GRAPHIC ERA HILL UNIVERSITY, DEHRADUN

BATCH-2017-2019
SUMMER INTERNSHIP PROJECT
TOPIC:
Training And Development Process of Ashok Leyland, PNR plant

SUBMITTED TO:-Ms. Shikha Shekhawat

SUBMITTED BY:- Kavita Pandey
Training ID:-ST0582
DEPARTMENT: MBA- HRM

1 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

 DECLARATION

I Kavita Pandey a bonafide student of Graphic Era Hill University pursuing my MBA-
Human Resouce Management 2017-19 hereby declare that this project report titled on
Training and development for the development of the executives at Ashok Leyland
Pantnagar submitted by me to the HR Department of Ashok Leyland Pantnagar and
KUMAUN UNIVERSITY, NAINITAL is an original and authentic work undertaken by me.
I further declare that this report is not submitted to any other
Organization/University/Institution for the award of any degree/diploma/certificate or
published any time before.
The complete work is done solely by me under the guidance of my industry mentor Ms
Shikha Sikhawat , Assistant Manager HR, Ashok Leyland PNR.
The information and data presented in this report is original Audit and reliable to the
best of my knowledge.

(Signature)

KAVITA PANDEY
Date: 02 AUG 2018
Place: Pantnagar

2 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

 ACKNOWLEDGEMENT

I would like to take this opportunity to express my sincere gratitude to the HR Head for
providing me the opportunity to do my summer internship at this esteemed
organization, Ashok Leyland Limited, Pantnagar Branch. This internship, which lasted
for a month gave me a great learning both professionally and personally.

I sincerely thank my industry mentor Ms Shikha Sikhawat for her constant support,
guidance and encouragement in successfully finishing the project. A special thanks to
my mentor for giving me such an interesting topic to work on as a part of my project.

I would also like to thank the officials, the executives and the entire HR department for
helping us throughout the internship period.

3 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

 EXECUTIVE SUMMARY
In this competitive era, all the companies are putting in their extra mile in order to have
a very effective and efficient TRAINING AND DEVELOPMENT system to be designed for
their employees. Success of any organization largely depends on the satisfaction of the
employees and their motivation levels to perform their jobs. Therefore it is very
essential that every company does the maximum to get the best out of the limited
resources available.
TRAINING AND DEVELOPMENT is one of the most significant functions of the Human
Resource Department. It is considered as a driving force which keeps the employees on
the go in order to keep improving the performance over a period of time since they get
acknowledged, rewarded and recognized for their work that they put in for the
organization.
The aim of this project is to increase the performance of the executives with respect to
the TRAINING AND DEVELOPMENT system.

4 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

 INTRODUCTION TO INDIAN AUTO INDUSTRY

Ashok Leyland, flagship of the Hinduja group, is the 2nd largest

manufacturer of commercial vehicles in India, the 4th largest manufacturer of
buses in the world, and the 12th largest manufacturers of trucks.

Headquartered in Chennai, 9 manufacturing plants gives an international footprint - 7 in

India, a bus manufacturing facility in Ras Al Khaimah (UAE), one at Leeds, United Kingdom
and a joint venture with the Alteams Group for the manufacture of high-press die-casting
extruded aluminum components for the automotive and telecommunications sectors, Ashok
Leyland has a well-diversified portfolio across the automobile industry. Ashok Leyland has
recently been ranked as 38th best brand in India.

A US $ 3.2 billion (2016-17) company, and a footprint that extends across 50

countries, we are one of the most fully-integrated manufacturing companies
this side of the globe.

Ashok Leyland has a product range from 2.5T GVW (Gross Vehicle Weight) to 49T GTW
(Gross Trailer Weight) in trucks, 16 to 80 seater buses, vehicles for defence and special
applications, and diesel engines for industrial, genset and marine applications. Ashok Leyland
launched India’s first electric bus and Euro 6 compliant truck in 2016. Over millions of
passengers use Ashok Leyland buses to get to their destinations every day and 7,00,000
trucks keep the wheels of the economy moving. With the largest fleet of logistics vehicles
deployed in the Indian Army and significant partnerships with armed forces across the globe,
Ashok Leyland helps keep borders secure.

Pioneers in the Commercial Vehicle (CV) space, many product concepts have
become industry benchmarks and norms.

Ashok Leyland has ISO/TS 16949 Corporate Certification and is also the first CV
manufacturer in India to receive the OBD-II (on board diagnostic) certification for BS IV-
compliant commercial vehicle engines, SCR (selective catalytic reduction), iEGR (intelligent
exhaust gas recirculation) and CNG technologies. We are the first truck and bus manufacturer
outside of Japan to win the Deming prize for our Pantnagar and Hosur plants. Driven by
innovative products suitable for a wide range of applications and an excellent understanding
of the customers and local market conditions, Ashok Leyland has been at the fore-front of the
commercial vehicle industry for decades.

The Company’s wide-spread customer base is served through an all-India

sales and service network, supplemented by close to 3000 touch points.

A global network of over 550 touch points that facilitate on-road service for millions of
vehicles. With technology-enabled customer engagement processes and knowledge on the
specific applications of the product range, Ashok Leyland sales team are well equipped to

5 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

fulfil customer’s needs. Ashok Leyland manages driver training institutes across India and
has trained over 8,00,000 drivers since inception. On-site service training for technicians are
provided by Ashok Leyland’s service training institutes located in 9 locations across India.

People, Planet and Profit for all stakeholders especially our customers is at the
core of Ashok Leyland which resonates with our Philosophy of ‘AAPKI
JEET, HAMARI JEET’.

MARKET SIZE :
The industry produced a total 25,316,044 vehicles including passenger vehicles,
commercial vehicles, three wheelers, two wheelers and four wheelers in April to
March 2017 as against 24,016,599 in April to March 2016, registering a growth of
5.41% over the same period last year.
Domestic sales of passenger vehicles grew by 9.23% in April-march 2017 as
compared to the last year, within the passenger vehicles, passenger cars, utility
vehicles and vans grew by 3.85%,29.91% and 2.37% respectively during April-
march 2017 the overall commercial vehicles segments registered a growth of
14.16% in April – march 2017 as compared to the same period last year.
Medium to heavy commercial vehicles (M&HCVs) grew by 0.04% and light
commercial vehicles grew by 7.41% during April-March 2017.
GOVERNMENT INITIATIVES:
The government of India encourages foreign investment the automobile sector and
allows 100% FDI under the automatic route.
Some of the major initiatives taken by the government of India are :
• The government of India aims to make automobile manufacturing the main
driver of “Make in India” initiative, as it expects the passenger vehicles
market to triple to 9.4 million units by 2026 , as highlighted in the auto
machine plant (AMP) 2016- 26.
• In the union budget of 2015-16 , the government has announced plans to
provide a credit of RS.850,000 crore to farmers, which is expected to boost
sales in the tractor segment.
• The government plants to promote eco friendly cars in the country – that is
CNG based vehicles, hybrid vehicles and electric vehicles – and also to make
mandatory 5% ethanol blending in petrol.

6 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

 ORGANISATION STRUCTURE

7 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

THE VARIOUS SHOP FLOORS AT ASHOK LEYLAND PANTNAGAR PLANT

THE CHASSIS MANUFACTURING & VEHICLE TESTING SHOP: The chassis assembly
shop is the largest shop floor. It is designed to be extremely dexterous to produce
smallest to largest of vehicles in Ashok Leyland’s product range, including the U-truck
and other cabbed vehicles. The single chassis testing line can test all the models and
variance covering various tests, to generate instant test reports.

FRAME MANUFACTURING SHOP: For the first time in India, CNC flexible roll forming
technology has been introduced for frame manufacture, offering manufacturing
flexibility to form the entire variety of frames and accommodating future model
requirements and design changes with no fresh tooling. The flexibility comes with
minimum model changeover time, allowing low batch quantities in the manufacturing
plan.

CROWN WHEEL AND PINION SHOP: Even as it significantly speeds up operations,

migration to dry cutting with carbide blades has eliminated, use of cutting oil pollution.
Closed loop software connected to inspection and cutting machines dramatically
quickens the fine – tuned machine setting, in managing the complicated three
dimensional geometry of the aggregates. Clean propane instead of LPG makes for
environmental protection and low operating cost.

AXLE SHOP: The integrated axle machining and assembly shop has highly automated
front axle machining lines and conveyorised front / rear assemblies, all in shop.
Hazardous operations are performed by robots.

ENGINE SHOP: Integrated Horizontal Machining Centers (HMC).

Complex fed by Automated Guided Vehicles (AGV) bestow great flexibility to
manufacture a range of engine variants, using components rough machined in an
adjoining shop. Auto docking and in – process.
Verification systems directly reduce testing cycle time and optimize test cell
requirements. Dust – free enclosure for assembly on skids and material supply kits for
right component assembly of variants are two other features. The shop has the
capability to produce both the Hand as well as the Neptune family of engines. Past
testing, the engines are mated to gearboxes (5, 6, 8 or 9 speed) in an adjoining area.

8 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

CAB WELD SHOP: High on automation, the shop employs robotics in framing and rear
body lines, for better quality and improved ergonomics. Manufacture of door assemblies
is performed by robotic roller hammering.
PAINT SHOP: Frame painting: Powder coating instead of conventional liquid painting
eliminates hazardous pollutants while bestowing high corrosion resistance to withstand
well over 500 hours of salt spray bath. The change of technology also ensures zero
wastage of paint.
CAB PAINTING: The CED coating system is lead / tin free, employing robotics and
reducing paint wastage. While propane gas cuts atmospheric pollution, the camel
backing type baking ovens reduces fuel consumption and heat dissipation. All material
movement is automated to enhance operational safety and output quality.

SUPPORT SERVICES: The plant has a state - of - the – art Fire Hydrant System, backup
power generators (75%), 24kms of rain water drains and wide concrete toads for taking
care inbound / outbound logistics. The latest generation electrical lighting reduces
energy consumption significantly. The manufacturing, canteen, office buildings have
been designed on the principles of green building.

9 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

OUTSTANDING ACTIVITIES TAKEN BY ASHOK LEYLAND LTD
 BLESSING SCHEME @ ALPNR
This scheme addresses the issue of growing appetite for technical requirements within
the automobile industry on one hand and fulfilling the corporate social responsibility on
the other hand.
To enhance the employability of youth in UTK state, Blessing scheme introduced in the
year 2010, which is a collaborative approach between Ashok Leyland and Government
of Uttarakhand.
This programme is of 4 years and the trainee (Talented students selected from
unprivileged areas of Uttarakhand) is offered four year Diploma in Manufacturing
Technology by NTTF (A premier Technical Institute of India).During this 4 year training
he/she is exposed to various technical inputs i.e. on Computer Numerical control
machines (CNC), Auto CAD, Metrology, Pneumatics and Hydraulics, Computers,
Robotics, Electronics, Mechatronics, Welding, Painting etc. During the final phase of the
programme, the trainees are given exposure to the Product & service related concepts &
best practices of Auto Industry including TQM initiatives as a part of their curriculum.
The major highlight of this programme is that students acquire industry relevant skills
through OJT (On the Job training) at PNR shop floor.
To provide such training a state of the art Technical Learning Centre with modern
laboratory facilities were started in the year 2012.This centre provides a platform to the
youth of UTK to learn & earn. This scheme provides theoretical as well as practical
training to the trainees. As per the scheme, these trainees are exposed to the skills,
technology and the environment that’s required to make them employable.

Why Outstanding Activity:

The theme of Blessing scheme is to target the underprivileged section of society, living
in remote places and have no opportunity of employment and that’s making it unique in
nature. This scheme provides professional competence coupled with remuneration
through the tenure of this course. This strategy has motivated students to remain
focused throughout the training period. It also helped support their families back at
native place making them feel proud in living up to expectations of the society.
Benefits:
This scheme is resulted in changing lives of 308 students till now who has successfully
completed the 4 year tenure of this scheme and got placed PAN India in various
networks of Ashok Leyland to serve the Nation.

10 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

MISSION GEMBA @ ALPNR
Mission Gemba

To involve 100% front line associates in improvements, “Mission Gemba” has been
started in FY11.The objective of Mission Gemba was to drive frontline attitudinal
change and improve work culture to achieve significant business performance
improvement. Mission Gemba is based on ISER (Information, Skill, Empowerment, and
Reward & Recognition) concept.5S was indeed the first initiative wherein many
associates voluntarily participated in the company’s initiative. Top managers led by
example, by cleaning the shop floor themselves. Initially 4 Gemba introduced and later
on increased to 10 and subsequently 12. The total 12 Gemba centres have been made at
shop floor supported by Gemba organization. All Gemba centres are supported by Core
Team vertical and Core team members. Each Gemba is run by 01 GUL (Gemba Unit
Leader) and 8 GIL (Gemba Initiative Leader).They are involved in activity promotion
and activity execution at Gemba with the involvement of 100% associates. At Gemba
countermeasures are taken. In FY 14, new initiative of “Go Green” also added to
promote sustainability in Mission Gemba.10 initiatives are run under the umbrella of
mission Gemba.
Awards and Recognition:
 Deming Prize
 The Deming Prize is a global quality award recognizes both individuals for their
contributions to the field of Total Quality Management (TQM) and businesses
that have successfully implemented TQM. It is the oldest and most widely
recognized quality award in the world. It was established in 1951 to honor
Edwards Deming.

Being the first Truck and Bus Plant in the world and the only CV manufacturer outside
Japan to win this prize, adds another feather to the company’s achievements of
delivering industry firsts. Housing the latest technology and processes, our Pantnagar
plant is a fully-integrated plant capable of manufacturing all future-ready products
across trucks and buses. Consistent quality, technology, innovation and robust
processes are the pillars which have helped us garner international recognition,
customer satisfaction and help us deliver on our brand promise of ‘Aapki Jeet, Hamari
Jeet’

11 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

TRAINING AND DEVELOPMENT
What is training and development?
Training and development as a function concerned with organizational activity aimed at
bettering the job performance of individuals and groups in organizational settings. Training
and development can be described as "an educational process which involves the
sharpening of skills, concepts, changing of attitude and gaining more knowledge to enhance
the performance of employees. The field has gone by several names, including "Human
Resource Development", "Human Capital Development" and "Learning and development”

 Training and development encompasses three main activities: training, education,

and development.

 Training: This activity is both focused upon, and evaluated against, the job that an
individual currently holds.
 Education: This activity focuses upon the jobs that an individual may potentially
hold in the future, and is evaluated against those jobs.
 Development: This activity focuses upon the activities that the organization
employing the individual, or that the individual is part of, may partake in the future,
and is almost impossible to evaluate.

Concept of training and development

Training constitutes a basic concept in human resource development. It is concerned

with developing a particular skill to a desired standard by instruction and practice.

Training is a highly useful tool that can bring an employee into a position where they

can do their job correctly, effectively, and conscientiously. Training is the act of
increasing the knowledge and skill of an employee for doing a particular job.

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 TRAINING

TYPES Methods
 Skill training  On-The job training
 Re- training  Off- The job training
 Cross-functional training  Apprenticeship training
 Team training  Informal training
 Creativity training  Lecture
 Literacy training  Program learning
 Diversity training  Audiovisual learning
 Crisis training  Simulated learning
 Customer service training  Electronic training
 Orientation training
 Job training
 Safety training
 Promotional training
 Refresher training
 Remedial training

13 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

 TRAINING

Definition of Training:
Training is the process for providing required skills to the employee for doing the job
effectively, skilfully and qualitatively. Training of employees is not continuous, but it is
periodical and given in specified time. Generally training will be given by an expert or
professional in related field or job.

Training is required at every stage of work and for every person at work. To keep
themselves updated with the fast changing technologies, concepts, values and
environment, training plays a vital role. Training programmes are also necessary in any
organisation for improving the quality of work of the employees at all levels. It is also
required when a person is moved from one assignment to another of a different nature
Training is a process of learning a sequence of programmed behavior. It is the
application of knowledge & gives people an awareness of rules & procedures to guide
their behavior. It helps in bringing about positive change in the knowledge, skills &
attitudes of employees. Thus, training is a process that tries to improve skills or add to
the existing level of knowledge so that the employee is better equipped to do his present
job or to mould him to be fit for a higher job involving higher responsibilities. It bridges
the gap between what the employee has & what the job demands.

Dale S. Beach defines training as “the organized procedure by which people learn knowledge
and/skill for a define purpose”

knowledge and/or skill for a definite purpose’.

TNA:-TRAINING NEEDS ASSESMENT:-

TNA is the method of determining if training need exist and, if it does, what training is
required to fill the gap TNA seeks to identify accurately the level of the present situation
in the target survey, interview, observation, secondary data or workshop
The gap between the present status and desired status may indicate problem that in
turn can be translated into training need

Training need = Desired capability - current capability of the participants

14 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

TNA:-TRAINING NEED ANALYSIS
DEFINATION: - Training need analysis is the process in which the company identifies
training and development need of this employee so that they can do their job
effectively .It involve complete analysis of training need requirement at various level of
the organization .
DESCRIPTION:- Technology is changing at a very fast pace so the training and
development is the need of the employee .It help in grooming employees for the next
level . It help the manager to identify key of development area of his/her employee with
proper training and development. The productivity increase manifold.
Various company have in house expert who can train employee on various aspect of the
business .Normally a calendar is worked out in advance in various session is listed out
and which employee can pick their business requirement to enhance personal
development needs.TNA is usually a part of appraisal process and at the end of the year
an employee has to complete all the training and development need identify by the
manager.
There are many aspects when manager are identify training need of their team member.
Firstly- The manager need to indentify which skill set is required to complete the job
or the process ,Second- Is to assess existing skill level of the team member, Third- Is to
determine the training gap which mean the difference between the skill require to
complete the job and existing skill set of any particular team member.

DEVELOPMENT

Employee development refers to the steps taken within a company to encourage each

employee’s professional and personal growth. Employees within organizations that

offer employee development feel valued by their employer and produce larger amounts

of quality work. By developing the employees both professionally and personally, the

organization benefits from this growth.

 Employee Development
Employees constitute any person hired by the company and working for the good of the
company.

15 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

  Professional Development
Professional development sessions improve the skills and abilities of the organization.

 Personal Development
Personal development sessions provide an added benefit to the employee. Personal
development opportunities include health and fitness education, personal finance
courses or stress relief techniques.

 Organizational Development
Organizational development sessions benefit the company overall. These include
creating a company mission statement, strategic planning, or required legal training for
employees.

1. PURPOSE

The aim of training is to identify and develop competencies required for effective
functioning in the organization.
The above shall be ensured through an established and documented procedure, which
would capture the following:
- Identification of training needs
- Training Design
- Training Delivery
- Review of training effectiveness

2. SCOPE
This procedure applies to Executives of Ashok Leyland Limited.
The scope of this procedure addresses the methods of identifying training needs of
individuals.

3. TERMS & DEFINITIONS

2.1 Business Requirement Training Needs:

The training needs of key Business requirement would be obtained from upcoming
business requirements derived form Senior Management vision for the year by Vice
President’s recommendations, deliberation with HR Head and Training Manager - HR.

16 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

2.2 Organizational Requirement Training Needs:
Training needs which are commonly identified for all the executives of Ashok Leyland
Ltd, PNR to meet an organizational requirement unit wide. Training on Quality Systems,
Continuous Improvement, and work culture are some examples of organizational training
needs which is termed as Mass Training (PMS, POSH, DWM, Basics of TQBM).

2.3 Departmental Requirement Training Needs:

Departmental training needs are specific requirements of teams involved in a particular
function for performing tasks relevant to any occupational/functional knowledge/skills
required by the team. These needs are derived from the departmental/divisional Business
Plan. These needs are derived as an outcome of discussion between Department
Heads/Functional Heads, Head-HR and Vice President.

2.4 Individual Requirement Training Needs:

Individual Training Needs are needs identified to develop competencies that enable an
individual to reach a desired level of performance and also meet the
company’s/department’s business plan. The needs would be identified through Business
Requirements. The business requirements are arrived at after discussion with the Vice
President. The same is then included and made part of the training calendar.

2.5 Leadership Team:

This team comprises of:
- Vice President - PNR, ALW & BHD
- Head – Human Resources
- Training Manager - HR

2.6 Executives:
They are AL Executives.

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 4. ROLES & RESPONSIBILITY
Training at the unit level is a responsibility of Head HR, PNR.

5. PROCEDURE

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4.1 The HR department prepares a Training Menu based on the Business,
Organizational, Departmental and Individual requirement training needs and is signed by
Training Manager HR, HR Head and VP – PNR, ALW & BHD.

4.1.1 Training Menu

4.2 The HR Department shares the Training Menu along with TNI sheet with all
Department Heads. Department Heads/ Executives in turn will share TNI (selected from
Training Menu) for their respective departments with Training Manager HR. These
individual training needs are then captured and consolidated by Training Manager - HR.
Training Manager HR validates the TNI from Department Heads.

4.2.1 TNI sheet : Based on TNI received, the HR department will prepare a tentative
annual and monthly Training Calendar and organize the training programs as per the
categorization done i.e. Technical, Behavioral, and Functional & Organizational trainings.

4.3.1 Training Calendar: It is a document that includes training need type, training
category, training program a period of one year. Training needs enlisted in Training Menu
are scheduled in the coming year. This is created to conduct the training programs and
facilitate the departmental head to nominate the specified participants for a particular
program in advance.

4.3.2 Trainer (Internal/External) is decided well in advance by Training Manager HR.

4.4.1: When a training program is scheduled to be held:

a). The Training Incharge sends communication to the Departmental Head for
nomination of more participants who have been identified for a particular training
program in advance of the scheduled date. These nominations are in addition to the
ones identified earlier as there may be few newly joined executives also.
b).The nominations are received.
c).The Training Incharge collects the training material from the concerned faculty in
advance of the scheduled date for an in-house training program.
d). Department Heads and the enlisted executives are communicated the schedule of the
training and the former are requested to release the enlisted executives.

19 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

4.5 Training Feedback is filled by executives who attended the training program and
Training Manager collects and keep the feedback as record.

4.6 Updation in Learning Management System (LMS) : LMS is a system to capture the
attendance and man – hours for AL Executives. Scope of LMS is currently limited to AL
executives only. Once the training is done, executive individual record is updated in LMS
in Success Factor.

4.6.1 Success Factor: Online portal to automate HR processes.

4.7 Training Evaluation: Training is evaluated based on Kirk Patrick’s 4-level Model of
measuring Training Effectiveness. At present, we are using specific levels of evaluation for
specific trainings only which are as follows:

S. No. Level of Evaluation Effectiveness Measurement Time Line

Tool

1 Reaction Training Feedback Form Immediate after training

2 Learning Pre-and Post-Program Test Before and After training

3 Behavior Post Program Evaluation After six months

4 Results Business Results

4.7.1 Training Feedback Form:

Reaction - To what degree participants react favorably to the learning event.
This form is filled for all trainings except awareness trainings. All ratings obtained in the
training feedback forms are consolidated in training feedback analysis sheet and their
weighted averages are calculated to get individual training feedback parameter ratings.
These weighted average ratings are averaged to get overall training feedback rating. If
this rating is greater than or equal to 3 out of 4 then training’s immediate reaction was
acceptable.

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4.7.2 Pre and Post Program Test:
Learning - To what degree participants acquire the intended knowledge, skills, and attitudes based
on their participation in the learning event
The Pre-Training & Post-Training tests are designed in advance in conjunction with the
concerned faculty for an in-house training programme. (Pre & Posttest done if the
training hours exceed 4hrs.)
It carries 25% weightage in evaluation of training effectiveness. If the overall average
normalized gain in pretest posttest analysis is equal to or greater than 30%, then learning
from training reached appropriate levels. This criterion is taken from Hake (Hake, R. R.,
1998, Interactive engagement versus traditional methods: A six-thousand-student survey
of mechanics test data for introductory physics courses, American Journal of Physics, Vol.
66, Issue No. 1, p. 64) whose 62-course overall average normalized gain data suggested
that 30% is a lower bound of what he designated as “medium” normalized gain.
Sometimes only posttest is taken, then 80% and above is an acceptable score in posttest.

4.7.3 Post Program Evaluation:

Behavior - To what degree participants apply what they learned during training when they are back
on the job.
After six months duration, post-program evaluation is conducted to complete training
evaluation It carries 50% weightage in evaluation of training effectiveness. After six months,
post program evaluation is carried out by the training participants’ supervisors. All ratings
obtained in the post programme evaluation forms are consolidated in post program
evaluation analysis sheet earlier their weighted averages were calculated to get individual
post program evaluation parameter ratings. These weighted average ratings were averaged
to get overall post program evaluation rating. If this rating is greater than or equal to 4 out
of 5 then learning from training was actually transferred in works of executives who
participated in the training. But know it’s been modified i.e. if the participants rated 1 by the
supervisor that means the learning is exhibited in their work & if not retraining for those
participants planned.

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4.7.4 Business Results:
Results - To what degree targeted outcomes occur, as a result of the learning event(s) and
subsequent reinforcement.
Weighted average of ratings from above three levels of training evaluation is a measure of
training effectiveness. If this rating is greater than or equal to 1 then training is effective. If
the rating is less than 1, then ratings for above three levels are checked. Again individual
parameters at each level may be checked to suggest corrective actions. Action plan is
created based on the findings, which is then implemented when a similar training is being
organized next time.

4.7.5 Training Accomplishment - The Head HR along with Training Manager HR reviews
following:
a) The trainings planned vs. accomplished is reviewed every quarter.
b) Training Effectiveness (Feedback Forms) analysis.

In case of non-accomplishment or recommendations, appropriate actions are taken for

accomplishment of training as per the plan.
5 RECORDS AND PERIODS OF RETENTION

5.1 Training Menu - 1 year

5.2 TNI sheet - 1 year
5.3 Training Calendar - 1 year
5.4 Training Feedback Form - 1 year
5.5 Post Program Evaluation - 1 year
5.6 Ashok Leyland Ltd. Training Database - Ongoing

6 REVIEW FREQUENCY

Item Reviewed By Reviewed with Frequency

Skill Matrix Training Department Head HR/ Dept. Heads Quarterly

Training Calendar Training Department Head HR/ Dept. Heads Yearly

22 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

 Difference Between Training and Development

BASIS FOR COMPARISON TRAINING DEVELOPMENT

Meaning Training is a learning Development is an

process in which employees educational process which is
get an opportunity to concerned with the overall
develop skill, competency growth of the employees.
and knowledge as per the
job requirement.

Term Short Term Long Term

Focus on Present Future

Orientation Job oriented Career oriented

Motivation Trainer Self

Objective To improve the work To prepare employees for

performances of the future challenges
employees.

Number of In Many Only one

23 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

 Training Menu

It is comprehensive document which summarize all the training need as identify by 3

sources- organizational, departmental, and individual. Training need are prioritized
based on the no of nomination received from PMS to comprehensive training chart for
the year.

24 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

 IDENTIFICATION OF TRAINING NEED

The training need is identified on the basis on the basis of business plan and
organizational challenges. This is decided by BU/Departmental head in consulting with
HR Head and Vice president (operation)
In Ashok Leyland need based training is raised by Departmental head / BU Head for
specific training through need based training format .The need will be included in
monthly training calendar as need based training.
The employee joining organization after the closing of PMS Cycle , they may raised their
training need through fulfilling the self TNI from the submitting to HR after getting it
signed by departmental head
Based on priority, the HR department makes the training calendar and organizes the
training as per the categorization done.

Tentative Training Plan

It is document that include training need type, training category, training program
Training time schedule, and completed from the period of month . Training calendar
shows the date, day and time duration of the training which is to be conducted

25 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

 Scheduling of training

The training scheduled by the HR Head and departmental head and is communicated to
the nominated Executives .Mostly the scheduling of the training duration is 4hours &
8hours of the day.

July 2018
 APS TRAINING II:- 03-05 –July
 IATF Awarness:13-July
IATF A:-20-July

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27 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai
 Training Delivery
Training delivery is done by the faculty at the time of training program in the
respective venue at the time scheduled. The delivery of training is done by the faculty
who has the knowledge about the training .The delivery of training was done through
presentation.
The presentation of training should be effective and understandable

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29 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai
 Feedback Analysis

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31 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai
Result and conclusion

Throughout the project we have discussed the need of training and development
activity in the organization well as expected outcome from such endeavors

 The major conclusion of this project is as follow:

 Most of the employee believes that training is important for professional as well
as personal development
 The employees come to know about their strength and weakness
 Training and development helps to growth of the company
 After this training employee use the latest training method which will enhance
the effectiveness of the training program
 More trainings should be plane in ASHOKL LEYLAND so that employee will get
motivate time to time
 All the training programs were held according to the training plan and training
calendar which shows the date, day and training duration which was scheduled
by the department and HR Head of the plant

After this training I have concluded that all the training and development program of a
company are highly effective and beneficial to the employee in giving their best
contribution to their personal growth and development as well as to meet the
organizational objective.

32 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

 Recommendation

In the plant some important step should be taken into consideration to making training
more effective.
 Ensure that training contribute to competitive strategies of the firm. Different
strategies need different HR Skill for implementation. Let training help employee at
all level acquire the needed skill
 Ensure the systematic and comprehensive approach to training exists and training
should be done on the continuous and on-going basis.
 Ensure that there is proper linkage among the organization , operational and
individual training need
 Create a system to evaluate a training effectiveness
 To motivate associates praise them them this will improve their moral and hence
increase the productivity of the organization
 The Company should adopt the other way for nominating the trainees like training
need identification survey , self nomination , personal analysis ,organizational
analysis etc
 HR department should consider seminar on some vital topic so that employee are
always motivated and encouraged to work.

33 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

 Reference and bibliography

 http://www.whatishumanresource.com

 http://www.mbaskool.com

 www.ashok leyland.com

 http://en.wikipedia.org/wiki/ashok Leyland

 www.citehr.com

 Adrian Farnham, a question of comitency, personal management (1990),

VOL.22,No. 6 ,p.37.

 Ganesh Shermon,compitency based HRM,Mc Graw hill Education ,2004, vol.11

 Shekhawat Shikha 2018 july Human Resource management

34 TRAINING AND DEVELOPMENT –Ashok Leyland , Pantnagar by Aarushi Rai

 Experience and key learning
The overall experience was wonderful. Having knowledge about automobile industry
Ashok Leyland was not very much in the beginning but with the industry mentor. I was
able to learn about the company and the current functioning of the organization. As the
project was related to training and development system at Ashok Leyland Pantnagar
plant adding to that. I also learned about the production system and various other HR
practices.
The main thing I have learned a lot from this assignment in patience, building trust and
to go to the root of the every problem. Concept celerity is a must. This internship was
definitely an introduction to the actual work field for me. I have learned to work in a
organization and apply my knowledge into practice.
The knowledge I got from my industry mentor was also very helpful in many ways .They
help me to boost my confidence to do more with my capabilities . In have tried to learn
as more possible from my mentor during my internship.
The internship was definitely beneficial for me and I’m grateful and thankful that I got
this opportunity to experience and learn many things.

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