Products

40

RESEARCH
RESEARCH
METHODOLOGY
METHODOLOGY

41

OBJECTIVES OF THE STUDY

The other objectives were:

To know how the training and development process takes place.

To know the satisfaction level of employee towards training program.

To know whether employees are satisfied with teaching medium language at the time
of training.

To identify the factors which affect training and development.

To know capability of the employees by upgrading their skills and knowledge after
training program.

To ensure availability of Total Quality People to meet the Organizational Goals and
Objectives.

To have a continuous improvement in Knowledge, Skill Competence

(managerial, Behavioral and Technical).

To promote a culture of Achievement and Excellence with emphasis on

Integrity, Credibility and Quality.

42

To maintain a motivated workforce through empowerment of Individual and

Team-building.

To enhance Organizational Learning

To play a pivotal role directly role directly and significantly to enhance

Productivity and improve the Quality of Work Life.

RESEARCH METHODOLOGY
Data collection is a term used to describe a process of preparing and collecting business data for example as part of a process improvement or similar project.
Data collection usually takes place early on in an improvement project, and is often
formalized through a data collection Plan which often contains the following activity.
1. Pre collection activity Agree goals, target data, definitions, methods
2. Collection data collection

43

3. Present Findings usually involves some form of sorting analysis and/or presentation.
There are two methods of data collection which are discussed below:

PRIMARY DATA
SECONDARY DATA

Data Collection Techniques

QUESTIONNAIRE
INTERVIEW

EXTERNAL SOURCE

INTERNET

INTERNAL SOURCE
Unstructured

PRIMARY DATA
In primary data collection, you collect the data yourself using methods such as interviews and
questionnaires. The key point here is that the data you collect is unique to you and your
research and, until you publish, no one else has access to it. I have tried to collect the data
using methods such as interviews and questionnaires. The key point here is that the data
44

collected is unique and research and, no one else has access to it. It is done to get the real
scenario and to get the original data of present.

DATA COLLECTION TECHNIQUE

Questionnaire: Questionnaire are a popular means of collecting data, but are difficult
to design and often require many rewrites before an acceptable questionnaire is
produced. The features included in questionnaire are:
Theme and covering letter
Instruction for completion
Types of questions
Length Interview: This technique is primarily used to gain an understanding
of the underlying reasons and motivations for peoples attitudes, preferences or
behavior. The interview was done by asking a general question. I encourage the
respondent to talk freely. I have used an unstructured format, the subsequent
direction of the interview being determined by the respondents initial reply,
and come to know what is its initial problem is.

SAMPLING METHODOLOGY
Sampling technique: Initially, a rough draft was prepared keeping in mind the objective of
the research. A pilot study was done in order to know the accuracy of the questionnaire. The
final questionnaire was arrived only after certain important changes were done. Thus my
sampling came out to be judgmental and continent.

45

Sampling Unit: The respondents who were asked to fill out questionnaires are the sampling
units. These comprise of employees of corporate HR, who had attended the personality
development workshop.
Sampling Size: 20

SECONDARY DATA
All methods of data collection can supply quantitative data (numbers, statistics or financial) or
qualitative data (usually words or text). Quantitative data may often be presented in tabular or
graphical form. Secondary data is data that has already been collected by someone else for a
different purpose to yours.
Need of using secondary data
1. Data is of use in the collection of primary data.
2. They are one of the cheapest and easiest means of access to information.
3. Secondary data may actually provided enough information to resolve the problem being
investigated.
4. Secondary data can be a valuable source of new ideas that can be explored later through
primary research.

46

Limitation of secondary data

1. May be outdated.
2. May not be reported in the required form.
3. May not be very accurate.

ANALYSIS OF SECONDARY DATA

Training needs identification/ assessment: From employees through

interview,

questionnaires,

etc.

and

secondly

through

HOD

recommendation.
Training (Internal/External): Training depends upon its scope, whether needs
of the training can be met within the organization or whether has to be taken to

an environment outside the organization.

Certified corporate trainer: Certified corporate trainers are the employees of
the company itself. It is their voluntary involvement. If they feel like in their
service tenure hat they can, for some time, train the employees of the company
on the base of their experience, then send in their CVs and on approval by the
respective authority, become certified corporate trainers.

47

Use
Use and
and importance
importance of
of
Study
Study

48

IMPORTANCE OF THE STUDY

Optimum Utilization of Human Resources

Training and Development helps in optimizing the utilization of

human resource that further helps the employee to achieve the
organizational goals as well as their individual goals.
Development of Human Resources

Training and Development helps to provide an opportunity and broad

structure for the development of human resources technical and
behavioral skills in an organization. It also helps the employees in
attaining personal growth.
Development of skills of employees

Training and Development helps in increasing the job knowledge and

skills of employees at each level. It helps to expand the horizons of
human intellect and an overall personality of the employees.

Quality

Training and Development helps in improving upon the

quality of
work and work-life.

Healthy work environment

Training and Development helps in creating the

healthy

49

working environment . It helps to build good

employees
relationship so that individual goals aligns with
organizational
goals.

Health and Safety

Training and Development helps in improving the

health and
safety of the organization thus preventing
obsolescence.

Morale

Training and Development helps in improving the

morale of the
work force.
Image

Training and Development helps in creating a better

corporate

50

image.

Profitability

Training and Development leads to improved

profitability and more
positive attitudes towards profit orientation.

Training and Development aids in organizational

development i.e. Organization gets more effective decision
making and problem solving. It helps in understanding and
carrying out organizational policies

51

TYPES OF TRAINING GIVEN IN LUMAX INDUSTRIES .

Induction/Orientation training
Soft skill development training
Project training
Internal training
External training

52

INDUCTION/ORIENTATION TRAINING
These terms are interchangeably used to give a friendly welcome to the new
employees as members of the organization so also to introduce the new employee with
the available installations (plant and machineries, systems), work norms,
organizational objectives and the job position of the employee.
Content:

The company size, structure of the organization, history, market share

Achievements, objective and mission.
Product training
Shop floor-rules and regulations
Personnel policies
Union contract
Company services
Service department

53

SOFT SKILL DEVELOPMENT TRAINING

Modules of soft skill development training in LUMAX INDUSTRIES

Personality and positive attitude

Business communication
Team building and leadership
Stress management and work-life balance
Business etiquettes and corporate grooming

PERSONALITY & POSITIVE ATTITUDE

About the Module Personality as a whole cannot be defined without the positive attitude. It is
the positive attitude of a person that plays an important role in various decision making
process and reaction to responsibilities and challenges in work and life. The module has been
developed to help the individual to develop the understanding that how individual
personalities can influence the organizational development & the organizational success.

Objective of the Module

To understand the concept of Personality & positive attitude in relation to organizational
success.

Coverage of the Module

54

What is personality
Attributes of personality
Three levels of Personality
Personality is uniqueness Internal & External Qualities
What are the determinants of personality
What is a Organizational Personality
Linking personality and organizations effectiveness
How Positive Attitude can influenced Personality

55

BUSINESS COMMUNICATION
Background Effective communication is very crucial in the business success. It is the
lifeblood of an business organization. It includes conveying messages to other people clearly
and unambiguously. Its also about receiving information that others are sending to you, with
as little distortion as possible. Doing this involves effort from both the sender of the message
and the receiver. And its a process that can be fraught with error, with messages muddled by
the sender, or misinterpreted by the recipient. When this isnt detected, it can cause
tremendous confusion, wasted effort and missed opportunity.
Objective of the Module
To understand the importance of Business Communication in order to enhance the capabilities
of understanding and implementing the correct communication channel to bring the
effectiveness of the organization in order to succeed in business, and maintain good
relationships with clients, customers and employee.
Coverage of the Module

What is communication?
Need of communication
Communication flow
Types of Communication
Barriers of Communication
Overcoming tips of barrier
Essentials of effective communication

TEAM BUILDING & LEADERSHIP

56

Background
In the context of globalization only high performing managers can survive, grow and excel.
This calls for continuous enhancement of the dynamics of leadership capabilities of managers.
Todays managers will have to demonstrate positive leadership capabilities by creating and
sustaining trust, shared vision as well as synergy to achieve organizational goals.

Objective of the Module

57

Understanding the role of leadership, teamwork and team-building.

Improving business results by managing team dynamics; flexibility and

resilience, self management and emotional maturityCoverage of the Module

Team Vs. Group Team & Team Work
The essentials of winning Team
A good team player
Stages of Team Building
Leadership, teamwork & team-building
Leader Vs. Manager

STRESS MANAGEMENT & WORK LIFE BALANCE

Background
During the last 20 years, the nature of jobs across globe has changed substantially
resulting in jobs becoming less and less physically demanding. Coupled with this, the
change in life style, has led to stress level increasing day by day, both at work place
and at home. It is therefore of utmost importance to understand the various transients
affecting health and fitness levels of individuals. In view of this, the module will help
to take a proactive approach to stress management in order to establish a work
environment that is healthy, stress-free and fit.
Objective of the Module
To understand the stress level, its symptoms and various impacts and to developa
better work life balance strategies for leading a better life.

58

Coverage of the Module

What is stress?
Reasons of stress
Symptoms& Impact of stress
Managing Stress
ABC Strategy
Tips of de-stressing

59

BUSINESS ETIQUETTE & CORPORATE GROOMING

Background
Self improvement and self development has become imperative for survival in the changing
and competitive environment. Business Etiquette is a very important factor in determining the
success or failure of a business or a person. This module will guide to enhance the focus for
Business Etiquette & Corporate Grooming.

Objective of the Module

To understand the importance of Corporate grooming, Power Dressing and how to make our
body language effective in order to enhance personal effectiveness with good manners and
etiquettes in order to succeed in your business, be liked by people and maintain good
relationships with clients, customers and employees.
Coverage of the Module

Business etiquette
Corporate grooming
Corporate ground rules
Social niceties
Meeting protocol
Dining etiquette

EVALUATION OF TRAINING PROGRAM

60

> Written/Verbal feedback is obtained from the trainees participating in program of eight
hours or more duration.

> For all the training need where methodology is given coaching and on the job training, a
formal are sent to respective HOD and details shall be months. received. The progress of all
such training need is received every six
> For all external programs of more than eight hour duration, a development evaluation form
is filled in by the person, attending the program and ratified by the superior. This form is
submitted to HOD (P&A). The implementation of learning are taken up for the review and
sent to HOD (P&A) by end of each quarter.

TRAINING RECORD
61

After the training program the details are recorded in the employee training record file in PC.
Employees wise training record is updated and cumulative copy of previous month is to be
filled. The record of successful completion of training with methodology of coaching and on
job training is maintained in the format. Now a day s all training record kept through TMS
(Training Management System). It is software specially designed for training

PROJECT TRAINING

62

Project trainings are the -to-time held training sessions held by the organization and with the
help of experienced and learned employees to train students outside the organizations, in
various practical fields, for the accomplishments of their compulsory projects

63

DATA
DATAANALYSIS
ANALYSIS AND
AND
INTERPRETATION
INTERPRETATION

DATA ANALYSIS & INTERPRETATION

1. What do you understand by training?

64

Learning
Enhancement of knowledge, Skill, Attitude
Sharing of Information
All of the above

INTERPRETATION: The above result shows that most of the employees of corporate HR
are well aware of the definition, inputs and purpose of the training program. They are self
motivated to attend such training program as it will result in their skill enhancement &
improving their interpersonal skill.

2. Training is must for enhancing productivity and performance.

Completely agree 17
Partially agree 3
Disagree 0
Unsure 0

65

INTERPRETATION: The above result shows that mostly all the employees of corporate HR
are well aware of the role and importance of the training. It means somewhere their
productivity and performance has been improved after the training program attended by them
and it helped them to achieve their goal.

66

3. (i). Have you attended any training program in the last 01 year?

Yes 20
No 0

INTERPRETATION: 100% respondents had attended training program in the last 01 year. It
means incorporate HR, LUMAX INDUSTRIES ., time to time training is provided to all the
employees and it is continuous process.

67

(ii). If yes, which module of soft skill development training?

Personality and positive attitude 3

Business communication 2
Team building and leadership 0
Stress management and work-life balance 2
Business etiquettes and corporate grooming 0
All of above 13
If any other ,please specify 0

INTERPRETATION: 65% respondents had attended all the five modules of soft skill
development training. But besides soft skill development training, Corporate HR LUMAX
INDUSTRIES . should also provide product/process or skill based training to enhance the
employability.

68

4. (i). After the training, have you given feedback of it?

Yes 20
No 0

INTERPRETATION: 100% respondent had given feedback after attending the training. It
means each and every respondent are well aware of the importance of giving feedback. They
know that their feedback is very important to identify the effectiveness and valuation of
training program.

69

(ii). If yes, through which method?

Questionnaire 16
Interview 2
Supplement test 2
Any other 0

INTERPRETATION: The above result shows that the questionnaire is the most popular
method of evaluating the training program and other methods are not very much in practice in
corporate HR, LUMAX INDUSTRIES

.But since there are various other methods of

evaluation of training program like interviews, supplement test, self diaries& observation so it
should also implement the other methods also to identify the ROI (return on investment) &
effectiveness and valuation of the training program.

70

5. Which method of post training feedback according to you is more appropriate?

Observation 5
Questionnaire 3
Interviews 8
Self diaries 3
Supplement test 1

INTERPRETATION: Corporate HR, LUMAX INDUSTRIES ., mostly use the questionnaire

to get the feedback of trainees but only 15% respondents are in favor of questionnaire because
in it there is a possibility of getting inaccurate data and in this responding conditions are also
not controlled.
6. (i). Do you think that the feedback can evaluate the training effectiveness?
Yes 20
No 0
71

INTERPRETATION: 100% respondents think that the feedback can evaluate the training
effectiveness. It means that employees in the Corporate HR, LUMAX INDUSTRIES . are
well aware of the importance of taking feedback after the training.

(ii).If yes, how can the post training feedbacks can help the participants?
I.
II.
III.
IV.
72

Improve job performance 1

An aid to future planning 3
Motivate to do better 2
All of the above 14

V.

None 0

INTERPRETATION:70% respondent feel that the post training feedback can help the
participants to improve their job performance, is an aid to future planning and can motivate to
do better. It means that they are benefited by giving feedback of the training, attended by
them.
7. Post training evaluation focus on result rather than on the effort expended in
conducting training.

Completely agree 14
Partially agree 6
Disagree 0
Unsure 0

73

INTERPRETATION:70% respondents are completely agree and 30% respondents are

partially agree with the statement that post training evaluation focus on result rather than on
the effort expended in conducting training program. It means that all the respondent are well
aware of the purpose and objective of the post training evaluation.

74

8. What should be the approach of post training evaluation?

Trainer centered 2
Trainee centered 2
Subject centered 8
All of the above 8

INTERPRETATION

40% respondents feel that the approach of post training evaluation should be subject
centered and 40% respondent also feel that it should be trainer, trainee and subject

centered.
II. 10% respondents are in favor of trainee centered approach and 10% respondents are
in favor of trainer centered approach. It means that the evaluation procedure should be
implemented concerning trainer, trainee and subject.

75

9. What should be the ideal time to evaluate the training?

Immediate after training 6

After 15 days 7
After 1 month 4
Cant say 3

INTERPRETATION: 35% respondent feel that training should be evaluate after 15

days.30% feel that it should be immediate after training. 20% feel that ideal time to evaluate
the training is after 1month and 15% are unsure. Since each respondent had attended different
training program. So the ideal time of evaluation of training depends on types of training. It
could be vary for different training.
10. Should the post training evaluation procedure reviewed and revised periodically?

76

Yes 16
No 2
Cant say 2

INTERPRETATION: 80% respondents feel that the post training evaluation procedure
should be reviewed and revised periodically. It means that it has to be a continuous process
and be taken regularly by the line manager/Reporting manager of the participants. It could
also be taken by peer group. Still 10% feel that the post training evaluation procedure should
not be reviewed and revised periodically. It means they are satisfied with the post training
evaluation procedure, followed by Corporate HR, LUMAX INDUSTRIES .

11. Is the whole feedback exercise after the training worth the time, money and effort?
1. Yes 18
2. No 2
77

3. Cant say 0

INTERPRETATION:90% respondents feel that the whole feedback exercise worth the time,
money and effort and 10% respondent are not agree with this. It means that feedback exercise
is valuable and worth ful for the participant to achieve their personal goal as well as for the
organization. Still 10% are unsure about it. So there is a need to create awareness among them
that how much the feedback exercise is important to identify the effectiveness and valuation of
the training program, to identify the ROI, need of retraining and the points to improve the
training

12. The post training feedback can be used:

1. To identify the effectiveness and valuation of training program 3
2. To identify the ROI (return on investment) 2
3. To identify the need of retraining 0
78

4. To provide the points to improve the training 0

5. All of above 15

INTERPRETATION: 75% respondents feels that post training feedback can be used to
identify the effectiveness and valuation of training program, to identify the ROI, to identify
the need of retraining and to provide the points to improve the training. And others are also
aware of the importance of post tr

79

Findings

FINDINGS

Mostly all the employees of corporate HR are well aware of the role and importance of the
training They are self motivated to attend such training program as it will result in their
skill enhancement & improving their interpersonal skill.

80

Corporate HR, LUMAX INDUSTRIES . , time to time training is provided to all the
employees and it is continuous process.

Two types of training is provided to the employees by Corporate HR LUMAX

INDUSTRIES -induction training and soft skill development training.

Questionnaire is the most popular mean of evaluating the training program in LUMAX
INDUSTRIES ..

Post training evaluation focus on result rather than on the effort expended in
conducting the training and it worth the time, money and effort.

Most of the participants are benefitted by giving feedback after attended the training. It
motivated them to do better, helped them to increase their job performance and is an
aid to future planning.

These should be an increase in number of training program me for workers and

employees of different departments so that apart from improving their output they start
believing the organization is making an effort to improve their condition on the whole.

Regular preemployment training has to be a part of comprehensive program me of

employee's education

81

More interaction between the managerial staff and employees to be encouraged and
each supervisor has to give a report on the employees under his supervision to the top
management
.

The personnel department should give more consideration on the lowest employee cadre
for their social and economical development.

The essentially like certificates for the training done to be given so that an employees
ego is also satisfied.

RECOMMENDATIONS
RECOMMENDATIONS

82

RECOMMENDATIONS
The management must commit itself to allocate major resources and adequate time to training.
Ensure that training contribute to competitive strategies of the firm. Different strategies need
different HR skill for implementation. Let training help employees at all levels acquire the
needed skill. Ensure that a comprehensive and systematic approach to training exists, and
training and retraining are done at all levels on a continuous and ongoing basis.
Ensure that there is proper linkage among organizational, operational and individual training
needs. Skill based training (product/process training) should also be provided. Besides
questionnaire other methods of post training evaluation should also be used like interviews,
self diaries, observation and supplement test. The evaluation procedure must be implemented
concerning trainer, trainee and subject. Post training feedback has to be continuous and
should also be taken from line manager/superior & from peers to find out the effectiveness
and valuation of training

83

CONCLUSION
CONCLUSION

84

CONCLUSION

Professional competence describes the state-of-the-art, Area- knowledge, expertise ands kill
relevant for performing excellently within a specific functional department. This competence
insures that technical knowledge is both present and used within a firm for the welfare of its
stake-holders. To develop this competence regular Training and Development is required
Therefore, Training initiatives and programs have become a priority for Human Resources. As
business markets change due to an increase in technology initiatives, companies need to spend
more time and money on training employees. Business climate employee development is
critical to corporate success and organizations are investing more in their employees training
and development needs. Training evaluation is the important part of training process. It
provides a feedback and helps the sponsors and the resource persons for improvement at the
level of individual performance and in the strategy formulation for training and development.
Post training evaluation can be used to identify the effectiveness and valuation of training
programme, to identify the ROI (return on investment), to identify the need of retraining and
to provide the points to improve the training.
85

Limitations
Limitations

86

LIMITATION OF THE STUDY

1. The study is limited to the Corporate HR LUMAX INDUSTRIES . So the study is subject
to the limitation of area.
2. The time period of the study was only to six weeks which may provide a deceptive picture
in comparison of the study based on long run.
3. Sampling size was of only 20, because only these people had attended soft skill
development training.
5. The study is based only on secondary & primary data so lack of keen observations and
interactions were also the limiting factors in the proper conclusion of the study.

87

BIBLIOGRAPHY
BIBLIOGRAPHY

88

BIBLIOGRAPHY
BOOKS REFERRED:
Make Training Evaluation Work Jack. J. Phillips, ASTD Publishers
Everything You Ever Needed To Know About Training Kaye Thome & David Mackey
AMACOM-2007, Grooming Personality & Development Elizabeth Hurlock,
Tata McGrawHill.com

WEBSITE REFERRED:
www.google.com
www.wikepedia.com
www.hrguide.com

89

ANNEXURE
ANNEXURE

90

QUESTIONNAIRE
NAME:
DEGINATION:
GENDER:
AGE:
1. What do you understand by training?

Learning
Enhancement of knowledge, Skill, Attitude
Sharing of Information
All of the above

2. Training is must for enhancing productivity and performance.

Completely agree 17
Partially agree 3
Disagree 0
Unsure 0

3. (i). Have you attended any training program in the last 01 year?

Yes 20
No 0

91

(ii). If yes, which module of soft skill development training?

Personality and positive attitude 3

Business communication 2
Team building and leadership 0
Stress management and work-life balance 2
Business etiquettes and corporate grooming 0
All of above 13
If any other ,please specify 0

4. (i). After the training, have you given feedback of it?

Yes 20
No 0

(ii). If yes, through which method?

Questionnaire 16
Interview 2
Supplement test 2
Any other 0

5. Which method of post training feedback according to you is more appropriate?

Observation 5
Questionnaire 3
Interviews 8
Self diaries 3
Supplement test 1

6. (i). Do you think that the feedback can evaluate the training effectiveness?

Yes 20
92

No 0

(ii).If yes, how can the post training feedbacks can help the participants?
Improve job performance 1
An aid to future planning 3
Motivate to do better 2
All of the above 14
None 0

7. Post training evaluation focus on result rather than on the effort expended in
conducting training.

Completely agree 14
Partially agree 6
Disagree 0
Unsure 0

8. What should be the approach of post training evaluation?

Trainer centered 2
Trainee centered 2
Subject centered 8
All of the above 8

9. What should be the ideal time to evaluate the training?

Immediate after training 6

After 15 days 7

93

After 1 month 4
Cant say 3

10. Should the post training evaluation procedure reviewed and revised periodically?

Yes 16
No 2
Cant say 2

11. Is the whole feedback exercise after the training worth the time, money and effort?

Yes 18
No 2
Cant say 0

12. The post training feedback can be used:

To identify the effectiveness and valuation of training program 3

To identify the ROI (return on investment) 2
To identify the need of retraining 0
To provide the points to improve the training 0
All of above 15

94