Sietz Technologies India Pvt. Ltd.

BRIEF INTRODUCTION

Seitz Technologies India Pvt. Ltd was founded to cater to the growing demand for Quality OEM automotive ancillary products for the Automobile Industry. The company has grown from strength to strength, with many milestones to the credit. The company has strived to better its own performance always and this sets us apart in the automotive ancillary industry. We have a full-fledged team of professional experts to take care of production, purchase, vendor Development, Quality Assurance and all other parameters that ensure quality products for the customers. In fact, in order to meet the shortest of deadlines, we have devised a comprehensive system of complete logistics control, which translates into quality and Reliability on time, every time. We are an ISO/TS - 16949 certified Company and manufacturers of Polyurethane Foam, Seat Assembly, we have also diversified our selves into manufacturing of other automobile components, which include Air Cleaners, Clutch Assy., Steering Knuckle Assembly Components, Ram cylinders, Front Axles, Three Point Linkages, Heavy Fabrication, Drums for the Earth Moving Equipments, Axel Pins, Industrial Heaters etc. We have the latest machinery in our Seat project, which has been imported from Hennecke, Germany. The materials used by us are imported from Dow Chemicals. These materials help us in producing consistent quality products.

The Base plates being used by us for Saddle Assy. are injection molded on numerically controlled injection molding machines under defined parameters, which assist in production of high quality products as per customer specifications. The rexine cloth is being bought over by us from customers approved sources and is checked for consistent quality for its critical parameters before being used. We have an engineering set up which is capable to design and manufacture Seats as per customers specifications. This assists us in offering a cost effective solution to the customers. The total manpower employed is 250, which includes qualified Engineers having expertise in quality control, process control, product development etc. The unit has an annual turnover of 12.5 Million USD. The manufacturing operations are located in Faridabad having a total area of 2500 Sq.Yards.

COMPANY CIRCLE

UR PRODUCTS

PRESENT RANGE OF PRODUCTS

TRACTORS SEATS

TWO WHEELERS SEATS

BUS SEATS

AIR CLEANERS

FORGING & CASTING MACHINE COMPONENTS for TRACTORS

HEAVY FABRICATION

THREE POINT LINKAGES

FRONT AXLE

TRACTOR SEATS

The all product are manufactured in Sietz Technologies Inida Pvt. Ltd.

TWO WHEELERS SEATS

PRESENT RANGE OF PRODUCTS BUS SEATS

Other Product

AIR CLEANERS

FORGING and CASTING MACHINED COMPONENTS for TRACTORS

Steering Knuckles, Engine Covers, Ram Cylinders

Our Major Customers are M/s YAMAHA MOTOR INDIA PVT LTD.

M/s KINETIC MOTOR COMPANY LIMITED

M/s NEW HOLLAND TRACTORS

M/s PIAGGIO ITALY

M/s BELDEYAMA TURKEY

M/s MBK FRANCE

M/s BCS FERRARI ITALY

M/s ESCORTS CONSTRUCTION EQUIPMENT LTD.

M/s DONALDSON USA

M/s ESCORTS LTD.(AGRI MACHINERY)

M/s STANDARDS TRACTORS & COMBINES PVT. LTD.

QUALITY POLICY .S - Satisfac tion of Internal/External Customers .........I - Improve Continually ..............E - Employee Empowerment ...................T - Technology Up gradation ...........................Z - Zero Defect Quality Target Global Market competitiveness through S I E T Z

Quality Objectives

Direct Online Supply 0 % Rejection at Customer end Reduction in non conformance at incoming stage, Inprocess stage and Final stage. Adhere to Customer delivery Schedule. Quality system adherence through employee involvements.

MANUFACTURING FACILITIES PU Shop High Pressure PU Moulding Machine - 2 Nos from Hennecke Germany. High Frequency Welding Machine - 3 Nos (1.5, 10 and 15 KVA). Stitching Machine - 6 Nos JUKI, Japan. Hot Air Seam Sealing Machine - Korea. Double Stitch Machine - TOYO

PRESS SHOP Shearing Machine Power Presses Nos ranging from 10 Tons to 100 Tons PAINT SHOP 7 Tank Phospating Process. 6 Nos Spray Paint Booths. 2 Electrical Ovens. Powder Coating Paint Shop under Fabrication & Installation.

MACHINE SHOP General Purpose Lathe & Milling Machines. Double end borers Multi Drilling SPM's Internal & External Grinders Copy turning machines.

ASSEMBLY LINES Seat Assembly Lines - 4 Nos Clutch Plate & Clutch assembly lines

FABRICATION SHOP MAG welding sets - ADVANI Make 10 Nos Electo Pneumatic SPOT Welding machines - Jai Hind Seiki SPM Welding machines Plazma Cutting CNC Profile Cutting MIG Welding Sets - 16 Nos SAW Welding PUG Cutting

Training and Development Policy and Procedures

Policy The Agency is committed to excellence in people development in order to maintain and enhance its position as a world class spectrum manager. We aim to create a culture of learning throughout where individuals take responsibility in partnership with the Agency for their development. The Agency recognises the need to develop its people so that they are fully equipped to deliver the Agency's business objectives; both now and however they may change in the future.

Objective To ensure that the Agency has people with the appropriate knowledge, skills and behaviours to meet its business objectives in both the short and longer term. And to allow our people to achieve their potential and career aspirations both within the Agency and the wider Civil Service.

Aims To equip people with the technical skills required To provide leadership and management development to all managers within the Agency. To identify the development needs of the Agency and those of individuals and balance the two. To ensure that development needs are identified as part of the business planning process and reviewed regularly. To promote the use of the full range of development opportunities, ensuring that where a formal course is chosen it is the most appropriate solution. To ensure equality of access to all development opportunities. To provide career development for all. To provide personal and tailored consultancy services to help individuals and teams meet their needs. To provide effective induction for all new appointees and people moving jobs. To ensure the effective delivery of mandatory training e.g. Health and Safety, Equal Opportunities etc To ensure the appropriate skills are in place to deliver the e business strategy

Procedures
Identifying Needs Individual - these should be identified as part of the PAP process. When individuals work objectives have been agreed they should, with their line manager, then consider the development needs to enable them to meet those work objectives. At the same time individuals should consider their longer-term career aspirations and identify the development needs arising from these. These should always be discussed with line managers who will need to take account of the needs of the whole team and operational requirements before agreeing. Team - these too should be identified by team leaders and HBUs as part of the BARP process and notified to the Head of Training and Development. Organisational - these may arise as the result of new IS projects, changes in legislation, the introduction of new policies or procedures etc and should be considered by directors and HBUs as part of the Business and Resource Planning (BARP) process which takes place in September/October each year. They should be included in business plans and notified to the Head of Training and Development at the same time to allow for money to be bid for. Other needs may be identified through the year as a result of specific interventions e.g. the communications audit, an IiP assessment, reviews etc. Again, the Head of Training and Development should be advised at the earliest opportunity to allow for resources to be made available and the appropriate planning to take place Development needs should be reviewed formally at least twice a year during the appraisal process.

Meeting needs
Individual - once the PAP is received in the T&DU the individuals Development Advisor will contact them to discuss the detail of the need and how that need might best be met. Depending on how the need is to be met the Development Advisor or the individual will need to take appropriate action completing Form RA2101 as part of this process. Before undertaking any development opportunity the individual needs to set specific learning objectives. This should take place in a discussion with the line manager to determine precisely what is to be gained in terms of knowledge, skills and behaviour from the event. Team - again the training and development unit will support line managers in carrying out a training needs analysis and identifying the most appropriate solution. Wherever possible they will provide a tailored solution to the particular need identified. Organisational - once a broad need has been identified a more specific training needs analysis will be carried out by the training and development unit. This will enable them to specify the requirement and determine the most appropriate way of meeting the needs. With large programmes this will be discussed and agreed in principle with the Training Development Policy Committee, and in certain circumstances, the Management Board. More specific details will then be discussed and agreed with HBUs to ensure their requirements are taken into consideration.

Evaluation
Learning must contribute to both business success and personal development and overarching this is the need to ensure that the Agency achieves value for money. For these reasons there must a robust process of evaluation in place. All development activity will be evaluated in accordance the Agency's Evaluation Guide.

Roles and responsibilities

Individual - the prime responsibility for identifying training and development needs and coordinating the process of addressing those needs is that of the individual with their line manager. Support to achieve this can be obtained from the Development Advisors. Line manager - helping to identify needs, identifying options to meet those needs and measuring the impact of development on the business of the team or unit; inducting new members of the team Head of the Engineering Profession - has the overall responsibility for the development of engineering skills within the Agency. Also has a key role in the Career Development Programme for Engineers supporting individuals to meet their career aspirations and ensuring the Agency has the appropriate skills to meet its long term business challenges. (Other specialists statisticians, economists and IT staff also have heads of profession but these are located within the DTI) Head of Training and Development - identifying Agency wide development programmes in conjunction with the policy/business sponsor; owner of induction process Training and Development Manager - managing the Leadership Development Programme, Growing Leaders programme and the induction course. IiP Project Manager. Managing Agency wide evaluation programmes Technical Training Consultant - ensuring that technical development needs are met across the Agency. Managing the Wray Castle contract and ensuring that additional providers are identified where appropriate. Career development Co-ordinator for the engineering Career Development Programme Development Advisors - working with individuals and their line managers to correctly identify needs and the most appropriate solutions. Where appropriate organising the development activity

ROLE OF TRAINING

more convinced that at our best we are KNOWLEDGE BROKERS. Our job is to get just the right amount of information from just the right person who has it to just the right person who needs it. We do that by supporting platforms that enable the connectivity of people, and collaboration between people. We can craft simulations that simulate the REAL work learners need to accomplish. We compress time with these sims and offer many more experiences (quests) in a shorter amount of time: more hypothetical problems to solve. We can encourage, and support users in creating their own stories delivered via media such as audio (podcasts) or video(Vodcasts).

He's saying something that I tend to agree with. What we spend most of our time doing is understanding the knowledge that people need to be successful and how we can provide it to them quickly and effectively. The information exists somewhere before we ever show up. But it's our job to pull it out and transform it into something useful. And, we shouldn't underestimate the value proposition.

IDENTIFICATION OF TRAINING NEEDS

The procedure of identifying and development needs is crucial for the success of the training function and requires to be carried out systematically on a regular basis, preferably every year.How are training identified to match the organizational requirements in terms of technology / task / people? Has the training bought the desired change in the individuals performance and if so, how is it assessed? These are the focal points, which require attention of the HR professionals to assess the training needs of the employees working in the organization. Many organizations have their own system to identifying training needs every year. However, need identification exercise can do real harm if the needs are not met by conducting suitable programs. Managers must perceive that their ecommendations are grown due consideration and suitable actions are initiated to satisfy the felt needs. Only then, they will take this exercise seriously. Hence, formulation of suitable and need based training programs and their timely implementation is very important for the success of any training program.

Purpose of training need Identification :The need for the training of employees would be clear from observations made by the different authorities: To increase productivity :Instruction can help employees increase their level of performance on their present assignment. Increased human performance often directly leads to increased operational productivity and increased company profit Again, increased performance and productivity, because of training, are most evident on the part of new employees who are not yet fully aware of the most efficient and effective ways of performing their jobs.

To improve quality :Better informed workers are less likely to make operational mistakes. Quality increases may be in relationship to a company products or service, or in reference to the intangible organization employment atmosphere.

 To help a company fulfill its future personnel needs :Organizations that have good internal educational programme will have to make less drastic manpower changes and adjustments in the event of sudden personnel alterations. When the need arises, initiates and maintains an adequate instructional programme for both its non supervisory and managerial employees. To improve Organizational climate :An endless chain of positive reactions results from a well planned training programme. Production and product quality may improve; financial incentives may then be increased, internal promotions become stressed, less supervisory ensure and base pay rate increases result.

To improve Health & Safety :Proper training can help prevent industrial accidents. A safer work environment leads to more stable mental attitudes on the part of employees. Managerial mental state also improve if supervisors know that they can be better themselves though company designed development programmes.

Obsolescence Prevention :Training and development programmes foster the initiative and creativity of employees and help to prevent manpower obsolescence, which may be due to age, temperament or motivation, or the inability of a person to adapt him to technological changes.

Personal Growth :Employment on a personal basis gain individually from their exposure to educational experiences Again, Management development programmes seem to give participants a wider awareness, an enlarged skill, and enlightened altruistic philosophy and make personal growth possible.

DEVELOPMENT PROCEDURE OF SIETZ TECHNOLOGIES INDIA PRIVATE LIMITED

TECHNICAL CAPABILITIES:They deal with the technology of the job or the tasks the employee is expected to perform. They include information, skill and knowledge. MANAGERIAL CAPABILITIES:They include the ability to organize, coordinate, plan, monitor, evaluate and design a variety of activities. As managers have the task of getting things done by others with optimal use of resources for achieving the best possible results, they need to possess managerial capabilities. Knowledge of management techniques like PERT, systems analysis, performance budgeting etc. are evidences of managerial capabilities. Management skills involve the application of these techniques for better planning, better coordination, better monitoring, and for better achievement of results. BEHAVIOURAL CAPABILITIES:These include leadership skills, ability to motivate others, communication skills, ability to work as a team member, dynamism, imitative etc. Mere knowledge of behavioral sciences does not ensure that has behavioral capabilities. Attitudes and orientations play an important role in determining the effectiveness of the employees to a great degree.

CONCEPTUAL CAPABILITIES:These involve conceptual understanding of ones own tasks in relation to those of others, imagination, futuristic thinking, model building capabilities and perception of various tasks and their interrelationships within the organization and outside it.

BENEFITS OF TRAINING:Training usually is a strategic human resource activity because it plays a major role in determining the effectiveness and efficiency of an organization. A successful training and development program will achieve the following benefits:1. Improve the quality and quantity of work done. 2. Reduce the learning time required for employees to reach acceptable standards of performance. 3. Create more favorable attitudes, loyalty and cooperation. 4. Satisfy human resource planning requirements. 5. Reduce the number and cost of accidents. 6. Help employees in their personal development and advancement. 7. Help organizations to respond to dynamic market conditions and changing consumer demands.

Different jobs require different capabilities can be considered under four categories:a. Technical b. Managerial c. Behavioral d. Conceptual

IN-HOUSE TRAINING:-

In-house training programs are programs offered exclusively for the employees of an organization by the organization. The Training Department assesses the training needs of various categories of employees periodically, invite suggestions from the senior executives of that company on the training needs as perceived by them, keep in touch with the new organizational activities and periodically invite outside trainers to train their employees. In the in-house training programmes, the training department may use its own senior employees as trainers or may depend exclusively on outsiders or may use both sets of resources. The design of the training program can be undertaken only when a clear training objective has been produced. The training objective clears what goal has to be achieved by the end of training program i.e. what the trainees are expected to be able to do at the end of their training. Training objectives assist trainers to design the training program.

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

The trainees A good training design requires close scrutiny of the trainees and their profiles. Age, experience, needs and expectations of the trainees are some of the important factors that affect training design. Training tactics Once the objectives and the strategy of the training program becomes clear, trainer comes in the position to select most appropriate tactics or methods or techniques. The method selection depends on the following factors:

Trainees background Time allocated Style preference of trainer Level of competence of trainer

Availability of facilities and resources, etc

Training climate A good training climate comprises of ambience, tone, feelings, positive perception for training program, etc. Therefore, when the climate is favorable nothing goes wrong but when the climate is unfavorable, almost everything goes wrong. Trainees learning style the learning style, age, experience, educational background of trainees must be kept in mind in order to get the right pitch to the design of the program. Training strategies Once the training objective has been identified, the trainer translates it into specific training areas and modules. The trainer prepares the priority list of about what must be included, what could be included. Training topics After formulating a strategy, trainer decides upon the content to be delivered. Trainers break the content into headings, topics, ad modules. These topics and modules are then classified into information, knowledge, skills, and attitudes. Sequence the contents Contents are then sequenced in a following manner:

From simple to complex Topics are arranged in terms of their relative importance From known to unknown From specific to general Dependent relationship

Training tactics Once the objectives and the strategy of the training program becomes clear, trainer comes in the position to select most appropriate tactics or methods or techniques. The method selection depends on the following factors:

Trainees background Time allocated Style preference of trainer Level of competence of trainer Availability of facilities and resources, etc

Support facilities It can be segregated into printed and audio visual. The various requirements in a training program are white boards, flip charts, markers, etc. Constraints The various constraints that lay in the trainers mind are: Time Accommodation, facilities and their availability Furnishings and equipments Budget Design of the training, etc

TRAINING ORGANISATION An organization has a very close relationship with the trainee and the trainer because it is the first contact for both. The demand for the training in the organization increases when the organization wants:

To hire new people training as a means of training new recruits To Expand When the company wants to increase its headcount To increase certain number of staff (in position) by a certain date To enhance the performance of employees Organization's name to be a part of training unit

Demand for Training also increases when there is change in the nature of job, change in taste of consumer, change in methods of product development, etc. The organization goes through the following steps for the transfer of training to the field.

But the problem arises when the organization outsource the training process. In this situation the organization assumes that the trainer must be aware of the type of training need s of the participants and their organization and their content will meet those needs. This leads to failure of the program, which results in collusion. Therefore, it's a foremost duty of the organization to make the trainer and their organization aware of their culture, climate, responsibilities of organization,

TARGET POPULATION OF TRAINING

The Training Cycle A training cycle consists of a series of steps which lead to a training event being undertaken. Evaluation provides feedback which links back to the initial stages of training design. Indeed, it is the evaluation / feedback process which makes this a cyclical event without it training would be a linear process leading from initiating training through to its implementation. The steps in the cycle are:[ Stage 1:- Identification of training needs. Examining what skills and attributes are necessary for the job to be undertaken, the skills and attributes of the job holder and the extent of the gap. Stage 2:- Design, preparation and delivery of training. Stage 3:- Discovering the trainees attitude to (reaction) and whether the training has been useful from the point of view of training. Reaction involves the participants feelings towards the training process, including the training content, the trainer and the training methods used. Learning is the extent to which the trainee has actually absorbed the content of the learning event. Stage 4:- Discovering whether the lessons learnt during training have been transferred to the job and are being used effectively in doing the job. Stage 5:- Evaluation of the impact on the organization. Thus is the area on which there is perhaps most confusion, subsequently little real action to clear it.

Stage 6:- Reinforcement of positive behavior. It is optimal that positive outcomes are maintained for as long as possible. It is not rare event for changes in behavior to be temporary, with a gentle slide back to previous ways of working. It is important to note the feedback loops. Feedback on the process of actually delivering the training can come from the reaction and learning stage, the transfer of the training to the work place and the evaluation of the impact of the training.

The main, feedback for the identification of training needs comes from an assessment of the transfer of work to the training and the evaluation of the impact on the organization. It is important to note that this feedback may consist of two very different types of information. To determine the worth of training to the organization a process best done by quantitative methods and with hard, numerical data. Allowing insights into the method of learning, where the experience of those involved are the main focus, thus using mainly softer, qualitative information. Evaluation of Training Programs Training programs are conducted with a view to help the employees to acquire the knowledge, skills and attitude necessary to perform the task assigned to them. They are conducted in order to bring about a planned change which in turn involves substantial investment of money, time and efforts. Therefore, one has to know whether such as investment in training yielded the desired results. This desire naturally leads to evaluation of training.

Evaluation means literally, the assessment of value or worth. Strictly speaking the act of evaluating training is the act of judging whether or not it was worthwhile in terms of some criterion of value, in the light of the information available.

Evaluation is the tool whereby information about the result of trainees, interaction with the learning experiences systematically collected and analyzed. Thus, evaluation can provide useful data both for improvement of training and enhancement of learning. In brief it is important in 3 ways.

It indicates whether appropriate monetary investment is made on the implementation of training programs. It determines the degree o f effectiveness and of the training programs. It provides a basis for introductory the necessary corrective measures.

Quality Control: - Quality control system are designed that products or services are fit for their intended purpose. Evaluation in training will assess the extent to which work related results can demonstrated to arise from the training.

Successful, elements of training can be maintained and reinforced while negative elements removed or revised. If results cannot justified, then it becomes hard to justify the commitment of any resources to the training activity and they can be re allocated to where they make a greater impact. Efficient training design: - It throws an emphasis on those elements of training system which matter such as proper definition of objectives and setting criteria on now these objectives are to be measured.

Enhanced professional esteem: - Training professionals can gain enhanced status from having systematic evaluation of data rather than intuitive assessment of their contribution to the business. Being assessed on their contribution to the bottom line of the business puts the HRD function on the same footing as other functions, instead of claiming that the nature of their work does not allow an application of the same criteria. This helps to break downs the barriers facing the integration HRD professionals within the organization.

Enhanced negotiating power: - On much the same tack evaluation makes it possible for the HR function to demonstrate a successful contribution to the business over a period of time. When resources are to be allocated and new investment decision to be made, them being able to show the outcomes of training would be invaluable.

Appropriate criteria of assessment: - Individuals within an organization will make judgments about how effective the training function is, regardless of whether an evaluation system is in place or not. Given this, it is very important that the HR controls the choices of appropriate criteria, which it can most safely do on the back of a formal evaluation process. Intervention strategy: - Evaluation can be a tool for changing the way that training is integrated into the organization. It offers a means by which the HR function can build on its enhanced esteem and negotiating power to play a more active role in developing policies.

TRAINING & DEVELOPMENT CYCLE

Optimum Utilization of Human Resources Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals.

Development of Human Resources Training and Development helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaining personal growth.

Development of skills of employees Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of

Productivity Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal.

Team spirit Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees.

Organization Culture Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization.

Organization Climate Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers.

Quality Training and Development helps in improving upon the quality of work and work-life.

Healthy work environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal.

Health and Safety Training and Development helps in improving the health and safety of the organization thus preventing obsolescence.

Morale Training and Development helps in improving the morale of the work force. Image Training and Development helps in creating a better corporate image. Profitability Training and Development leads to improved profitability and more positive attitudes towards profit orientation.

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

Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.

TRAINING AS CONSULTANCY Training consultancy provides industry professional to work with an organization in achieving its training and development objectives.

Estimation of Training Outsourcing

It has been estimated that 58% of the emerging market in training outsourcing is in customer education, while only 42 percent of the market is in employee education. The training consultancies offer various benefits such as:

TRAINING & DEVELOPMENT

Training Courses that Consultancies Offer The various courses that consultancies offer are:
1. 2. 3. 4.

Business Training Courses Management Development Conflict Management Managing Diversity Project Management Stress Management Time Management Senior Management Workshops Sales Negotiation Skills Sales Technique Customer Care Customer Care Training Managing Customers Human Resource HR Administration Induction Training Training & development Successful Appraising Personal Development Courses

5. Workshops on:

Assertive Skills Building Confidence Coping with Change Interview Techniques Maximize Potential

6. One to One Coaching

Focused entirely on personal objectives Material used in tailor made to specific development Need

Training and Human Resource Management

The HR functioning is changing with time and with this change, the relationship between the training function and other management activity is also changing. The training and development activities are now equally important with that of other HR functions. Gone are the days, when training was considered to be futile, waste of time, resources, and money. Now a days, training is an investment because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. If training is not considered as a priority or not seen as a vital part in the organization, then it is difficult to accept that such a company has effectively carried out HRM. Training actually provides the opportunity to raise the profile development activities in the organization. To increase the commitment level of employees and growth in quality movement (concepts of HRM), senior management team is now increasing the role of training. Such concepts of HRM require careful planning as well as greater emphasis on employee development and long term education. Training is now the important tool of Human Resource Management to control the attrition rate because it helps in motivating employees, achieving their professional and personal goals, increasing the level of job satisfaction, etc. As a result training is given on a variety of skill development and covers a multitude of courses.

Role of HRD Professionals in Training This is the era of cut-throat competition and with this changing scenario of business; the role of HR professionals in training has been widened. HR role now is: 1. Active involvement in employee education 2. Rewards for improvement in performance 3. Rewards to be associated with self esteem and self worth 4. Providing pre-employment market oriented skill development education and post employment support for advanced education and training 5. Flexible access i.e. anytime, anywhere training TRAINING AIDS Graphic training aids (GTAs) are publications that assist during the conduct of training and the process of learning. Current Training Aids come in different forms, including models, displays, slides, books, pictures and media presentations. The most frequently used method in smaller organizations that is on the job training. This method of training uses more knowledgeable, experienced and skilled employees, such as mangers, supervisors to give training to less knowledgeable, skilled, and experienced employees. OJT can be delivered in classrooms as well. This type of training often takes place at the work place in informal manner.

Some key points on on the job Training On the job Training is characterized by following points At the start of training, or during the training, no specific goals or objectives are developed Trainers usually have no formal qualification or training experience for training Training is not carefully planned or prepared

 The trainers are selected on the basis of technical expertise or area knowledge formal OJT programs are quite different from informal OJT. These programs are carried out by identifying the employees who are having superior technical knowledge and can effectively use one-to-one interaction technique. The procedure of formal on the job training program is: 1. The participant observes a more experienced, knowledgeable, and skilled trainer (employee) 2. The method, process, and techniques are well discussed before, during and after trainer has explained about performing the tasks 3. When the trainee is prepared, the trainee starts performing on the work place 4. The trainer provides continuing direction of work and feedback 5. The trainee is given more and more work so that he accomplishes the job flawlessly

Systematic Model Training

The system model consists of five phases and should be repeated on a regular basis to make further improvements. The training should achieve the purpose of helping employee to perform their work to required standards. The steps involved in System Model of training are as follows:

1. Analyze and identify the training needs i.e. to analyze the department, job, employees requirement, who needs training, what do they need to learn, estimating training cost, etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated.

2. Design and provide training to meet identified needs. This step requires developing objectives of training, identifying

3. Develop- This phase requires listing the activities in the training program that will assist the participants to learn, selecting delivery method, examining the training material, validating information to be imparted to make sure it accomplishes all the goals & objectives.

4. Implementing is the hardest part of the system because one wrong step can lead to the failure of whole training program.

5. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices.

CAREER 1. At Sietz Technologies, you are an integral part of a team of professionals who share your ingenuity and who are looking to expand your skills in a diverse range of disciplines. 2. Its about understanding that life doesnt start and end with your job so we provide the types of benefits that work for you, your family, your situation, your life.Its about the power of our brands, and the respect you receive in the marketplace when you say, I work for Sietz Technologies. 3. Its about our unstoppable people, who make the impossible, possible.

Support facilities It can be segregated into printed and audio visual. The various requirements in a training program are white boards, flip charts, markers, etc. Constraints The various constraints that lay in the trainers mind are: Time Accommodation, facilities and their availability Furnishings and equipments Budget Design of the training, etc

DEVELOPMENT ORGANISATION An organization has a very close relationship with the trainee and the Developer because it is the first contact for both. The demand for the development in the organization increases when the organization wants:

To hire new people development as a means of training new recruits To Expand When the company wants to increase its headcount To increase certain number of staff (in position) by a certain date To enhance the performance of employees Organization's name to be a part of development unit

Demand for development also increases when there is change in the nature of job, change in taste of consumer, change in methods of product development, etc. The organization goes through the following steps for the transfer of training to the field.

But the problem arises when the organization outsource the development process. In this situation the organization assumes that the trainer must be aware of the type of training need s of the participants and their organization and their content will meet those needs. This leads to failure of the program, which results in collusion. Therefore, it's a foremost duty of the organization to make the trainer and their organization aware of their culture, climate, responsibilities of organization, etc.

Introduction Of Training Training It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees. Training is activity leading to skilled behavior.

Its not what you want in life, but its knowing how to reach it Its not where you want to go, but its knowing how to get there Its not how high you want to rise, but its knowing how to take off It may not be quite the outcome you were aiming for, but it will be an outcome Its not what you dream of doing, but its having the knowledge to do it It's not a set of goals, but its more like a vision Its not the goal you set, but its what you need to achieve it

Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time. Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional development. Every organization needs to have well trained and experienced people to performthe activities that have to be done. If the current or potential job occupant can meet this requirement, training is not important. But when this is not case, it is not necessary to raise the skill levels and increase the versatility and adaptability of employees. Inadequate job performance or a decline in productivity or changes resulting out of job redesigning or a decline in productivity or changes resulting out of job redesigning or a technological breakthrough requires some type of training and development efforts.

As the jobs become more complex, the importance of employee development also increases. In a rapidly changing society, employee training and development are not only an activity that an organization must commit resources to if it is to maintain a viable and knowledgeable force. Training, education and development are three terms frequently used. On the face of it, there might not appear some differences between them. In all training there is some training. And the two processes cannot be separated from development. Precise definitions are not possible and can be misleading; but different persons have used these activities in different ways. OBJECTIVES OF THE STUDY

AT SIETZ TECHNOLOGIES INDIA PVT. LTD. the objective of my stydy is to examine the training and development process being followed by stl ltd by :-Honing up identified functional skill areas of personnel, for more effective contribution to the organization. Providing platforms for professional growth and exploration leading to overall improved organizational health and quality of life. Developing human resources in consonance with broader corporate horizon and long range vision of the organization. This will be done on the basis of four parameters which forms the basis of the questionnaire:1. Purpose of training :- What is the purpose of training at Apollo 2. Identify training needs :- How will the training needs be identified 3. Administration set up for training :- What is the set up like 4. Effectiveness :- How effective is the system

This analysis will be based solely on the perception of individuals who have gone through this process. This outcome will depict whether difference in Scope of the Study This study is aimed at providing India Sietz Technology India Pvt. Ltd. with an insight into the success of Training and Development as well as the customers response and awareness towards the brand, products and services of Sietz. The data has been analyzed and presented in a simple and precise way on the basis of which pertinent recommendations have been made to the company to better the services, policies and strategies of the company in India.

RESEARCH METHODOLOGY

No Training report is completed without a research framework. So I have also gone through a systematic procedure of research methodology. Research methodology is a way to systematically solve the research problems. It may be understood as science of studying how research is done scientifically.

RESEARCH METHODOLOGY PROCEDURE 1. DEFINING RESEARCH PROBLEM. 2. REVIEWING THE LITERATURE. 3. FORMULATING HYPOTHESIS. 4. RESEARCH DESIGNING. 5. DATA COLLECTION. 6. ANALYSING DATA. 7. INTERPRETING AND REPORTING..

1. DEFINING RESEARCH PROBLEM: There are two types of research problems, that is those which relates to state of nature and those which relate to relationship between variables. Our research is the former one and the problem in precise way is "Effective Marketing of life insurance" 2. REVIEWING THE LITERATURES: I undertook extensive literature study from the website of ICICI Prulife, journals, newspapers and previous research findings about insurance. 3. FORMULATION OF HYPOTHESIS: Hypothesis is a tentative assumption made in order to draw out and test its logical and empirical consequences. Our assumptions are: People have at least basic knowledge of insurance. I have assumed certain priorities as per annexes. We have limited our research unto Panipat only.

4. RESEARCH DESIGN: Research design is a conceptual structure within which research is conducted. Research design can be of various types. Descriptive Exploratory Experimental/ Analytical My research is Exploratory. 5. SAMPLE DESIGN: Sample is a part of population, which represent the whole population. Various type of sample design is: Deliberate Sampling Convenience Sampling Judgment Sampling Simple Random Sampling Systematic Sampling Stratified Sampling Quota Sampling Cluster Sampling Multistage Sampling

RESEARCH DESIGN
A research design is a specification of methods and procedures for acquiring the knowledge required. It is a over-all operational pattern or framework of the project that stipulates what information is to be collect from which source by what procedure. For my project I select Basic research- As the knowledge has been generated for the sake of knowledge. Exploratory research- as I have collected data by personal interview through questionnaire. Analytical research- As pre exciting information is being analyzed to find out the answers of predefined questions.

DATA COLLECTION The data for the survey will be conducted from both Primaries as well as Secondary sources.

Primary Data: -

Using personal interview technique the survey the data will collect by using questionnaire. The primary data collection for his purpose is supposed to be done by judgment sampling conversation sampling. Questionnaire has been formatted with both open and close structure questions. Secondary Data: By going through various records. By going through the magazine of the bank.

DATA ANALYSIS & INTERPRETATION

In order to find out customer satisfaction & Perception regarding newly launched Components of Sietz company primary Data was collected by personally visiting the dealerships and showrooms. With the help of a questionnaire we took the feedback from the F Z S customers who were coming for the services of their components at the dealerships. As well as we contacted some of the customers through tele calling by taking the data about the customers from the customer data register of the dealership We interviewed them and discussed with the showroom staff as well as with the employees at Sietz India Pvt. Ltd. which helped us to prepare our research Report .

Q. 1. Satisfaction level of the people regarding training & development procedure followed by the Sietz Technology India Pvt. Ltd ?

Response Satisfied Unsatisfied No comments Total

No. of respondents 72 20 8 100 Table No 4.1

Percentage % 72% 20% 8% 100%

120 100 80 60 40 20 0

No. of respondents Percentage %

Interpretation As the chart shows that most of the people are satisfied with the Training & Development procedure followed by the Sietz Technology India Pvt. Ltd .

fie U d ns at is N f ie o d co m m en ts

at is

Figure No.4.1

To ta l

Q. 2.) Did you know how many people are regular in the company of Sietz Technology India Pvt. Ltd.

Response YES NO TOTAL

No. of respondents 89 11 100 Table No 4.2

Percentage % 89% 11% 100%

120 100 80 60 40 20 0 YES NO TOTAL No. of respondents Percentage %

Figure No. 4.2 Interpretation: The above mentioned chart shows that the people are regular followed by the Sietz Technology Ltd for Training & Development the employees.

Q. 3.) Did you know about the separate application forms for different levels of Training & Development the peoples?

Response YES NO Dont Know TOTAL

No. of respondents 60 35 15 100

Percentage % 60% 35% 15% 100%

Table No 4.3

120 100 80 60 40 20 0
Kn ow TO TA L YE S NO

No. of respondents Percentage %

Do n t
Interpretation:

Figure No. 4.3

As the above chart shows that most of the people are well known about the different levels of training & development system. Awareness of training & development system?

Q. 4) How much employee manage time effectively? Response YES NO TOTAL No. of Employee 92 8 100 Percentage % 92% 8% 100%

Table No 4.4

120 100 80 60 40 20 0 YES NO TOTAL No. of respondents Percentage %

Figure No. 4.4

Interpretation: As the above chart shows that % of manage level which is most of the people are well known about the different levels of training & development system. Awareness of training & development system?

Q.5) How many peoples are aware and unaware in the foreign country.

Yes 31

No 9

Table No. 4.5

35 30
No. of Employees

25 20 15 10 5 0 Series1 Aware Unaware

Aware 31

Unaware 9

Level of Satisfaction

Figure No. 4.5 Interpretation: It is observe from the fig. Shown that 62% workers of the company are aware with training & 18% workers of the company are not aware with the training facilities of the company

Q. 6) How much workers are respectively for the training facility of the company?

Fully respectively 8

Partially respectively 27

Not respectively 15

Table No. 4.6

50

40
No. of Em ployees

30

20

10

Fully Satisfied 8

Partially Satisfied 27

Not Satisfied 15

Series1

Level of Satisfaction

Figure No. 4.6 Interpretation: It is observed from the above fig. that 16% workers are fully respectively, 54% are partially respectively and 30% workers are not respectively by the training facility of the company.

Q. 7) How many workers are good behavior with the company of sietz India pvt. Ltd. Excellent 20 Good 12 Average 18

Table No. 4.7

50

40
No. of Em ployees

30

20

10

Fully Satisfied 20

Partially Satisfied 12

Not Satisfied 18

Series1

Level of Satisfaction

Figure No. 4.7 Interpretation: IT is observed from the above fig. that 40% employee of the company is satisfied and 24% employee is partially satisfied and 36% are not good behavior by the training facility of the company.

Q. 8) How much workers are satisfied by the worker education programme of the company? Fully satisfied Nil Partially satisfied 10 Table No. 4.8
50

Not satisfied 40

40
No. of Em ployees

30

20

10

Fully Satisfied 0

Partially Satisfied 10

Not Satisfied 40

Series1

Level of Satisfaction

Figure No. 4.8

Interpretation: It is obvious from the above fig. that 20% worker are partially satisfied and 80% workers of the company are not satisfied. Even single workers of the company is not fully satisfied by the workers education programme of the company.

Q. 9) How much workers of the company are educated by the dispensary facility?

Fully satisfied 9

Partially satisfied 25

Not satisfied 16

Table No. 4.9

50

40
No. of Em ployees

30

20

10

Fully Satisfied 9

Partially Satisfied 25

Not Satisfied 16

Series1

Level of Satisfaction

Figure No. 4.9 Interpretation: It has been cleared from the above table that 18% workers are fullysatisfied, 50% workers are artially satisfied and 32% are not satisfied by dispensary facility of the company. Most of the workers are not satisfied due to lackness of proper medicine and generally non availability of computer.

RECOMMENDATIONS
1. Training should be given according to the job profile of the employees. E.g. managers should be made to attend more of team oriented workshops since they are required to work in terms. Whereas an officer level employee needs to enhance his computer skills. Hence training programmes have to be designed accordingly. 2. Since a few employees felt that the training they had undergone in the last two years didnt help them at all, a feedback session should be made mandatory after every training session, in order to ascertain whether the above idea behind the training programme had been accomplished or not.

3. every now and then the employees should be encouraged to identify their won training needs which would enhance employee morale and also shift the burden from the superior to the employee himself.

4. Rather than just investing money on various training programmes, Applo Tyres Ltd. should also concentrate on regular training evaluation.

I would like to give the following suggestions to the organization after completing my training from the company which are as follows:
Organisation should keep a touch with the union of workers.

There should be development programmes for the employees of organization.

There should be improvement in decision making process process by the organization. Special training sessions should be organized by the company to train the existing employees so that they are also able to do the work by using new technologies. Some motivation programmes should be arranged time to time to encourage the employees for morale satisfaction of the employees.

LIMITATIONS OF THE STUDY

The huge number of labour workforce restricted my study to only one department with a sample size of 50,because of shortage of time & resources.

Although all the concerned personnels of Sietz Technology India Pvt. Ltd. were quite cooperative & knowledgeable, but still I couldnt use their fuller knowledge & services due to their busy schedules.

It took a pretty long time to get the feedback from the labour workforce, as they do not open up easily with their thought process.

The scope of the study has been limited to the parameters that have been defined & the responses received from the questionnaire.

A problem of communication with the respondents was prevalent because of their typical attitude.

SUGGESTIONS

After analyzing the data collected through sample survey, the author wishes to make some suggestions and recommendations for the overall training & development service of Sietz Technology India Pvt. Ltd. Presently it needs to pay attention on the following points:

Company Structure and brand image: From the various responses received, it can be pointed out that the first and foremost challenge in front of Sietz Technology India Pvt. Ltd. is the building of brand image. The brand image can be further improved by applying: Media advertising Road shows and exhibitions Machinery, conventions etc. Training and development

CONCLUSIONS
1 2 3 4 5 6 7 All the employees are aware about the training & development system. Company uses CAMO technique for the training process. HR manager and departmental head do the training & development of the trainee. The process can be changed according to the requirement of the job. Induction is also done by the HR manager and departmental head. Most of the persons are satisfied with the training & development process. The training & development process more focuses on the placement of right person at right place. 8 Most of the persons are satisfied with the feedback procedure performed by the departmental head.

BIBLIOGRAPHY

Craig, Robert L. (Editor in Chief), Training and Development: A Guide to Human Resource Development. 3rd Ed. New York, New York. McGraw-Hill. Sponsored by the American Society forTraining and Development 1987.

O'Connor, Joseph &Seymour, John., Training with NLP: Skills for Managers, Trainers, and Communicators. London,England. Thorsons. 1994

Silberman, Mel., 101 Ways to Make Training Active. San Franscisco, CA. JosseyBass. 1995.

ANNEXURE QUESTIONNARE OF EMPLOYEE SATISFACTION

NAME: CATEGORY:

1. Are you getting proper training in the company?

YES ( )

NO (

2. Do want any change in the training process?

YES ( )

NO (

3. (If yes) then specify? ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------4.Is the behavior of your superior good or not?

YES

NO (

5.Is the objective of training process is clear to you?

YES

NO (

6.Does the training provide for rewards as new behavior result? YES ( ) NO ( )

7 Does the training provide for regular constructive feedback to the trainee? YES ( ) NO ( )

Does the training provide assistance to you when you encounter obstacles in the work?

YES

NO (

9 Does it attempt to influence the organizational conditions in which the trainee lives & works?

YES

NO (

10 Does it progress through small carefully planned steps to completion?

YES

NO (

11 Do you aware of the methods adopted in your company for the development of executives?

YES

NO (

12 Are you satisfied with the development programmes conducted in your organisation?

YES

NO (

13. Do you Know executive development programmes fall under which group?

YES

NO (

14 Are you getting proper training in the company? YES (80%) NO ( 20%)

15 Does the training provide for rewards as new behaviour results? YES (70%) NO ( 30%)

16 Do you know executive developments fall under which groups? YES (60%) NO ( 40%)

17 Does it progress through small carefully planned steps to completion? YES (30%) NO ( 70%)

18 Are you satisfied with the development programmes conducted in your organization? YES (70%) NO ( 30%)