SUMMER TRAINING REPORT

ON
TO STUDY AND EVALUATE TRAINING AND DEVELOPMENT PROCESS
AT TATA MOTORS LIMITED, LUCKNOW
Submitted in partial fulfillment for the requirement of the award of degree of
MASTER OF BUSINESS ADMINISTRATION
Under the Supervision of
Mrs. Monica Ahuja
HR Manager
Tata Motors Limited, Lucknow
Report submitted on 02nd August 2016
Submitted by
Pragati Srivastava

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 TABLE OF CONTENTS

Declaration (Organization) ………………………………………………..4

Declaration (college)…………………………………………………………5
Letter of transmittal…………………………………………6
Acknowledgement (Mentor) …………………………………………..7
Acknowledgement…………………………………………..8
Preface……………………………………………………………………….9
Executive Summary…………………………………………10
Abbreviation ………………………………….……………….11
Chapter 1: Company Profile……………………………....12
Tata Motors Limited…………………………………………16
Introduction to Lucknow plant……………………………………….22-38
Policies of Tata Motors……………………………………………………….39-43
.CSR- Programmes…………………………………………………………44-51
Organizational Structure…………………………………………………52
Chapter 2: Introduction to topic…………………………………..53-55
2.1 Training Process
2.2 Training at Tata Motors…………………………………….....56-59
2.3 What is LAC?
2.4 Process of LAC Meeting
2.5 Learning Calendar………………………………….…………60-61
2.6 Learning Process…………………………………………..….62-63
2.7 Planning the Learning and development budget…………..….64-70
2.8 Internal Program Management
2.9 External Facilitator Management
2.10 Program Evaluation
Chapter 3: Purpose of the Study…………………………..….71
Chapter 4: Need and Importance of the Study……….……72-73
Chapter 5: Research Methodology………………………...…74-76
5.1 Introduction
5.2 Research Design
5.3 Data Collection
5.4 Sample size and Sampling
5.5 Research instrument
Chapter 6: Data Analysis and Interpretation………………..77-86
Chapter 7: Findings………………………………………….…87-88

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Chapter 8: Suggestions and Recommendations……...…89-90
Chapter 9: Limitations……………………………...……91
Chapter 10: Conclusion……………………………..…...92
Bibliography……………………………………………………..93
Questionnaire……………………………………………………94-95

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 DECLARATION
I hereby affirm that this project report titled “TO STUDY AND EVALUATE TRAINING AND
DEVELOPMENT PROCESS ” in Tata Motors, Lucknow ” being submitted to STEP-HBTIin
partial fulfillment of the requirement for the award of the Masters in Business Administration is
bonfire work carried out by me.

Pragati Srivastava Date- 02 August 2016

PGDM – IInd YEAR
STEP-HBTI, Kanpur
Forwarded by: Mrs. Monica Ahuja
HR Manager. Training & Development
TATA MOTORS LIMITED, LUCKNOW

LETTER OF TRANSMITTAL
Mrs. Monica Ahuja
HR Manager
Tata Motors Limited,
Lucknow.
Respected Ma’am
RE: Summer Project Report
Attached herewith is a copy of my summer training report “To Study and Evaluate Training and
Development Process at Tata Motors Limited Lucknow” which I am submitting in order to mark
the completion of a 8-week summer project at your organization from 7thJune 2016 to 2nd
August 2016. This report was prepared by me using the best of practices and is being submitted
in partial fulfilment for the requirement of the award of the degree.

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I would like to mention that the overall experience with Tata Motors Limited, Lucknow was very
good, and helped me to know how work is carried out in real practice. I feel honoured that I got
an opportunity to train with your esteemed organization. I hope I did justice to the project and
added some value to the organization. Suggestions/comments would be appreciated.
Sincerely,
Pragati Srivastava

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 ACKNOWLEDGEMENT

Learning in life with a difference is what my experience has been at the TATA MOTORS
LIMITED, Lucknow, where I have under gone my training on the project i.e. TO STUDY AND
EVALUATE TRAINING AND DEVELOPMENT PROCESS at TATA MOTORS.
Excellent platform for me to score some experience with the leading manufacturing company of
India.
My project work is supported by unparalleled help and guidance from respected persons with
whom I have been acquainted with in the course of the project. I feel extremely satisfied to be
able to acknowledge their help and support in completion of my project work.
I express my appreciation and thanks to my mentor Mrs. MonicaAhuja, HR Manager, my
project guides whose inspiring suggestions and guidance made it possible for me to go on with
the project and had a great influence on my thinking.
It has been a great pleasure and varies enriching experience working in Tata Motors Limited.,
HR Department (Lucknow). I wish to accord my gratitude to each and every person of the
“Training department” for their help rendered to me.

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 ACKNOWLEDGEMENT
Learning in life with a difference is what my experience has been at the TATA MOTORS
LIMITED, Lucknow, where I have under gone my training on the project i.e. TO STUDY AND
EVALUATE TRAINING AND DEVELOPMENT PROCESS at TATA MOTORS. Excellent
platform for me to score some experience with the leading manufacturing company of India. My
journey through this training procedure has given me an exposure to real life incidents of the
industry and have helped me in inculcating those traits for preparing me for the forthcoming
endeavors in my life concerning with the ever expanding Indian industry.
I would like to thank Mrs. Pratibha Singh Mam for giving me the support and guidance in the
entire training period.
I would like to thank Mr. Saud Usmani Ahsan (H.R Manager) for providing me the opportunity
to add a new dimension to my knowledge by getting trained at this esteemed organization.
I would like to thank Mr. Prashant Pandey (H.R. Talent Acquisition) for providing me the
opportunity to add a new dimension to my knowledge by getting trained at this esteemed
organization.
I am also thankful to our guides Mr. Manish Kumar, Mr. Vinay&Ms. Aakriti and before
concluding I must convey regards and heartiest gratitude to my family and friends who have
expanded their unbelievable co-operation in helping me to complete this project.

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 PREFACE
I am undertaking this study as Summer Project requirement by the STEP - HBTI for completion
of my PGDM Program. The project requires me to undergo training for eight weeks during the
course of which I am to satisfactorily perform the project requirements.

The project assigned to me is TO STUDY AND EVALUATE TRAINING AND

DEVELOPMENT PROCESS” in Tata Motors , for which I am required to analyze the
importance of training and development in respect of TATA MOTORS, Lucknow.

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 EXECUTIVE SUMMARY

This report is about the things I have learnt and the work I have done during my eight weeks
stay at Tata Motors Limited, Lucknow.

During the training I learnt about the various training and development programs carried out
for the employees of the organization. Also gathered information about the views the
employees have towards the training programs and procedures of the organization.

I also learnt how the HR department plays a key role in coordinating and conducting the
required training needed by the different departments of the organization. This internship
also helped me to have a closer look at the functioning of the HR department of a corporate
giant ‘TATA MOTORS’ which in itself is an honor.

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 Abbreviations Used

Acronym Full form

ASTD American society for training development
BHR Business HR
CHRO Chief human resource officer
CIRO Context input reaction outcome
CLC Corporate leadership council
COE Corporate of excellence
COM Learning and development communication team
CTO Chief talent officer
CVBU Commercial vehicle business unit
ERC Engineering research centre
FG Facilitator guide
FTSS Fast track selection scheme
IB International business
ILT Instructor – led training
LAC Learning advisory council
L&D Learning & development
LD Learning designer
LL Learning lead
LMS Learning management system
LTS Learning technology system
MDP Management development program
ME&I Manufacturing excellence and innovations
OL Operations lead (this role is second in-line to learning lead at
a location)
PACT Performance appraisal and coaching tool
P&SC Purchase and supply chain
PG Participant guide
PRO Public relations officer
PPPM Product planning and project management
PVBU Passenger vehicle business unit
RLO Reusable learning object

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 COMPANY PROFILE
LEADERSHIP WITH TRUST
The TATA Group’s core purpose is to improve the quality of life of the communities it serves
globally, through long-term stakeholder value creation.

JAMSHET JI TATA

JAMSHET JI TATA founder of TATA Group in 1868, the TATA Group is a global enterprise,
headquarter in India. It comprises over 100 operating companies in seven business sectors:
communications and information technology,engineering, materials, services,energy,
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Consumer products and chemicals. TATA companies have operations and services to over 100
countries across six continents, and export products and services to over 150 countries. In
2014-15 the total revenue of TATA companies, taken together, was $108.78 billion. These
companies collectively employ over 600,000 people. There are 29 publicly-listed TATA
enterprises with a combined market capitalization of about $134 billion (as on March 31, 2015).
TATA companies with significant scale include:-

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 TATA INDUSTRIES
TATA Industries was set up by TATA Sons in 1945as a managing agency for the businesses it
promoted. TATA Industries mandate was recast, in the early 1980s, to promote TATA’s entry
into new and high-tech businesses.
Areas OF Business
TATA Industries has two operating divisions which function as independent profit centers.
TATA Strategic Management Group

The Purpose
At the TATA Group the purpose is to improve the quality of life of the communities. They serve
through leadership in sectors of economic significant, to which the Group brings a unique set of
capabilities. This requires the Group to grow aggressively in focused area of business. The
heritage of returning the society what they earn evoke trust among consumer, employees,
stakeholders and the community.
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CORE VALUES
The TATA Group has always been a values driven organization. These values continue to direct
the Group’s growth and businesses. The Five Core TATA Values underpinning the way of their
business are:-
Integrity: - We must conduct our business fairly with honesty and transparency everything we
do must stand the test of public scrutiny.
Understanding: - We must be caring \, show respect, compassion and humanity for our
colleagues and customers around the world, and always work for the benefit of communities we
serve.
Excellence: - We must constantly strive to achieve the highest possible standards in our day-to-
day work and in the quality of the goods and services we provide.
Unity: - We must work cohesively with our colleagues across the Group and with our customers
and partners around the world, building strong relationships based on tolerance, understanding
and mutual cooperation.
Responsibility: - We must continue to be responsible, sensitive to the countries, communities
and environments in which we work, always ensuring that what comes from the people goes
back to the people many times over.

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 TATA MOTORS LIMITED

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TATA MOTORS

TATA Engineering and Locomotive Company Ltd (TELCO) was incorporated on 1st September
1945 at Jamshedpur in the Eastern part of India, when TATA SONS took over the ‘Singhbhum
Shops’ from the East India Railways on 1st June 1945. While the objective was to produce
locomotive and general engineering equipment, Telco’s first locomotive was only produced in
January 1952. In 1954 the company embarked on the manufacture of Diesel Commercial
Vehicles at Jamshedpur under

A 15 year technical & financial collaboration with M/S Daimler Benz, A.G., and West Germany.
This collaboration was very successful in introducing the highly reliable TATA commercial
vehicles in India. Till 1969 these vehicles were marketed as Mercedes Benz vehicles. From 1969
onwards they have been marketed as TATA commercial vehicles.

Over 5.9 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. Tata Motors
Limited is India’s largest automobile company, with consolidated revenues of Rs.1, 23,133
crores (USD 27 billion) in 2010-11. In 2010-11, CVBU crossed the milestone of cumulative
sales of 4 million vehicles since inception.

It is the leader in commercial vehicles in each segment, and among the top three in passenger
vehicles in India with winning prod2ucts in the compact, midsize car and utility vehicle
segments. The Company is the world's fourth largest truck manufacturer, and world's third
largest bus manufacturer. It produces over 150 models of Vehicles & Automotive Products.

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TATA MOTORS: Anticipating Needs Creating Excitement
At TATA MOTORS, we believe that our strength stems from an organization wide culture which
rests on four pillars:

 Accountability
 Customer Product and Focus
 Excellence
 Speed

ECAS P C X
CUE OEE S
LTUD LO
MNE T
EAN RB
IC& L E I
PT R Y
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F O
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Tata Motors Limited, a USD 42 billion organisation, is a leading global automobile manufacturer
with a portfolio that covers a wide range of cars, sports vehicles, buses, trucks and defence
vehicles. Our marque can be found on and off-road in over 175 countries around the globe.
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 1945TATA MOTORS Established

60,000Employee Strength

$42 BillionCompany Turnover

>9 Million Vehicles Sold

>6,600Sales & Service Point

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 COMPANY PROFILE: TATA MOTORS

Name of Unit- TATA Motors Ltd

Foreign: -

TATA Motors has been in the process of acquiring foreign brands to increase its global presence.
TATA has operations in the UK, South Korea, Thailand, Spain, Indonesia, South Africa. Among
these acquisitions is Jaguar, Land Rover, Tata acquired the Daewoo Commercial Vehicles
Company, South Korea’s second largest Truck maker.

Indian:-

TATA Motors is a part of the TATA Group manages it’s share-holding through TATA Sons. Tata
Steel, Tata Chemicals, Tata Consultancy Services, Tata Engineering and Locomotive Company
etc. are major promoters across the country.

Corporate Office:-

Bombay House, 24, HomiMody Street

Mumbai 400 001, India

Lucknow Location:-

Tata Motors Ltd,

Deva Road,
Lucknow , U.P

Plant Area:- Land area of 650 acres

Manufactured Items: - World class fuel efficient HCV’s, MCV' such as Trucks and Buses.

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:: PRODUCTSRANGE OF TATA MOTORS::

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Lucknow Plant

Tata Motors Lucknow (TML-Lucknow) is an important production facility of Tata Motors

Limited & was established in 1992 to meet the growing demand for Commercial Vehicles in the
Indian market.

Plant is strongly backed up by an Engineering Research Centre (ERC) & Services set-up to
support with latest technology & cater to the complexities of automobile manufacturing. Fully
Built Vehicle business (FBV). Which is one of the fast growing areas of business is also head
quartered here.

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This plant rolls out commercial vehicles & is specialized in the designing & Manufacturing of a
range of modern buses which includes Low-floor, Semi Low-floor, and High Deck & CNG
Buses,

The major facilities at the Plant comprise of:

 Vehicle Factory:-Assembly Plant for Trucks and Bus Chassis

 Integral Bus factory: - Assembly Plant for Module Buses catering to the needs of TATA
Marco polo Motors Limited and FBV operations.

 Transmissions Factory: - Gear Parts, Crown wheel & Pinion and Heat Treatment
facility.

 Production engineering shop catering to the tool design and manufacturing needs.

 Training Centre: -A well-established Training Centre through which around 500

apprentices are trained in various trades.

 Engineering Research Centre with specific focus on buses, including a Digital

Prototyping lab, use of PLM software etc.

 State of art facilities like the Plant Shop, BIW Shop and the TCF factory with automated
lines have been benchmarked with the best in the world.

TML-Lucknow is set-up on a land of 600 acres in the Chinhat Industrial Area, while Deva Road
cuts the plot in almost two halves Western & Eastern Complex. The Western Complex was
commissioned first followed by the Eastern Complex.

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Western Complex: - The major facilities available in the Western Complex are-

Manufacturing (Line 1)
It is the assembly line for Trucks and Bus Chassis. The departments under this are CX Frame,
CX Trim, CX-CV including stores and plan and improve. CX Frame is involved in production
planning and efficient execution to achieve targets.

It provides input for annual budgeting and costing estimates. CX Trim prepares Standard
Operating Procedures based on Estimate Sheets given by New Product Initiation team and
displays these SOP’s on the Shop Floor.

It is also responsible maintain the quality of cowls as well as to achieve the target of zero PDI.
CX-CV monitors operations like frame drop off, air tank drop, spring rear drop, Spring from
drop, Axle rear drop, Axle front drop, propeller shaft drop,

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 Inversion, accelerator brake & clutch, engine drop, cowl drop, battery drop, Tyre mounting and
start off - to ensure that sequence is followed and no errors are committed in chassis assembly.
Store manages proper inventory levels and keeps a check on the ingoing and outgoing material.
Plan and improve facilitates zero breakdown cover for machines including spares planning,
preventive maintenance and breakdown analysis.

Lucknow Works

Western complex Bus Focused ERC setup Eastern complex

Recon

Weld Shop Paint Shop TCF

Line1
Transmission
Integral
Factory
Bus Factory 20 /day
Service Training center 260/day 560/day 240/day
100 /day 70,000 pa

20 /day Cowl &Cabin

Frame Module Fabrication
Heat Treatment
Vehicle Assembly
Cowl Machining Module Assembly

Vehicle Assembly

Tata Motors Marcopolo Limited

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 Integral Bus Factory
It is the assembly Plant for Module for rear engine buses catering to the needs of Tata Marco
polo Motors Limited and FBV operations also made all LCV CNG chassis. In IBF instead of
regular chassis, modules are made.

Module is in two parts front & rear, production of front & rear modules for Hybrid, Hi Deck,
Low floor and Ultra Low Floor Buses is done. After production of modules, they are sent to
TMML or ACGL Goa for Body Building. IBF includes CX module

Assembly including stores, CX module Fabrication and Plan and Improve. CX Module
assembly monitors operations like module drop off, front suspension drop, Axle rear drop,
inversion, accelerator brake & clutch, engine drop, battery drop, Tyre mounting and start off .
It ensures that sequence is followed and no errors are committed in Module Assy. In CX
module Fabrication front and rear modules are fabricated & welded with the help of Robotic
Welding. Plan and improve manages tools, jigs and fixtures and provides for their
troubleshooting. It also audits machine health, set and reset machines.

Price Panel
It evaluates cost of the parts recommended by Supply Chain & SQIG groups as per norms
(For Auto material except proprietary parts, Common material & indirect items). It settles
price with suppliers with the help of Supply Chain &

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 SQIG groups & ensures validation of costing in accordance with the pricing norms. It is also
responsible to keep a track on changes in pricing norms in coordination with other Price
Panels and implements these changes on a real time basis.
Contracts provides for approval & updating of Share of Business (SOB) as recommended by
Material Sourcing group & issues service purchase order to contractors for both capital &
revenue work order and gets it approved from contracts committee. It ensures that legal
requirements under Contract Labour Act are compiled by all contractors.

Material Audit function

It ensures that end to end reconciliation of parts is done for real timevehicle booking.
Depending on norms set by HO, physical verification is done for A, B, C class of items to
isolate mismatch in stocks and find out discrepancies.

IT function
It monitors IT system support to plant and ensures coordination between central IT, JSR, Pune,
LKO & TTL; new system implementation; review of SLA’s with TTL and SAP authorization
for users.

Vehicle Dispatch
This oversees vehicle dispatch activity and its adherence to set procedures.

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 Transmission Factory
It caters to Gear Parts, Crown wheel & Pinion and Heat Treatment facility

Production Engineering Shop

It caters to the tool design and manufacturing needs

Engineering Research Centre (ERC)

ERC Lucknow set up is primarily focused towards buses and coaches specific product portfolio.
This Centre caters to the design and development requirement for various bus product platforms
like Low floor, Semi Low Floor & Ultra Low Floor Buses. On a variance spectrum this deals
with various customer expectations from fuels like Diesel and CNG and from Ladder Chassis
architecture (Front Engine Configuration) to integrated monologue structure (Rear Engine
Configuration).

In recent events like Auto-Expo, this group has showcased various models like DIVO- High
Deck, Series & Parallel Hybrid Vehicles &Multivalve- Paradiso G7 Coaches. Since inception
this group has undertaken the responsibility for handling India’s most challenging Bus
requirement - Delhi Transportation Corporation (DTC) and which was well appreciated by
different stake holders including media and government for delivery and on time performance in
Common Wealth Games. There are many other institutions which have been overwhelmed and
asked for our participation to develop customized products for them, which included major
metros like Pune, Bangalore and Chandigarh etc.

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On global presence front, our buses have been part of different geographies including Middle
East (Dubai& Bahrein), Egypt &Thailand.

With increasing emphasis on green initiative, hybrid buses development and its coordination
with various development groups including Advance Electronics- for

Hybrid architecture development, Hispano – Fo2r BIW and other testing teams has been a truly
institutionalized effort to show its vigour and presence across the globe. This spirit has helped us
to bag first EMT order for 10 Buses in Spain.

Recon
Recon started its operations at Delhi in the year 2000 and shifted to Lucknow in June 2003.
Recon offers highly reliable reconditioned aggregates available on unit exchange basis.
Aggregates are reconditioned by Tata Motors at its Plants with genuine parts and confirming to
stringent Quality norms.
Whenever the customer’s Tata Commercial vehicle aggregates require overhaul, he now has the
option to exchange them with a similar reconditioned aggregate from Tata Motors – Recon.
 There is an “Exchange Price” pre-defined for each specific model of the aggregate to be
exchanged.

 The exchange is based on inspection of customer’s old aggregate, also called as core, as
per TML defined Core Acceptance Norms. These norms are simple and aim at quick
inspection of the aggregate. The components not confirming

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  To the norms are termed as core deficiency for which additional charges need to be paid
by the customer.

The Eastern Complex augments the Lucknow Vehicle production capacity. State of
the art facilities like the Paint Shop, BIW Shop and the TCF factory (Line 2 & 3) with
automated lines have been benchmarked with the best in the world.

Weld Shop

Lucknow Weld Shop produces two basic models: Cab and Cowl. Cab has two variants - Sleeper
& Non Sleeper. Cowl can be divided in two sub groups - Face cowl & Faceless cowl. Cab line
has four sub lines: - Front wall line, Sub structure line, Roof line& Rear wall line. Sub-
assemblies developed in these lines get assembled in a cubing fixture called Framing Fixture.
This partial body goes through the cab finishing line and complete cab is produced. Similarly
the cowl line has two sub lines: - main welding line and front wall (front face) line. The partial
body of cowl is made in the station6 of main welding and then it goes through the

Cowl finishing line and complete cowl is made. In weld shop, Spot welding, MIG/MAG
welding, Projection welding, Seam welding, Brazing, Bolting are used as joining process. In
cowl main welding line and cab front wall line, Lift & Carry is used to transfer job from one
station to another. For Face cowl sub assembly & parts come from local suppliers except the
skin parts that comes from

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Pune/Jamshedpur supplier. Faceless cowls come from local supplier. Some small parts like
brackets, gussets etc. are welded in house for faceless cowls. For cab most of the sub-
assemblies& parts come from suppliers at Jamshedpur. Complete Body in White (BIW) after
final inspection are sent to Paint Shop through an overhead conveyor.

Paint Shop

Lucknow paint shop has 3 levels - 0 level for all manual operations, 5.6 level for all processes
and 17.4 level is for ASU and exhausts. Total capacity of paint shop is 28 jpg i.e. 540 veh/day ,
but at present it is running at a capacity of 14 jpg. Body for painting comes to Paint shop from
BIW through overhead conveyor and then it is transferred to PT/ED line.

Here body is cleaned properly and after phosphating it goes for ED application for uniform
thickness of paint. After PT/ED all gaps are filled with sealant application and then it is well
sanded. For painting of sanded body, 2 booths are available with robotic painting inside painting
booth.

Painted body is then sent to Trim1, 2 and 3 as per dropping sequence. Paint Shop is equipped
with advance fire protection system. 16 color lines are available which means that 16 types of
shades can be painted simultaneously.

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 SOME MEMORIES REVISITED

Selection of site for the proposed TELCO Plant at Chinhat, Dewa Road,
Lucknow, in 1983.

Bhumi Puja performed at Plant site on 12-Mar-1986 in presence of Mukhia and other
villagers.

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 First Vehicle rolled out on 20-October-1992

CWP Shop starts operations in 1994

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 ERC sets up at Lucknow in 2005

BPR&SAP PROJECTS CNG IMPLEMENTED Company

wide initiatives taken.
36First
| P aCNG
g e Vehicle launched in 2001.

ERC sets up at Lucknow in 2005

 DIVISONS at TATA MOTORS

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1. Training Divisions

The Training Centre at the Lucknow Plant aims at providing high quality Apprenticeship
Training. In addition the Centre provides both internal & external training support to operators,
supervisors and managers in areas like special skills and technology, personnel practices etc...

The Lucknow Plant, after a major restructuring exercise, executed a smooth transition from
function-based structure. By this structure, process owners are required to meet stretched targets,
and in order to do so, are required to encourage individual learning and development of
employees. A structured process is being followed to establish and reinforce an environment that
encourages innovation.

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 2. Assembly Division

Lucknow Plant started with the assembly of Medium Commercial Vehicles (MCVs) to meet the
demand in the Northern Indian Market. However, in 1995, the unit started manufacturing bus
chassis of Light Commercial Vehicles (LCVs) and SUMOs. The facilities for manufacturing the
spare parts were set up and started supply of Crown wheel and pinion (CWP) in 1994.

3. Manufacturing Division

In TATA MOTORS Lucknow Crown Wheel and Pinion are manufactured by various gear cutting
process. Machining (Grinding and heat treatment) of Gear Parts is also done here. These gears
are used in gear boxes or as spares. Now TATA Motors is assembling Gear Box of ACE in
Lucknow itself. The manufacturing unit of TATA Motors at Lucknow is the latest manufacturing
facility of TATA Motors and is located towards East of Lucknow Plant.

MISSION, VALUES & VISION

Mission
We innovate mobility Values
solutions with passion to *Integrity
enhance quality of life. *Teamwork
*Accountability
*Customer Focus
*Excellence
*Speed
Vision
As a high performance organization, we are, by
FY2019
Among the Top 3 in Global CV & Domestic PV
Achieving Sustainable Financial Performance
Delivering Exciting Innovations.

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 Work at TATA Motors Lucknow Plant

At TATA Motors Lucknow we have the following two areas of production.

1- Chassis Assembly Block

Frame Assembly
Chassis Assembly
Cowl Assembly

2- Crown Wheel Pinion and Heat Treatment Shop.

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 ORGANISATIONAL GRADES

EXECUTIVE GRADE

 Sr. Vice President

 Vice President
 Sr. General Manager
 Deputy General Manger
 Assistant General Manager
TATA MANAGERS

 Divisional Manager
 Senior Manager
 Manager
 Assistant Manager
 GET-Management Trainee – Post Graduate Trainee

LUCKNOW SUPERVISORS

 Senior Officers
 Senior Supervisor- Officer
 Junior Supervisor- Officer

LUCKNOW OPERATIVES

 Sr. Operators – Assistant grade 6-7

 Operators - Assistant grade 4-5
 Jr. Operators- Assistant grade 1-3
 Apprentice (3 years)

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Policies of TATA Motors
1. QUALITY POLICY
TATA’s has focused on Quality of Product, they never compromise with the quality of the
product and it is the TATA’s strength for globally leadership.
The standards of Quality makes the TATA unique.

TATA has made 10 GroundRulesforQUALITYthey are:-

 Target setting should be based on benchmarks not on past performance.

 Quality improvement should not result in overall cost increase.

 Introduction of any new functional part should be done after securing green report.

 After resolution of functional problem on OE, ensure addressing the vehicles already in
field.

 Ensure system integration sign off with proprietary item suppliers.

 Engineering specifications should not be compromised, no deviation from standards.

 Product quality should be tracked over maturity period, not just for the initial six months.

 Work with suppliers to improve the processes to obtain right quality of parts on sustained
basis.

 Migrate from Reactive approach (QC) to proactive approach (QA) for built in Quality.

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 2. SAFETY & HEALTH POLICY

TATA has committed to being an injury free organization, ensuring the safety and health of the
employees contractors and visitors in our operations. We also play an influential role in
upgrading the standards of our business partners.

Our business conduct recognizes safety as an integral part of its operations and strives to meet
and exceed compliance, with applicable regulatory Safety and Health requirement.

To reach higher standards of safety and health, a culture of prevention is encouraged through
proactive measures and techniques. Everyone has the prime responsibility of demonstrating
commitment towards safety.

To achieve these objectives, Tata Motors will engage its employees and allocate adequate
resources for continual improvement in its Safety and Health performance.

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 3. Environment Policy
Tata Motors reaffirms its commitment to minimize the adverse impact of its products, operations
and services on the environment,

Towards this end, it shall strive to:

 Establish sound Environmental objectives and targets and a process of reviewing them.

 Comply with all applicable legal or regulatory and other Environmental requirements.

 Reduce the emissions level of vehicles in full compliance of the regulatory norms and
proactively work with the industry, Government and other related industries and agencies
to bring in International best practices.

 Use of environmentally sustainable technologies and practices for prevention of

pollution.

 Conserve natural resources an energy by minimizing their consumption and wastage.

 Minimize waste generation, enhance recovery and recycling of material and develop Eco-
friendly waste disposal practices.

 Building awareness of our work force, customers and vendors on environmental issues.

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 4. CLIMATE CHANGE POLICY

Tata Motors committed to……..

 Leading the automobile sector in minimising year on year Green House Gas
emissions from its products, operations and services by adopting eco-friendly
technologies/ practices.

 Developing products powered by alternative alternate fuels and having higher

recyclable and recoverable content.

 Promoting fuel blends sourced from on-fossil fuel sources.

 Maximizing use of renewable energy.

 Proactively engaging with Government, forums and institutions in shaping related

regulations.

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  Facilitating and maximizing reduction in carbon foot print through value chain.

 Actively working for carbon sequestration and community initiatives for

resources conservation.

Structure of the P Structure of the Plant

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 CORPORATE SOCIAL RESPONSIBILITY (CSR)

Social Responsibility
True the tradition of the TATA Group, Tata Motors is committed in letters and spirit to improve
quality of life of all stakeholders through sustainable development.
In pursuing this goal, Tata Motors will strive for continual improvement through social
accountability, respecting applicable laws, with utmost regard for human dignity.
Tata Motors will positively impact and influence its partners in fostering the same sense of social
commitment of their stakeholders.

CORPORATE SOCIAL RESPONSIBILITY (CSR)

True to the tradition of the TATA Group, Tata Motors is committed in letter and spirit to
Corporate Social Responsibility. It is a signatory to the United Nations global Compact, and is
engaged in community and social initiatives on Human Rights, Labor Environment Standards in
compliance with the principles of the Global Compact. Tata Motors has led the automobile
industries antipollution through a series of initiatives in effluents and emission control. The
46 | P a g e
company introduced emission-friendly engines in its products in India even before such norms
were made statutory. It ensure that its product are environmentally sound by reducing the
hazardous materials in vehicle components, extending life lubricants, fluids and using ozone-
friendly refrigerants. The company uses some of the world’s most advance equipment for
emission check and control.

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Tata Motors undertakes soil and water conservation programs and extensive tree plantation
drives. The company is committed to restoring and preserving environmental balance, by
reducing waste and pollutants, conserving resourcing and recycling materials.

Simultaneously, it also plays an active role in Community Development serving rural

communities adjacent to its manufacturing locations in Jamshedpur, Pune and Lucknow. Among
them are cooperatives societies such as the Tata Motors GrihiniUdhyog. This society provides
inputs on skill development to women. The women work for four hours per day, in activities
ranging from preparing spices and condiments cable harness and electronic items.

The Society has provided employment to nearly 1200 women. Tata Motors also focuses on
improving the health of rural communities through women trained in basic diagnostic skill and
first-aid, and are the front of all development initiatives. Through this initiatives, the women gain
financial independence which in turn improves their social stature and makes them change
agents in their community.

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 CSR- PROGRAMS
CSR-Programs at Tata Motors-
 Education
 Environment
 Employability
 Health

H
E
N
M
E
V
P
A
I
L
R
O
T
O
Y
H
N
A
M
B
E
I
N
L
T
I
T
Y

CSR- Program: EDUCATION

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CSR- Program ENVIRONMENT

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CSR- Programs- HEALTH

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ORGANIZATIONAL STRUCTURE OF TATA MOTORS

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 Manufacturing Non-Manufacturing

BIW & Trim Line 1 Auto projects Planning HR Admin

Paint Shop Line 2 Quality

Commercial Plant Services Internal Audit

Auto Maintenance Line 3 Service

Safety Security Medical Services

Transmission IBF
Legal Finance Material Audit

Purchase & Supply Chain

Other Businesses

SCM Supplier Quality

RECON ERC
PPM Purchase

TMML

Chapter 2: Introduction to Topic

2.1 Training Process

Definition: The Training Process comprises of a series of steps that needs to be followed
systematically to have an efficient training programme. The Training is a systematic activity
performed to modify the skills, attitudes and the behavior of an employee to perform a particular
job.

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1. Needs assessment: The first step in the training process is to assess the need for training
the employees.

2. The need for training could be identified through a diagnosis of present and future
challenges and through a gap between the employee’s actual performance and the standard
performance.

The needs assessment can be studied from two perspectives: Individual and group.

The individual training is designed to enhance the individual’s efficiency when not performing
adequately. And whereas the group training is intended to inculcate the new changes in the
employees due to a change in the organization’s strategy.

3. Deriving Instructional Objectives: Once the needs are identified, the objectives for
which the training is to be conducted are established. The objectives could be based on the gaps

54 | P a g e
 seen in the training programmes conducted earlier and the skill sets developed by the
employees.3.

4. Designing Training Programme: The next step is to design the training programme in
line with the set objectives. Every training programme encompasses certain issues such as: Who
are the trainees? Who are the trainers? What methods are to be used for the training? What will
be the level of training? etc. Also, the comprehensive action plan is designed that includes the
training content, material, learning theories, instructional design, and the other training
requisites.

5. Implementation of the Training Programme: Once the designing of the training

programme is completed, the next step is to put it into the action. The foremost decision that
needs to be made is where the training will be conducted either in-house or outside the
organization.

Once it is decided, the time for the training is set along with the trainer who will be conducting
the training session. Also, the trainees are monitored continuously throughout the training
programme to see if it’s effective and is able to retain the employee’s interest.

6. Evaluation of the Training Programme: After the training is done, the employees are
asked to give their feedback on the training session and whether they felt useful or not. Through
feedback, an organization can determine the weak spots if any, and can rectify it in the next
session.

The evaluation of the training programme is a must because companies invest huge amounts in
these sessions and must know it’s effectiveness in terms of money.

Thus, every firm follows the series of steps to design an effective training8 programme that serve

Training often is considered for new employees only. This is a mistake because ongoing training
for current employees helps them adjust to rapidly changing job requirements.

Purpose of Employee Training and Development Process

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Reasons for emphasizing the growth and development of personnel include

 Creating a pool of readily available and adequate replacements for personnel who may
leave or move up in the organization.

 Enhancing the company's ability to adopt and use advances in technology because of a
sufficiently knowledgeable staff.

 Building a more efficient, effective and highly motivated team, which enhances the
company's competitive position and improves employee morale.

 Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that a small business receives from training and developing
its workers, including:

 Increased productivity.

 Reduced employee turnover.

 Increased efficiency resulting in financial gains.

 Decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity and well-being as they
become more valuable to the firm and to society. Generally they will receive a greater share of
the material gains that result from their increased productivity.

These factors give them a sense of satisfaction through the achievement of personal and
company goals.

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 2.2Training at Tata Motors

2.2.1Training Need Identification

There are three types of training needs:
LPC
Ae
Cn

Tt
N
r
eaN
e
le
Ned
eds
se
d
s
 Central Needs – The needs that address the domain of leadership, management
development and mandatory skills; also certain functional needs which are common for
multiple units and are being driven centrally would fall in this category.

 LAC needs - The needs that arise out of the LAC specific to the business unit fall this
category.

 PACT (ILP) needs –

These are PACT – related needs that either require self–training or classroom training.
They arise when
1. The same need has been expressed by multiple employees and/or.
2. There is no valid e-learning course available to address the need.

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The following table explains who is responsible for identifying the different types of needs:

Type Of Needs Identified by

Organizational needs COE head
Departmental needs  LAC
 HR head
 LL
Individual needs Employees

2.3 What is LAC?

A learning advisory council (LAC) at TATA MOTORS is a representative group of leaders from
business and Learning and Development, for the purpose of ensuring joint ownership of learning
and alignment of learning with business needs leading to business impact.

2.3.1Purpose of LAC

Objectives:-
 Plan and approve key resource requirements for all learning interventions in the
organisations.
 Support in implementation of learning agenda towards building capabilities.
 Review success measures for learning and evaluate the business impact.

Scope:-
The LAC covers all learning interventions for TM, TM-A/B/C and EG group for all
Business units.

2.3.2 Roles of LAC

1. Develop the learning agenda
 Identify and prioritize focus area and learning needs.
 Provide resource support- budgets, infrastructure upgrade etc.

2. Implement the learning agenda

 Support learning team in implementing key aspects like Itch, e learning etc.
 Act as a learning ambassadors and sponsors.

3. Review the learning efforts and initiatives

 Conduct periodical reviews to see is on track.
 Support in handling challenges.
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2.3.3 Structure of LAC

Members of the LAC

 The LAC has representation both from the business/ line leadership and the learning and
development for the purpose of ensuring joint ownership of learning through
collaboration.
 A senior business leader serves as the chairman of the LAC.
 The members are selected in discussion with the HR Head and the Chairman.
 Members from other functions can be included as rotational members based on the
agenda of the LAC.

2.3.4 Frequency of the meeting

The Operational LAC meets once in every quarter. The Apex and manufacturing Excellence
LAC meets once in six months. The LAC meets in two situations:

 A pre-decided date decided as per the frequency defined by the process, and , or
 In case of a decision related to the learning agenda.

2.4 Process of LAC Meeting

2.4.1 Stages of LAC Meeting

Stage: 1
LL HR Head
 Sets up the agenda for LAC meetings.
 Sets up a date for meeting,
 Communicates the date of meeting to the stakeholders in advance.
Stage: 2
LAC
 Meets at a pre-decided date,
 Discuss the learning agenda
 Signs-off the agenda and or the discussion points.

Stage: 3
LL
 Sends Minutes of the meeting (MOM) to all the LAC members.
 Initiates the actions on the agreed points.
Shares the status of the audit of the LAC with the HR Head and the COE

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60 | P a g e
2.5 Learning Calendar

Objective and scope

The purpose of this process is to ensure that all details associated with programmes to be
conducted by the TATA MOTORS Academy (TMA) for TM & EGs are fully documented and
outlined in the annual calendar.
The documentation ensure that all programme that are intended to be delivered by the TMA for
TM EG populations.

Types of programmes:
1. Global leadership
2. Management development
3. Functional /technical
4. Mandatory

Programme identification and calendar creation

The programmes identification and calendar creation begins after the annual budget for
programmes is approved and allocated.

What are the prerequisites?

Confirm the following before the programmes identification and calendar creation is done:
 Annual learning budget
 Training need identification
 E-learning catalogue

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62 | P a g e
 Stage Who Does What
1  LAC Identify the central and local training needs.

 Central needs
2.6 of
Learning APEX/PACT
Process system
2 LAC Validates the training needs.
2.6.1 3 LL Validates the needs against the e-learning
Stages for catalogue.
Learning When the Then the LAC…..
Process appropriate course
is….
Not available in the Checks for the
E Learning appropriate budget
Catalogue Or for an external
Internal programme.
Programmes…….
Available in the E Goes to stage 3
Learning Catalogue
Or Internal
Programmes…….
4 LL Performs the following steps:
When the learning Then the LL …..
need…
is validated in the E Creates the
learning catalogue programme write up
and schedule.
has been nominated Finalizes the vendor
for an external for the programme
programme

5 LL Creates the programme write ups and schedule

6 Process Owner  Creates the calendar draft template,
look and feel etc.
 Decides and facilitates all the central
write ups.
 Finalizes the vendor for calendar
creation
 Shares the finalized template with the
respective LLs.
7  Process Creates the first draft
Owner
 LL
8  HR Head Review and sign of the first draft.
 COE
9 LL  Incorporates the feedback.
 Sends the update to the Process Owner.
10. Process Owner  Creates the designed draft
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incorporating the feedback.
 Sends the designed draft for the final
review to the COE and the location
leads.
2.7Planning the learning and development Budget

2.7.1 Types of budget expenditures

The budget expenditure is broadly classified into four heads:

 Programme/ workshop
 Event/ Launch
 Material and library/ License
 General Expenses

When is the budgeting done?

The learning and development budget preparation starts in the month of January at the respective
locations. All locations are informed about the approved and allotted budget in the first quarter of
a financial year.

The Budgeting Process

Stage Who Does what

1. COE Shares the formal guidelines for the year (in case of any
revision or new or key initiatives)

2. LL  Prepares the budget for the respective location.

 Sends it to the respective HR Head .

3. HR Head  Approves The L&D budget

 Forwards the approved budget to the Plant Head .
 Receives the approved budget from the Finance
team .
 Communicates the final budget to the COE/CTO.
 Informs the respective L&D of the approved and
allotted budget .

4.  COE Conduct a quarterly review of the budget.

 CTO

2.8 Internal Programme Management

Internal facilitators
An internal facilitator is a person, from within the organization, who has been identified to act as
a faculty for a learning programme.

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Definition Internal facilitator pool:
An internal facilitator pool is a set of facilitator pool is a set of facilitators who have been
identified to called for conducting/teaching learning programmes.

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Internal facilitator management process

Roles and responsibilities:

The following table explains the roles and responsibilities during the process of internal
facilitator management:
Who is Responsible For what
LL  Identify an internal facilitator
from the internal facilitator
pool.
 Ensure the certification of
internal facilitators.
OL  Confirm the facilitator schedule
based their availability.
 Share the checklist with
facilitators.
 Arrange the travel and
accommodation for the
facilitators, if required.
 Update the rosters.
 Share the programme detail
report with the ITeach owner.
ITeach Process Owner Credit the reward points for the
facilitators
Internal Facilitator Conduct the programme.

Stages of facilitator management

STAGE WHO DOES WHAT

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1 LL Identifies a facilitator the
internal facilitator pool.
When And… Then
the LL…
facilitat
or is…

Internal The Confirms

facilitat the
or is facilitator
certifie .
d
Internal The Ensures
facilitatthe
or is certificati
certifie on of the
d facilitator
.
Externa No Selects
l internal the
facilitat facilitator
or is .
availab
le
2 LL Contacts the facilitator.
3 OL Confirms the availability with
the facilitator.
When the Then the
facilitator OL…
is…
Available Confirms the
schedule.
Not available Reschedules.
4 OL Allocates the facilitator to the
appropriate events in LMS
5 OL Shares the facilitator checklist
with the facilitator.
6 OL Arranges the travel and
accommodation, if required.
7 LL Is present the venue.
8 OL 1. Updates the roster
2. Closes the event in the

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 LMS.
9 LL Shares the training details
report with the ITeach process
owner.
10 ITeach process owner Shares training details with
the vendor, if required.
11 ITeach Process Owner Publishes the reward points.

2.9 External Facilitator management

An external facilitator is a facilitator who does not belong to TML and has been identified to
conduct the training sessions.

External Facilitator Pool

An external facilitator is a group of external facilitators who are empaneled to conduct training
sessions for TML.

Stages of External Facilitator Management

Stage Who Does what
1 LL Identifies an external facilitator from the external
facilitator pool for a learning programme , when there are
no eligible facilitators identified from the internal
facilitators pool
2 OL Contacts facilitators and confirms the schedule based on
their availability
3 OL Allocates the confirm facilitators to the events in the LMS
4 OL Shares the facilitator checklist with the facilitator
5 OL Arranges for the travel and accommodation if the training
is outstation training or the facilitator is an outstation
facilitator
6 OL Provides support during the conduct of the training
sessions
7 OL Updates the roster .
8 OL Closes the event in the LMS
9 OL Collects feedback from the participant
10 OL 1. Prepares the feedback analysis for the facilitator.
2. Sends the feedback analysis to the LL
11 LL Shares the feedback analysis with the facilitator .
12 Vendor 1. Raises an invoice for the payment to the facilitator.
2. Sense the invoice to the OL
13 OL Closes the payment within the stipulated period

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Objectives
The purpose of this process is to ensure that the operations related to the management of external
facilitators are consistently conducted.

Scope
This process applies to all operational activities related to the management of all external
facilitators.

Identification of external facilitator

External facilitator is identified at the time of calendar creation for a learning programme.

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2.10 Programme Evaluation

Objective:
Programme evaluation is required to measure the effectiveness of the training programme
conducted.

Scope:
It applies to all the programmes that are intended to be delivered by the TMA.

CIRO I Feedback Form:

The CIRO (Context Input Reaction Output) I from captures the first level reactions of the
participants, after any training programme. This format is based on the Kirkpatrick Model. It
gathers feedback about the various parameters for any training session or event.
For example:
Effectiveness and level of trainer’s performance, coordination, content used in any training is
captured through learner’s insight.

What is effectiveness evaluation?

The objective of effectiveness evaluation is to evaluate the application and implementation of
any training session, and any improvement in the learner after the programme implementation. It
is primarily required in programmes which are functional in nature and are for a minimum of 16
hours or 2 days in duration.

Format for representing feedback analysis:

The feedback analysis of CIRO I is shared with the key stakeholders including the facilitator
who conducted the programme. This analysis must consist of the following:
 Include the programme name and date at the beginning of the template.
 Include a brief write-up on the programme.
 Do the following:
1- Provide quantitative and qualitative programme feedback.
2- Provide quantitative and qualitative faculty feedback.
 For all open-ended questions, summarize the responses to 3 to 4 bulleted points.
 Represent the faculty feedback as a bar graph.
 Present the feedback analysis in the standard presentation template.

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Training and development programmes conducted at Tata Motors limited
The list of training programmes that are conducted at Tata Motors Limited is as follows:
 Induction Programme
 Office 365 Expert session
 Corporate Social Responsibility Activities
 NHRD workshop at TCS Lucknow
 Electrical Safety
 Lock out Tag out
 Machine and Gardening
 Fire safety
 Entry into confined space
 Management of change
 Lifting and supporting of loads
 Working at height
 Emergency preparedness
 Emergency response and rescue procedure
 Hazard identification and risk assessment

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 Chapter 3: Purpose of the Study

Training and development programmes are important for enhancing the skills and optimum
utilization of human resource and also play an essential role in increasing an organizations
effectiveness and profitability.
Hence, a study was conducted at Tata Motors Limited with the objective to study and evaluate
the training and development programmes of the organization and to know how it enhances the
effectiveness of the organization.
To achieve the main objective, the following sub- objective were set –
 To understand the importance of training and development in an organization.
 To study the existing training practices at Tata Motors and to measure the effectiveness of
the training on the performance of the employees.
 To study the procedure of training and how the training helps in overall development of
the organization.
 To measure the satisfaction level and the feedback of the employees of the Tata Motors of
the regarding the training provided to them.
 To identify the inheritant constraints in the training and development programmes and
make recommendations to enhance the effectiveness of the employees and the
organization as the whole.

Successful completion if the project is marked by the fulfilment of all the above
mentioned objectives with the results of the study, it will be possible to give valuable
insights about the various training programmes through employee feedbacks and suggest
improvements to the existing training procedure and practices of the organization.

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 Chapter 4: Need and Importance of Training and Development

i. 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.

ii. Development of Human Resources – Training and development helps to provide an

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

iv. Productivity – Training and Development helps in increasing the productivity of the
employees that helps the organization further to achieve its long-term goal.
v. 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.
vi. 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.
vii. Quality – Training and development helps in improving upon the quality of work.

viii. Morale – Training and development helps in improving the morale of the work force.

Thus, with the knowledge about the history and importance of Training and Development, the
project work can be carried forward with more zeal and greater understanding of the topic. For a
better insight about the topic, the opinion of various authors should be studied as different
authors have different views about the training and development tools and implementations in
the organization, which is covered in the next chapter under the heading literature review.

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 Chapter 5: Research Methodology

5.1 Introduction

Research methodology is defined by Leedy&Ormrod (2001) as

“The general approach the researcher takes in carrying out the research project”. In investigating
a research problem, methodology is a very important step as an investigation cannot be carried
out unless it is carried out in a very systematic and planned way. A well-defined method with
appropriate techniques for collecting and analyzing data collectively is known as methodology
and in view of that survey method has been used to collect primary data in the present research.

5.2 Research Design

This research was designed to evaluate the Training and Development programs at Tata Motors
and to come up with suggestions to improve them. The research was descriptive in nature and it
was subjected to collection of primary data from the staff of the organization.

5.3 Data collection

 Primary data:
Primary data were collected through structured questionnaire and personal observations.
1. Questionnaire:
A brief questionnaire focused to collect the relevant information was prepared.
The respondents were asked to fill up this questionnaire. The data gathered
through the questionnaires was analyzed using descriptive statistical tool to judge
the target audience’s opinion and other major factors.

2. Observations: They are of two types-

a)Participant observation- when the observer participates with the activities of the group
under study. Thus, the observer makes himself part of study.

b) Non-Participant observation- When the observer does not actually participate in the
activities of the group, but individually observes them from a distance.

In this study Participant observation was applied by being a part of Tata

Motors Limited as an intern.

 Secondary data:
Manuals and booklets available in the organizations were the main source of secondary
data. Internet sites were also searched inorder to find the useful information for the
completion of this project.

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 5.4 Sample Size and Sampling

The total number of staff in the organization was around 6000, which included
managerial as well as non-managerial staff. The population for our survey were of white
colors which are 650 in the Organization. In which our sample size was 120.

Sampling technique used is simple random sampling, which is a probability sampling

method. Each individual is chosen randomly and entirely by chance, such that it is an
unbiased representation of the group.

5.5 Research Instrument

The survey was conducted with the help of questionnaire, informal talks
And own observations.
A structured questionnaire has been used as a research instrument tool
Which consists closed ended questions.

Statistical Instrument
The statistical tool used for analyzing the data collected is MS Excel.

Duration of Study

The duration of study is eight weeks, from 7th June, 2016 to 19th July, 2016.

The duration of study is four week from 5th July 2016 to 2nd August 2, 2016.

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 Chapter 6: Data Analysis and Interpretation

Table 6.1:Organization considers training as a part of organizational strategy.

Responses Total (out of 120)

Frequency Percentage
Strongly Agree 51 42.50
Agree 59 49.16
Somewhat Agree 5 4.16
Disagree 5 4.16

70

60

50

40

No. of employees
30 59
51
20

10

5 5
0
strongly agree agree somewhat agree disagree

Interpretation-
The above table shows that 42.50% employees strongly agree that organization considers
training as a part of organizational strategy, 49.16% agree, 4.16% somewhat agree and 4.16%
disagree.

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 Table 6.2: Training methods preferred by the employees.
Responses Total (out of 120)
Frequency Percentage
On the Job 30 25
Off the Job 4 3.33
Both 86 71.66

100
90
80
70
60
50
86
40

No of employees 30
20
30
10
0 4

Interpretation
The above table shows that only 25% of the respondents will prefer on-the-job training methods,
3.33% of the respondents will prefer off-the-job training methods while 71.66% of the
respondents will go for both, on-the-job as well as off-the-job trainings.

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Table 6.3: Induction training a well-planned and effective exercise in the organization.
Responses Total (out of 120)
Frequency Percentage
Strongly Agree 37 30.83
Agree 51 42.50
Somewhat Agree 25 20.83
Disagree 07 5.83

60

50

40

No. of employees 30
51

20
37

25
10

7
0
Strongly Agree Agree Somewhat Agree Agree

Interpretation-
The above table shows that 30.83% strongly agree that induction training is a well-planned,
42.50% agree, 20.83% somewhat agree and 5.83% totally disagree.

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 Table 6.4: Induction training help to improve employee-employer relationship.
Responses Total (out of 120)
Frequency Percentage
Yes 106 88.33
No 24 11.66

24

Yes No

106

Interpretation-
The above table shows that 88.33% employees agree that induction traininghelp to improve
employee-employer relationship while 11.66% disagree.

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Table 6.5: Training support helps to become more productive.
Responses Total (out of 120)
Frequency Percentage
Yes 109 90.83
No 11 9.16

11

Yes
No
3rd Qtr

109

Interpretation-
The above table shows that 90.83% employees agree that induction traininghelp to improve
employee-employer relationship while 9.16% disagree.

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 Table 6.6:The training programs are conducted in the organization?
Responses Total (out of 120)
Frequency Percentage
Daily 22 18.33
Weekly 29 24.16
Monthly 59 49.16
Quarterly 10 08.33

70

60

50

40

No. of employees
30 59

20
29
10 22

10
0
Daily Weekly Monthly Quarterly

Interpretation-
The above table shows 18.33% say that trainings are conducted daily , 24.16 % say that trainings
are conducted weekly , 49.16% say that training are conducted monthly and 8.33% say that
trainings are conducted quarterly.

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Table 6.7: Types of training methods does the organization provide to the employees.
Responses Total (out of 120)
Frequency Percentage
On the Job 2 1.66
Off the Job 2 1.66
Audio Visuals 3 2.50
Lectures 2 1.66
Classrooms 8 6.66
All the above 103 85.83

120

100

80

No. of employees 60
103

40

20

8
0 2 2 3 2
On the Job Training Audio Visuals Classrooms

Interpretation-
The above table shows 85.83% say that trainings are conducted via each the mode: on the job,
off the job, with the help of Audio visuals, in form of lectures and in classrooms.

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Table 6.8: Training method focuses on developing team work and leadership skills.
Responses Total (out of 120)
Frequency Percentage
Strongly Agree 45 37.50
Agree 53 44.16
Somewhat Agree 11 09.16
Disagree 11 09.16

60

50

40

No of employees 30
53
45
20

10
11 11

0
strongly agree agree somewhat agree disagree

Interpretation-
The above table shows that 37.50% employees strongly agree that training method focuses on
developing team work and leadership skills 44.16% agree , 9.16% somewhat agree and 9.16%
disagree.

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 Table 6.9: Feedback can evaluate the effectiveness of training program.
Responses Total (out of 120)
Frequency Percentage
Strongly Agree 40 33.33
Agree 57 47.5
Somewhat Agree 9 7.5
Disagree 14 11.66

60

50

40

No of employees 30
56

20 41

10
15
8
0
strongly agree agree somewhat agree disagree

Interpretation-
The above table shows that 33.33% of employees strongly agree thatfeedback can evaluate the
effectiveness of training program.47.5% agree, 7.5% somewhat agree and 11.66% disagree

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 Table 6.10: Company provide study material before training program.
Responses Total (out of 120)
Frequency Percentage
Yes 66 55
No 54 45

54 Yes
66 No

Interpretation-
The table shows that 55% agree that company provide study material before training program
and 45% say no.

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 CHAPTER 7: FINDINGS

 It is quite evident that all the employees were aware of the role and importance of
training.
 There were different types of trainings organized by Tata Motors to meet the needs of its
employees. The training programmes at Tata Motors focused their main attention on
safety, quality, cost and delivery.
 It was seen that a greater majority of employees at Tata Motors preferred an on-the-job
training programme as compared to an off-the-job training programme.

 It was found that although the training programmes are scheduled according to the
training calendar, yet the employees at Tata Motors felt that time was the major constraint
in training and development in the organization.

 Most of the employees agreed that they get the required training to carry out their jobs
well. Also these programmes are helpful in career development.

 The employees at Tata Motors would prefer to get their training evaluated immediately
after conducting the training programme and most of them would prefer the training
feedback to be in the form of questionnaires.

 The prime focus of almost all training programmes was quality and employees felt that
the company was able to maintain high production while maintaining the safety.

 The employees at Tata Motors felt that the training programmes of the company
contributed to both company goals and employee goals and were also helpful in the
career development of the employees.

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 CHAPTER 8: SUGGESTIONS & RECOMMENDATIONS

 The employees at Tata Motors should be given more training related to quality and cost
so as to enhance their efficiency.

 There should be different ways of post training feedbacks available to the employees
according to their ease and convenience.

 The evaluation of the training programmes should be done immediately and not delayed,
so that the effectiveness of the training programmes can be measured correctly.

 Improvement in the training procedure and training evaluation mechanism is required.

 Training notice or pre-training details should be given to the employees so that they can
have a better understanding of the area of training.

 An online training record system should be developed that will allow the HR department
to track and manage all aspects of employee training.
 Training programmes through e-learning method should also be available to the
interested non-managerial employees.
 Although EHS Policy is very effectively and strictly implemented in the organization still
the health care facilities should be more standardized.
 A trade-off between different training constraints such as time and cost should be made,
so that timely and efficient trainings are conducted.

CHAPTER 9: LIMITATIONS

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  There were some biased opinions given by the respondents of the questionnaire.

 Some of the respondents were hesitant.

 Time was a limitation due to which some aspects could not be covered.

 More time underwent in the study of the training programmes.

 The interaction with the employees was very difficult because they were often busy
to spare time to fill the questionnaires.

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 CHAPTER 10: CONCLUSION

From this study, it can be concluded that training and development programmes have become a
priority for human resources. To develop competence among employees the training and
development programmes are required. Tata Motors carries out various training programmes for
enhancing the skills of its employees. According to this study majority of the employees were
interested in attending training programmes and most of them agreed that they can enhance their
knowledge, skills and ability.

Since, today employee development is critical to corporate success, therefore Tata Motorsis
investing more in their employees training and development needs. Tata Motorsprovideswell
designed training facilities to its employees. Training evaluation also forms a part of the entire
training process. There should be certain improvements in conducting the post training feedback
reviews so as to analyze the status of the employees better.

The overall impact of training and development on the employees of Tata Motors and the
organization itself is remarkable.

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 BIBLIOGRAPHY

1. https://en.wikipedia.org/wiki/Training_and_development

2. http://www.referenceforbusiness.com/encyclopedia/Thir-Val/Training-and-Development

3. Learning Operations Process Manual of Tata Motors Limited.

4. https://www.tatamotors.com

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 QUESTIONNAIRE

1. Your Organization considers training as a part of Organizational Strategy do you agree

with this statement?
a) Strongly agree
b) Agree
c) Somewhat agree
d) Disagree

2. What kind of training methods do you prefer?

a) On the job methods
b) Off the job methods
c) Both

3. Does the induction training a well-planned and effective exercise in the organization?
a) Strongly agree
b) Agree
c) Somewhat agree
d) Disagree

4. Does training help to improve employee-employer relationship?

a) Yes
b) No
5. Does training support you to become more productive?
a) Yes
b) No

6. How often the training program are conducted in your organization?

a) Daily
b) Weekly
c) Monthly
d) Quarterly

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 7. What kind of training methods does the organization provide to the employees?
a) On the job training method
b) Off the job training method
c) Audio-Visuals
d) Lectures
e) Classrooms
f) All the above

8. Does the training method focus on developing team work and leadership skills?
a) Strongly agree
b) Agree
c) Somewhat agree
d) Disagree

9. Do you think that the feedback can evaluate the effectiveness of training program?
a) Strongly agree
b) Agree
c) Somewhat agree
d) Disagree

10. Do your Company provide study material before training program?

a) Yes
b) No

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