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Goel Institute Of

Higher Studies
SUMMER TRAINING PROJECT REPORT
(BBa-607)
ON

"A Study on Training and Development


System at Volkswagen Lucknow"

SUBMITTED IN PARTIAL FULFILLMENT OF REQUIRMENT FOR THE


AWARD OF DEGREE OF
bachelor OF BUSINESS ADMINISTRATION
TO LUCKNOW UNIVERSITY
FOR THE SESSION
2018-19

UNDER THE GUIDANCE OF: SUBMITTED BY


Mr. laxmi narayan sir SONIKA
Department of Management ROLL NO : 17164001871
gihs, Lucknow. BBA 3rd Year
A Study on Training and Development System at Volkswagen Lucknow

ACKNOWLEDGEMENT

"I have taken efforts in this project. However, it would not have been possible without the

kind support and help of many individuals and organizations. I would like to extend my

sincere thanks to all of them.

I am highly indebted to Mr. Laxmi Narayan for their guidance and constant

supervision as well as for providing necessary information regarding the project & also

for their support in completing the project.

I would like to express my gratitude towards my parents & member of Volkswagen,

Lucknow for their kind co-operation and encouragement which help me in completion of

this project.

I would like to express my special gratitude and thanks to industry persons for giving me

such attention and time.

My thanks and appreciations also go to my colleague in developing the project and

people who have willingly helped me out with their abilities."

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PREFACE

BBA is a stepping-stone to the management carrier and to develop good manager. It is

necessary that the theoretical must be supplemented with exposure to the real

environment.

Theoretical knowledge just provides the base and it’s not sufficient to produce a good

manager that‟s why practical knowledge is needed.

Therefore the research product is an essential requirement for the student of BBA. This

research project not only helps the student to utilize his skills properly learn field realities

but also provides a chance to the organization to find out talent among the budding

managers in the very beginning.

In accordance with the requirement of BBA course I have done my final project report

on the topic is “A Study on Training and Development System at Volkswagen

Lucknow”.

The information regarding the project research was collected through the questionnaire

formed by me which was filled by Employees.

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TABLE OF CONTENTS

Certificate (Department, Organization) ii

Declaration iii

Acknowledgement iv

Preface v

Table of Contents vi

1 Introduction to topic 1

2 Company Profile (Brief history of Organization) 34

3 Research objectives 63

4 Research Methodology 65

6 Use and Importance of the study 68

7 Data Analysis 71

7 Findings 92

8 Recommendations 95

9 Conclusion 98

10 Limitations 100

11 Bibliography 102

12 Questionnaire 104

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A Study on Training and Development System at Volkswagen Lucknow

INTRODUCTION

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A Study on Training and Development System at Volkswagen Lucknow

INTRODUCTION

In today’s fast and competitive business environment any company can’t grow

Without giving importance to its HR strategies and practices, and among those the most

important is the practice of employee training and development.

The research had tried to study the HR practices that are being practiced by the

PSO and area of main focus is the practices of employee training and development.

We have find that alongside the development of its physical facilities, PSO is

deeply conscious of the pivotal role that human resources play in the success of an

organization. As a matter of fact, human resource development has been identified as an

area of key importance. While strengthening the ranks of its work force with quality

professionals at various levels of management, the company also undertakes several

initiatives for improving productivity and efficiency at all levels of services. Through

computer training, various courses, sponsorships of staff for studies at professional

institutions and seminars, the company is providing its employees on going opportunities

for continuous self-improvement and learning.

Training and Development

Training involves an expert working with learners to transfer to them certain areas

of knowledge or skills to improve in their current jobs. Development is a broad, ongoing

multi-faceted set of activities (training activities among them) to bring someone or an

organization up to another threshold of performance, often to perform some job or new

role in the future.

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A Study on Training and Development System at Volkswagen Lucknow

Training and Development Goals

The types of training and development goals identified will depend on the

personal and organizational objectives identified through the strategic planning

process and the agreed appraisal procedure. In any event the goals shall, as a

minimum standard, take account of the following:

 The Mission

 The Values

 The strategic objectives of the company

 Equal Opportunities Policy

 Requirements for core competencies

 Continuing personal and professional development

 Requirements for professional and vocational qualifications in further

education

 Requirements for professional, vocational and workplace updating

 Requirements for organizational change

 The operational objectives of the schools / faculties / departments /

units

 Operational performance requirements

 Personal performance requirements

 Team performance requirements

 Self assessment and action planning

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Types Of Training And Development Support

The following facilities should be provided to the staff:

 All employees shall have access to the staff development program.

They shall also have the full opportunity to attend courses and

conferences to develop their professional expertise relevant to the

fulfillment of the requirements of their job. The induction procedures

shall be fully integrated into the training and development program for

new employees.

 The agreed Appraisal Scheme shall be applied equally to all

employees.

 All employees shall be given opportunities to attend meetings to the

fulfillment for the requirements of their job, e.g. team meeting and

course development meetings.

 Managers shall endeavor to arrange such meetings at times, which are

mutually convenient to all employees..

 There should be clear procedures whereby employees may apply for

training and development opportunities, and are given clear reasons for

the acceptance or rejection of their applications

Workplace Learning

For the work place training following points should be kept in consideration:

 All employees shall be encouraged to learn regularly and rigorously

from their workplace activities and share their learning experiences

and outcomes with their peers.

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A Study on Training and Development System at Volkswagen Lucknow

 Mentoring of new, existing employees and job changers is recognized

as a valuable means of achieving shared workplace experience and

promoting excellence in the workplace.

Values

 The implementation of these guidelines should seek to encourage an

organizational culture in which learning thrives.

 Both sides recognize that high quality and appropriate training

opportunities support the achievement of the colleges‟ strategic

objectives and empower employees to achieve high standards.

Typical Reasons For Employee Training And Development

Training and development can be initiated for a variety of reasons for an

employee or group of employees, e.g.

 When a performance appraisal indicates performance improvement is

needed

 To "benchmark" the status of improvement so far in a performance

improvement effort

 As part of an overall professional development program

 As part of succession planning to help an employee be eligible for a

planned change in role in the organization

 To "pilot", or test, the operation of a new performance management

system

 To train about a specific topic

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Typical Topics Of Employee Training

1. Communications

The increasing diversity of today's workforce brings a wide variety of

languages and customs.

2. Computer Skills

Computer skills are becoming a necessity for conducting administrative and office

tasks.

3. Customer Service

Increased competition in today's global marketplace makes it critical that

employees understand and meet the needs of customers.

4. Diversity

Diversity training usually includes explanation about how people have

different perspectives and views, and includes techniques to value diversity

5. Ethics

Today's society has increasing expectations about corporate social

responsibility. Also, today's diverse workforce brings a wide variety of values and

morals to the workplace.

6. Human Relations

The increased stresses of today's workplace can include misunderstandings

and conflict. Training can people to get along in the workplace.

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7. Quality Initiatives

Initiatives such as Total Quality Management, Quality Circles,

benchmarking, etc., require basic training about quality concepts, guidelines and

standards for quality, etc

8. Safety

Safety training is critical where working with heavy equipment , hazardous

chemicals, repetitive activities, etc., but can also be useful with practical advice for

avoiding assaults, etc.

9. Sexual Harassment

Sexual harassment training usually includes careful description of the

organization's policies about sexual harassment, especially about what are

inappropriate behaviours.

General Benefits From Employee Training And Development

These reasons include:

1. Increased job satisfaction and morale among employees

2. Increased employee motivation

3. Increased efficiencies in processes, resulting in financial gain

4. Increased capacity to adopt new technologies and methods

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5. Increased innovation in strategies and products

6. Reduced employee turnover

7. Enhanced company image, e.g., conducting ethics training (not a good

reason for ethics training!)

8. Risk management, e.g., training about sexual harassment, diversity

training.

Literature on Training and Development

In terms of local literature, I have found certain articles regarding the training and

employee skill development techniques from the Internet and from different sources

For instance an article was available regarding the health and safety and

environment training that was provided to employees. It claimed that Health Safety and

Environment (HSE) Department conducted a Fire fighting and emergency response

training session at MCB Tower's Auditorium on 13 October 2005, which was attended by

floor coordinators and staff of security department. Training was imparted to 37

employees. AnasHammad Sr. Executive HSE & QA delivered the presentation and

describes the concept of fire and fire triangle, types of fire and use of fire fighting

equipments. He also briefed on the regarding importance of emergency response system

and types of emergencies.

Another article, concerning local literature, also published in October 2005, spoke

of Lotus Smart Suite training that was being undertaken by PSO in an attempt to develop

the skills of their employees regarding computers and software programs that have

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become an essential skill that any employee should posses. It spoke of the training that

was given to 300 employees and also said that plans were being taken to expand the

training for employees working at up country locations

In addition, an article regarding WOW training for employees, so that the petrol

station attendants could learn more in terms of customer courtesies. It talked about

T&OD staff continuing their input at Karachi, Lahore and Rawalpindi/Islamabad. In

October the training teams concentrated on other divisions in N.W.F.P, Central and

Southern Punjab as well as Interior Sindh. The names of trainers were also provided in

this article. Trainers included Aftab Mirani,Ghulam Haider Marri, Kamal Magsi , Javed

Bashir, Sikander Rind, Nazir Sheikh, Zahid Memon, Aijaz Qazi, Mohammad Tahir and

Fazal-e-Mansoor.

By looking at the summary of these articles, an idea can be gained on the different

and diverse types of training that are being undertaken by PSO

Amongst the other local literature sources that I have used are the material

provided to me by the management of PSO and any additional information I could gather

by the newspaper and magazines that provided any sort of information regarding the

topic I am researching on.

The greatest source to me of foreign literature was the Internet. I was able to

gather immense information regarding technical training and employee skill development

not only at PSO but what actually occurs in general around the world. This helped

increase my comprehension of the topic much more vastly.

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An article on the Internet published on May 1st 2005, spoke of why creating

formal employee skill development and technical training strategies is essential for

continual success of one‟s business. It spoke of the investment in training that should be

made not only in monetary terms but rather talking in non-monetary terms. Business

owners frequently send their people to training courses that seem right and sound good

without knowing what to expect in return. But without measurable results, it's almost

impossible to view training as anything more than an expense

Through this article I was able to compare the mistakes that management make

when they don’t properly attempt to understand the purpose of training and whether PSO

is actually making the same mistakes or not.

Similarly, in another article, it said:

“"We are entering a world where the old rules no longer apply." The opening

quote in the bestseller Rising Sun by Michael Crichton ( 1992) sums up how rapidly the

future is changing and becoming unpredictable. In response to calls for changes in the

way training has traditionally been done, many have responded by calling for redefining

the mission of training, renaming training (i.e., witness the recent movement to referring

to training and development professionals as "performance consultants"-- Robinson &

Robinson 1995), and even firing or getting rid of in-house training altogether because it is

not cost effective (see Furnham 1997 for a more detailed discussion of this last point). In

short, the pressure is on for trainers and training functions to reinvent, reengineer,

revitalize, remake, and improve what they do (Shandler 1996).”

Therefore, by looking at this piece of information present in this foreign article, I

was able to comprehend more and improve the quality of my study. Such articles not only

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helped me in my study and research but also generally, proliferated my knowledge of

technical training and employee skill development today.

Other sources of foreign literature, were books, such as “ Human Resource

Management” by Gary Dessler, “Human Resource Mangement” by David A. Decenzo &

Stephen P. Robbins, “An Integrated Approach to Business Studies” by Bruce R. Jewell,

and “Business Studies” by Dave Hall

Mivta (2004) stated that human resource is the very important and the back bone of the

every organization as it is the main resource of the organization. So organizations invest

huge amount on the human resource capital because the performance of human resource

will ultimately increase the performance of the organization. Performance is a major

multidimensional construct aimed to achieve results and has a strong link to strategic

goals of an organization. As the Mivta Explains that performance is the key element to

achieve the goals of the organization so to performance increase the effectiveness and

efficiency of the organization which is helpful for the achievement of the organizational

goals. But the question arise that how an employee can work more effectively and

efficiently to increase the growth and the productivity of an organization. There are many

factors which improves the work of employees such as flexible scheduling, training etc.

Michael Armstrong (2000), stated that It is very important for the organization that it

design the training very carefully and the training should be given according to the needs

of the employees as well as for the organization to get always good results. It also seems

that training design plays very important role in the employee as well for the performance

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of the organization. If wrong training or irrelevant training is given then is just waste of

time and money.

Tasur and Lin (2004), state that this literature review examines the relationship between

employee training and development and organizational performance. The research helps

the general belief that employee training and development plans make positive

contributions to organizational performance.From a human resource view, research on

employee development has a great importance. Employee development means giving

more importance to the future needs than present needs.

MichaeS.Lane, Gerald.L.Blakely (1990), stated that the Management development

programs are now increasingly being studied and evaluated, regarding their efficiency

and effectiveness. It presents the results of a survey of 156 directors and the vice-

presidents of personnel and human resource management departments relating to the

current status of their management development programs. The result shows that

management development programs do not seem to differentiate between the levels of

management.

(OladeleAkin, 1991), states that evaluation is increasingly being regarded as a powerful

tool to enhance the effectiveness of training. Three major approaches to training

evaluation quality description, quality assessment and quality control are highlighted. In

order to enhance the effectiveness of training, evaluation should be integrated with

organizational life through out. Evaluation will be made before and after training as after

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giving training the performance should be increased. The organization invests on

employees to give training so that they expect more from employees as well. After

training the employee should be performing more for the organization to because

training‟s purpose is to polish the skills of the employees and organization expects that

these polish skills will increase the performance of the organization.

(PhillipC.Wright,1992) stated that the training is given to the employees and compare its

performance reports on a study of current and past training literature which suggests

That, to be effective and to isolate both training needs and those problems having other,

non-trainable solutions, training must be preceded by a needs analysis. The problems

which untrained employees in the organization are facing should not be same which

trained people may me facing because training‟ s main objective is to remove hurdles

from employees tasks so that they can work with devotion for the organization.

(Farhad,Analou, 1995) states that traditionally, the effectiveness of the senior officials

within the public sector has been disproportionately associated with task instead of

people-related skills. A study of 74 senior managers within Indian Railways, over three

years, has revealed that managers, in order to become effective, not only require task and

people skills but also self-development knowledge and skills. Moreover, the above broad

categories of managerial skills form a hierarchy which suggests that the more senior

positions which managers occupy, the greater the need for people and self-development.

Explores the implications of the above for senior management training and development

in public sector.

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OBJECTIVES AND SCOPE OF TRAINING AND DEVELOPMENT

The principal objective of training and development division is to make sure the

availability of a skilled and willing workforce to an organization. In addition to that, there

are four other objectives: Individual, Organizational, Functional, and Societal.

Individual Objectives – help employees in achieving their personal goals, which in turn,

enhances the individual contribution to an organization.

Organizational Objectives – assist the organization with its primary objective by bringing

individual effectiveness.

Functional Objectives – maintain the department‟s contribution at a level suitable to the

organization‟s needs.

Societal Objectives – ensure that an organization is ethically and socially responsible to

the needs and challenges of the society.

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PURPOSE OF TRAINING AND DEVELOPMENT

The quality of employees and their development through

training and education are major factors in determining long-term profitability of a small

business. If you hire and keep good employees, it is good policy to invest in the

development of their skills, so they can increase their productivity. 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.

Reasons for emphasizing the growth and development of personnel include:

o Creating a pool of readily available and adequate replacements for personnel who

may leave or move up in the organization.

o Enhancing the company's ability to adopt and use advances in technology because

of a sufficiently knowledgeable staff.

o Building a more efficient, effective and highly motivated team, which enhances

the company's competitive position and improves employee morale.

o Ensuring adequate human resources for expansion into new programs.

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Research has shown specific benefits that a small business receives from training and

developing its workers, including:

Increased productivity.

Reduced employee turnover.

Increased Quality of Work.

Increased efficiency resulting in financial gains.

Decreased need for supervision.

Improves the overall Morale of the Work force.

Employees frequently develop a greater sense of self-worth, dignity and well-being as

they become more valuable to the firm and to society. These factors give them a sense of

satisfaction through the achievement of personal and company goals.

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 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 behavioural skills in an organization. It also helps

the employees in attaining personal growth.

 Development of skills of employees – Training and Development helps in

increasing the job knowledge and skills of employees at each level. It helps

to expand the horizons of human intellect and an overall personality of the

employees.

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PRINCIPLES AND EVALUATION OF TRAINING

Training is the process of assisting a person for enhancing his efficiency and

effectiveness at work by improving and updating his professional knowledge, by

developing skills relevant to his work and cultivating appropriate behaviour and attitude

towards work and people. Training could be designed either for improving present

capabilities at work or for preparing a person for assuming higher. Responsibilities in

future which would call for additional knowledge and superior skills.

Training is different from education particularly formal education. While education is

concerned mainly with enhancement of knowledge, training aims essentially at increasing

knowledge, stimulating aptitude and imparting skills related to a specific job.

In India, considerable importance has been accorded to training in social development

and this is evident form the fact that the community spends roughly six million dollars

annually on training every year. But there are complains about the ineffectiveness of

training and possible waste of resources because of the use of stereotyped and

conventional methods in training which are often not set completely in tune with job

requirements.

It is a continuous process

Training is a continuous and life long process. Right form the time a child is born he

starts receiving training form his mother for a variety of needs, so that he becomes a

social being. His training continues in the school and the college situations. However

training as an organized effort, designed with certain objectives, for example to help the

trainees to be informed of the subject matter which they have to use in their work

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situation. Apart from change of attitudes, their skills have to be improved and knowledge

or information has to be imparted through effective methods. In other worlds, training

provides and synthesizing with the help of the trainers, the information already available

on the subject. Training is a time-bound programme. Thus there is a separate specialized

discipline of trainers specializing in the field of human activity.

Prevailing concept

New concept

1. The acquisition of subject matter knowledge by a participant leads to action.

1 Motivation and skills lead to action. Skills are acquired through practice.
.
2. The participant learns what the trainer teaches. Learning is a simple function of

the capacity of the participant to learn and the ability of the trainer to teach.

2. Learning is a complex function of the motivation and capacity of the individual

participant, the norms of the training groups the training methods and the behaviour of

the trainers and the general climate of the institution. The participant's motivation is

influenced by the climate of his work organization.

3. Individual action leads to improvement on the job. 3. Improvement on the

job is complex function of individual learning the norms of the working group and the

general climate of the organization. Individual learning used leads to frustration.

4. Training is the responsibility of the training institution. It begins and ends with the

course. 4. Training is the responsibility of three partners: the participant organization

the participant, and the training institution. It has a preparatory pertaining and a

subsequent, post-training phase. All are equally important to the success of training.

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There has been in some quarter‟s criticism of training and it is often argued that

personnel can acquire administrative capabilities and work skills through apprenticeship

capabilities and work skills through apprenticeship rather than through formal training.

While the training cannot by itself guarantee the success of a development programme,

its untrained personnel are unlikely to prove effective. It is in this context that expert;

administrators and planners greatly appreciate the relevance of training in development

process.

INTERACTION BETWEEN TRAINING & DEVELOPMENT AND OTHER

HUMAN RESOURCE FUNCTIONS

Training and development Training opportunities reduce the demand for highly

qualified applicants Staffing

Careful Selection may reduce the need for training. But hiring additional

employees adds to training needs

Training helps employees perform better Performance evaluation

Performance evaluations provide information that helps to assess training needs

Training should improve performance and result in higher levels of pay

Compensation

Financial incentives can create greater enthusiasm for training and increased

participation

Skilled employees should perform better, reducing the probability of grievances

and discipline Employee relations

Unions may participate in the design and presentation of the training

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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:-

Stage1: 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.

Stage2: Design, preparation and delivery of training.

Stage 3: Discovering the trainee‟s attitude to training (reaction) and whether the training

has been useful from the point of view of training. Reaction involves the participant’s

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.

Stage5: Evaluating the effects of the training 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 behaviour. It is optimal that positive outcomes are

maintained for as long as possible. It is not rare event for changes in behaviour 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

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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 these feedback loops 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.

Identification of training needs

The procedure of identifying training 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 needs 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 recommendations are

grown due consideration and suitable actions are initiated to satisfy the felt needs. Only

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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.

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 an

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 of effectiveness and success of the training programs.

• It provides a basis for introductory the necessary corrective measures.

The benefits of constructive, practical evaluation of training substantially outweigh the

costs six direct benefits of evaluating training programs are:-

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Quality Control: Quality control systems are designed to ensure that products or services

are fit for their intended purpose. Evaluation in training will assess the extent to which

work-related results can be demonstrated to arise from the training. Successful, positive

elements of training can be maintained and reinforced, whilst negative elements removed

or revised. If results cannot be 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 may make a greater impact.

Efficient training design: It throws an emphasis on those elements of a 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 stature 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 down the barriers facing the integration of 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 decisions 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

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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.

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LITERATURE REVIEW

An organization survives if it is performing well in the environment by being profitable

but if it fails to do so the organization may not survive. And worse is the decay of both

human and physical structures (Manguennandongo, 2002). The rationale of training is not

only on the ordinary employees but as well as to their executives to develop skills

required in the diversification and competitiveness by making the organization

successful. The benefits fall entirely for the employees and for the private companies.

The target of the program being implemented in the companies, increases the competency

in the market, and improves the living condition of the employees (ADBG, 2008). Under

the participation of the stakeholders, the guidelines and implementation of training in the

employees can achieve positive results. The workforce development is focused on

attracting, developing, and retaining the best of the people from the broadest business

practices to meet the objectives or goals of the companies. Intentionally, training and

development are provided for the employees with best of the career opportunities in

different industry and encourages their individual growth and achievement (Kruger,

2008). According to Case and Banahan (2007), the different approaches to training and

development need to be explored. It has come to their attention by their own preferred

model and through experience with large Organizations. The current traditional training

continuously facing the challenges in the selection of the employees, in maintaining the

uncertainty related to the purpose and in introducing new tactics for the environment of

work and by recognizing this, they advising on all the problems, which reiterates the

requirement for flexible approach. Usually the managers have the choice to select the best

training and development programme for their staff but they always have to bear in mind

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that to increase their chances of achieve the target they must follow the five points

highlighted by Miller and Desmarais (2007). According to Davenport (2006), mentioned

in his recent studies that it‟s easy to implement strategy with the internet supported

software.

Technical training is the process of teaching employees how to more accurately and

thoroughly perform the technical components of their jobs. Training can include

technology applications, products, sales and service tactics, and more. Technical skills

are job-specific as opposed to soft skills, which are transferable.

On-the-job training Methods

Under these methods new or inexperienced employees learn through observing peers or

managers performing the job and trying to imitate their behavior. These methods do not

cost much and are less disruptive as employees are always on the job, training is given on

the same machines and experience would be on already approved standards, and above

all the trainee is learning while earning. Some of the commonly used methods are:

Coaching, Mentoring, Job Rotation, Job Instruction, Technology, Apprenticeship,

Understudy.

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Off-the-job Training Methods

Off-the-job training methods are conducted in separate from the job environment, study

material is supplied, there is full concentration on learning rather than performing, and

there is freedom of expression. Important methods include: Lectures and Conferences,

Vestibule Training, Simulation Exercises, Sensitivity Training, Transactional Training.

Technical or Technology Training

Depending on the type of job, technical training will be required. Technical training is a

type of training meant to teach the new employee the technological aspects of the job. In

a retail environment, technical training might include teaching someone how to use the

computer system to ring up customers. In a sales position, it might include showing

someone how to use the customer relationship management (CRM) system to find new

prospects. In a consulting business, technical training might be used so the consultant

knows how to use the system to input the number of hours that should be charged to a

client. In a restaurant, the server needs to be trained on how to use the system to process

orders. Let‟s assume your company has decided to switch to the newest version of

Microsoft Office. This might require some technical training of the entire company to

ensure everyone uses the technology effectively. Technical training is often performed in-

house, but it can also be administrered externally.

Skills Training

Skills training, the third type of training , includes proficiencies needed to actually

perform the job. For example, an administrative assistant might be trained in how to

answer the phone, while a salesperson at Best Buy might be trained in assessment of

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customer needs and on how to offer the customer information to make a buying decision.

Think of skills training as the things you actually need to know to perform your job. A

cashier needs to know not only the technology to ring someone up but what to do if

something is priced wrong. Most of the time, skills training is given in-house and can

include the use of a mentor. An example of a type of skills training is from AT&T and

Apple, who in summer 2011 asked their managers to accelerate retail employee training

on the iPhone 5, which was released to market in the fall.

Training, Performance and Productivity

The quality of employees and their development through training are major factors in

determining log-term profitability and optimum performance of organizations. To hire

and keep quality employees, it is good policy to invest in the development of their skills,

knowledge and abilities so that individual and ultimately organizational productivity can

increase. Traditionally, training is given to new employees only. This is a mistake as

ongoing training for existing employees helps them adjust rapidly to changing job

requirements.

Impact of training and development

Nowadays the necessity for dedicated professionals has increased with the rising

demands of business and the level of competency. It is significant to have professional

knowledge on how to handle complicated situations. Career development schools make

certain that people take advantage in the training given to them. The advantages are based

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on the quality, standardization and methodology applied. It assists in building confidence,

promotion of personal development and is a focus for quality staff. Superiority is a major

concern in any business and career development. It is not limited to the products but the

performance of the professionals as well. Lack of quality affects standard of performance,

however career development takes the chance to develop on the defects and bring quality

products.

The review has so far revealed the importance and purpose of training in an

organization, and how it contributes to productivity. The essence of training needs has

also been explained. How and why training needs should be assessed was not

overlooked. The fundamental bases for which personnel may be chosen or selected for

training, the kinds of training methods are identified. In summary, this study is designed

descriptively to find out whether there exists any setback in the training and development

schemes in Ghana Ports and Harbors and Authority, and thus offer recommendations as

to how these setbacks may be reduced if not entirely eliminated.

Training is seen as a key instrument in the implementation of Human

Resource Management policies and practices, particularly those involving cultural change

and the necessity of introducing new working practices. First of all the organization will

need a training policy that specifies what training means to the organization, who

qualifies for training, how training should be conducted and so on. The next step is to

analyze the training needs of the organization in relation to the organization’s strategy

and equate it with the needs of the individuals within it.

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A variety of methods could be adopted to carry out a training needs analysis. Job

analysis, interview with managers and supervisors and performance appraisal are few

methods commonly used. Despite the available variety of methods, an organization has

to be cautious when selecting training methods for its use. A careful use of training

methods can be a very cost-effective investment. Although one of the most important

stages in the training process, evaluation and monitoring is often the most neglected or

least adequately carried out part.

An effective training program is built by following a systematic, step-by step process.

Training initiatives that stand alone (one-off events) often fail to meet organizational

objectives and participant expectations. In today’s post we outline the five necessary

steps to creating an effective program from assessing needs to evaluating and revising

training.

1) Assess Training Needs: The first step in developing a training program is to

identify and assess needs. Employee training needs may already be established in

the organization’s strategic, human resources or individual development plans. If

you’re building the training program from scratch (without predetermined

objectives) you‟ll need to conduct training needs assessments.

2) Set Organizational Training Objectives: The training needs assessments

(organizational, task & individual) will identify any gaps in your current training

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initiatives and employee skill sets. These gaps should be analyzed and prioritized

and turned into the organization’s training objectives. The ultimate goal is to

bridge the gap between current and desired performance through the development

of a training program. At the employee level, the training should match the areas

of improvement discovered through 360 degree evaluations.

3) Create Training Action Plan: The next step is to create a comprehensive action

plan that includes learning theories, instructional design, content, materials and

any other training elements. Resources and training delivery methods should also

be detailed. While developing the program, the level of training and participants‟

learning styles need to also be considered. Many companies pilot their initiatives

and gather feedback to make adjustments before launching the program company-

wide.

4) Implement Training Initiatives: The implementation phase is where the training

program comes to life. Organizations need to decide whether training will be

delivered in-house or externally coordinated. Program implementation includes

the scheduling of training activities and organization of any related resources

(facilities, equipment, etc.). The training program is then officially launched,

promoted and conducted. During training, participant progress should be

monitored to ensure that the program is effective.

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5) Evaluate & Revise Training: As mentioned in the last segment, the training

program should be continually monitored. At the end, the entire program should

be evaluated to determine if it was successful and met training objectives.

Feedback should be obtained from all stakeholders to determine program and

instructor effectiveness and also knowledge or skill acquisition. Analyzing this

feedback will allow the organization to identify any weaknesses in the program.

At this point, the training program or action plan can be revised if objectives or

expectations are not being met.

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COMPANY
PROFILE

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COMPANY PROFILE

The Volkswagen group with its headquarters in Wolfsburg is of the worlds leading

automobiles manufactures and the largest carmaker in Europe. In 2006, the group

increased the number of vehicles delivered to customer to 5.734 million (2005:5.243

million), corresponding to a 9.7 percent shares of the world passenger car market.

In Western Europe, the largest car market in the world, nearly every fifth new car (19.9

percent) comes from the Volkswagen Group. Group sales rose in 2006 to 104.9 billion

Euros (2005: 95.3 billion). Profit after tax in the 2006 financial year amounted to 2.75

billion Euros (2005 : 1.12 billion). Volkswagen activities are primarily oriented on setting

new ecological standards in the areas of vehicles, drivetrains and lightweight

construction. Our modular toolkit system, which we are enhancing on an ongoing basis,

allows us to constantly improve production efficiency and flexibility, thus increasing the

Group's profitability.

In addition, Volkswagen want to continually expand the Volkswagen Group's customer

base by further increasing satisfaction among our existing customers and acquiring new,

satisfied customers around the world, particularly in the growth markets. In order to

ensure this, we are increasingly adapting our products to meet local requirements and

focusing on the specific features of individual markets. We shall continue the measures

we are currently taking to improve our productivity and quality regardless of the

economic situation and without any time limit. These include our regional development

teams and our cooperation with local suppliers, among other things. Other key elements

include standardizing processes in both the direct and indirect areas of the Group and

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reducing production throughput times. Together with disciplined cost and investment

management, these measures play a major role in ensuring that we reach our long-term

profitability targets and

safeguard solid long-term liquidity.

Volkswagen will only successfully meet the challenges of today and tomorrow if all

employees – from vocational trainees through to senior executives – consistently deliver

excellence so as to ensure the quality of the Volkswagen Group's innovations and

products for the long term and at the highest level. Outstanding performance, the success

that comes from it and participation in its rewards are at the heart of our human resources

strategy.

Modern Marketing is the management of 4P‟s – PRODUCT , PRICE , PLACE ,

PROMOTION. In a sense of entire marketing process has a large content of

communication . For instance the product communicates a distinctive image such as

youthfulness , glamour or prestige. The brand name communicates physical and

physiological attributes of the product . The package communicates to the manufacturer

thinks of his inconvenience and the since of beauty . This price communicates the equity

of the products . These are communication between buyer and seller i.e. the distribution

channel. Thus each elements of the marketing mix either helps or hinders communication

and ultimately the sales effort.

The marketing communication or promotion mix consists of five major tools :

1- Advertising

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2- Sales promotion

3- Publicity

4- Personal selling

5- Public relation

BRAND STRATEGIES

The branding is the face of the product that company offers to its customers hence every

company has to toss their branding strategy effectively. Since this is beneficial in making

the impression of product or services in the mind of customers. An effective and

impressive brand name always attracts the customers and keeps the position and image of

the company in their minds. This even gains to make the customers think and moved

towards the use of another product of same company to which they are not familiar.

A good quality brand image in business matters a lot; the brand of the company is always

seen as in differential part of the company which shows its value and quality. With an

effective and strong brand the image of the company goes rise.

Strong brand of business facilitate other brands to link with each other different products

of the company. The brand name of company used for the different products of the

company for effective selling in market.

18 Ways to Build Brand Awareness

When you need a tissue, do you ask for a tissue, or for a Kleenex? When you‟re ordering

a drink at a fast-food restaurant, do you ask for a cola, or a Coke? What about when you

cut yourself? Do you look for a plastic bandage, or a Band-Aid?

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These terms are known as proprietary eponyms, and they’re the apex of brand

awareness. These brands have become so well-known, they’ve replaced the generic

terms for similar products in our language.

For a brand or product to become a proprietary eponym is pretty much the pinnacle of

brand awareness (sorry, Pepsi). Although you might not achieve this in your business,

that doesn’t mean you can‟t do a lot more to boost awareness of your brand.

While there’s no quick fix for becoming a household name, here are 18 brand-building

strategies to help launch (and continue) your efforts. You may not become as well-known

as Coca-Cola, but it can‟t hurt to try, right?

Here are our best pieces of brand-building advice.

1. Referral Programs

Users will gladly spread word of your product or service when they know they‟ll get an

added perk. Dropbox is a great example of how smart referral programs can growth

hacka business. Dropbox gives existing users 500 MB of extra storage space for every

friend they refer (up to 16 GB). Back when Dropbox was still new, this referral program

helped generate tons of word-of-mouth, delivering a huge number of sign-ups and saving

Dropbox countless advertising dollars.

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2. Impressive Guest Content

Another great way to get your brand known on the web is to deliver ultra valuable,

gorgeous looking content to share on other blogs. Guest posting (despite what some

might tell you) is still a powerful way to get your name known in your industry.

However, run-of-the-mill content won‟t cut it – you need to be guest publishing high-

quality stuff. Create memorable, valuable content and you‟ll be introduced to new

audiences and make a lasting impression.

3. Infographics

Infographics are a bright and colourful way to display interesting marketing data and

statistics. These content powerhouses often get shared far and wide, making them a great

tool for brand building and thought leadership.

Take a look at the infographic WordStream produced earlier this year – it got thousands

of social shares and brought in valuable links as well!

4. Freemium With Credit

Many awesome online products allow users to choose from a free version, which includes

a watermark or credit line, or the option to upgrade to the paid version, which allows

users to remove the mark or replace it with their own logo. While many users will opt for

the free version, they‟ll also be promoting your brand to others users. Some of those new

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users who see your product will go with the paid version! Providing a freemium product

means getting yourself in front of more eyeballs, building your brand and bringing in

paying customers.

5. Local Partnerships

Another great brand building strategy is to get involved with local partnerships (this is

Tremendouslyimportant for local-oriented businesses,but can be applied for other

businesses as well). Partner with other local businesses to hold join intro seminars or

festivals. Sponsor local sports teams and donate to charity events. Getting your brand

plastered around festivals and events will do big things for your brand.

6. Car Wraps

A classic tried-and-true strategy for building your brand is getting a car wrap! Car wraps

are customized designs that can cover your entire car (don‟t worry, you can still see

through the windows)! They can attract a hefty amount of attention, and it‟s a great way

to ensure that wherever you go, people are becoming more familiar with your brand.

Wrap your company car or even your own personal vehicle!

7. Freebies

Everyone loves free stuff! Put your brand name on koozies, pens, Frisbees, etc, then give

away your items at local festivals.

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8. Social Media Contests

Run a social media contest in which contestants submit a photo or video, with other users

voting for their favorites. Contestants will share the link with friends and family to get

more votes, building your brand awareness as a result.

9. Social Focus

With the number of social networks constantly increasing, trying to be forever active on

all of them is a fool’s errand. If your business is best suited to a particular network, then

don’t be afraid to put the majority of your energy into a few sites. For example, photo-

heavy sites might focus on Instagram and interest. Know where your audiences hang

and focus on those networks. You won’t want to totally abandon the other social sites,

but save your biggest efforts for what you know works.

10. LinkedIn Publishing

We already talked a bit about the value of guest posting, but there are also other methods

to get published and spread your name across the web. Recently, LinkedIn began letting

all users publish posts right to LinkedIn via the publishing tool. If your posts get enough

attention, it could wind up in the LinkedIn home stream for many users. As an added

bonus, having posts attached to your

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LinkedIn account also helps establish you as a thought leader!Of course you can also

always set up your own company blog and post there – just make sure you share and

promote your posts after publishing.

11. Pro Story Telling

Want to be a memorable brand? Start with stellar storytelling. If you can create

emotionally moving, compelling stories that connect deeply with users, they won‟t soon

forget your name.

12. Unique Personality

One surefire way to increase band awareness is by giving your brand a fun, unique brand

identity. If you work in an industry were a little dose of comedy or personality is

appropriate, being outrageous can make your brand extremely memorable.

A few major examples of businesses who inject humor and comedy into brand promotion

include Old Spice, Poopouri, and Dollar Shave Club.

Not only did these hilarious ads leave an impression with audiences – they also became

viral sensations, shared across the web and driving sales.

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13. Podcasts

Starting your own industry podcast where you interview industry experts is a great way to

build your brand while also developing relationships with others in your field. Some

industries (like marketing) already have a hefty number of podcasts that would be tough

for a beginner to compete against. However, for niche industries where there isn’t much

on the airwaves, you could easily make yourself a household name.

14. PPC Advertising

With SEO becoming more competitive every day, while organic Google real-estate

shrinks, PPC is a smart solution for getting your brand seen on Google. With targeted

keyword research, you could be showing up at the top of Google for relevant searches.

Even if users don’t end up clicking on your PPC ad, seeing your name at the top of the

search results makes an impression and is incredible for building brand awareness.

15. Remarketing Campaigns

Remarketingis a pro strategy for boosting that good of ‟ brand awareness. Why?

Remarketing involves showing ads to users who visited your site, but left before

converting. Remarketing ads are placed all across the web on sites your customers visit.

Soon they’ll be seeing your business everywhere – on their favourite blogs, while

shopping online, etc. This gives the impression that your brand is much larger (and has a

much bigger ad budget) than it really is. And it's a great way to increase your conversion

rate.

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16. Paid Social Advertising

Organic social marketing is becoming more difficult by the day, leading more businesses

to turn to paid social advertising. Facebook and Twitter adsare relatively cheap and help

get your brand seen on social. Whether or not users convert immediately, every added

piece of familiarity counts when users finally are ready to make a purchase.

17. Controversy

While this strategy isn’t for everyone, one way to get your brand noticed is bybeing

controversial. Take an unlikely stance on a hot industry topic, and you may find yourself

attracting quite a bit of attention. Whether it‟s good or bad attention depends on the

subject matter and your approach. Then again, there’s no such thing as bad press (so they

say anyway).

18. Influencer Marketing

Getting friends in high places is another easy way to boost your brand awareness. Find

existing influencers in your industrywhose business you could potentially complement,

rather than compete with. Make use of your partner’s influencer network to promote your

brand (while also building up valuable partnerships you can continue to make use of

long-term).

"VOLKSWAGEN DAS AUTOS"

The automobile company is well known for its services and higher satisfaction among

their customers. Volkswagen group of India is subsidiary of worldwide famous

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Volkswagen AG. It switches to brand of Volkswagen in addition to two other existed

brands of Skoda and Audi in Indian market. These brands possess its own character

manoeuvres in an autonomous manner. The establishment of this subsidiary was in year

2007. In Indian autos market the brand image is featured by the size of vehicle,

technologies of driving and different features like ABS, EPS and air bags and galvanized

bodies of automobiles.

Multi branding v/s Corporate Branding

There are two main concepts taken corporate branding and multi branding that are

explained as followed by the company:

Multi Branding: Concept of multi branding in the company mainly based on the objective

to become most innovative manufactured volume complies with best quality product

specifically considering medium to long term classless. With theme and slogan

"VorsprungdurchTechnik" of Audi brand in considered as solid brand in automotive

premium segment. In addition brand of Skoda is a combination of intelligent concepts in

using space and technical innovation also covering the design and good money value.

Corporate Branding: Volkswagen carries three main brands by having messages of

"responsible" "innovation" and "providing Enduring Value". The car under the corporate

brand there is passenger cars convey reliability and quality and engineering of German

skills at the global level. This facilitate in becoming the first choice in millions of the

customers when buying a car.

Critical Evaluation of Brand Strategy of VGI

In the views of Porter (1993), for successful administration of a company there must be

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an identified strategy that itself serve as a position and must be able to handle

competition through

brand strategy of the company and is primarily differentiate into three parts as. Cost

leadership strategy, differentiation strategy and focus strategy.

Brand strategy of Volkswagen is well maintained. As India is important market for the

strategic marketing especially in automotive industry. There are good opportunities for

future growth as a result of outstanding conditions of demands. But the noticeable

condition is that there is very high competition full with challenges of conditions of

market, different lifestyle, and behaviour of consumers.

Branding is key success factor for Volkswagen in order to gain good market position and

competitive advantages therefore it become very successful in the Indian Automobiles of

market. As branding plays a vital part for the Volkswagen and make it differentiate from

other competitors in market. Kotler has viewed his comment on the leadership that "a

cost leadership is not possible, differentiate is their competitive strategy". Also Varey

considered brand as unique and for selling the proposition in the emerging markets.

Branding Value of Volkswagen

The brand value is an important aspect of a brand. This can be illustrate as the customers

are usually willing to spent or pay more for that product that is related to any known

brand, they preferred brand that the product. The brand value is hence defined as "that

extra money made by a company

or can be made from the selling of its products in solely way only due to the name of its

brand". For example For Volkswagen group India there is late entry of the Volkswagen

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group of India in the market as compared to other competitor rivals. Due to this company

has lack to gain the first mover advantage in market and hence less gain in the brand

value. For further development the company in order to strengthen its brand value it

follow the strategy by making corporate statement "innovation for everyone".

While marketing any product, importantly in India, the most crucial factor is quality and

price of product as India is at a halt a poor country.

Brand Image for Volkswagen

Brand image is specified as those qualities which are related to the association to

customers with the particular brand. It is expressed as the human behaviour and their

wants and desires, but not enough it also associates with the situational use, price and

quality of the brand. Here example can be taken as the Mercedes Benz which possesses a

string brand image due to its product quality and features and their price, this came to

make an image of brand in the minds of customers about that particular product. The

brand image is not an inherent character for a company brand though this can be achieved

through the advertising and campaigns.

Brand image is identity of the product in market and is a symbol of the company that

make its impression and image in the minds of customers. The Volkswagen with its new

brand name "Das Auto" along with its vision, the company is going to create new image

by surrounding proximity and convenience via affordable innovations. The Volkswagens

brands of Skoda and Audi managed in such a way that curved their position in stiff ad

competitive automobile market and creating their baton of brand image in consciously

sensitive markets like India.

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Brand Positioning

In the view of Armstrong (2002), "brand positioning zeroes in on customers and gives

them a reason to buy a product in preference to others; it differentiates a product from

other products based on attributes. Walter (1997) also states that position of brand is

perception among target customers. The Volkswagen group of India as came back into

market after the period of ten years it has going to position its brand again in the minds of

their customers and in market. The company has positioned its brand bracketed to set of

above middle classed customers whose income is above average and have the thrill to

show off as and where compared to brand Audi which is expensive and very showing

type is designed for those types of consumers that are sporty and want to show

off more with expensive expenditure. On contrary the Volkswagen brand is suitable for

the average persons and also full the desire to show off. The company has managed them

with a separate position in market. According to a statement given by the director of VW

passengers cars Mr. Neeraj Garg that the company will take some time for making its

position and there is a slow process to gain position into the minds of customers of India.

The important factors that are affecting to build a brand value...

1- Quality

2- Positioning

3- Repositioning

4- Communication

5- First mover advantage

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6- Long term perspective

7- Internal marketing

The seven main factors in building successful brand as illustrate in the diagram given

below :

Positioning :

Positioning is about the position a brand occupies in a market in the minds of consumers .

Strong brand have a clear , often unique position in the target market .

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Positioning can be achieved through several means including brand name , service

standard , image , product guarantees , packaging and the way in which it is delivered.

Repositioning :

Repositioning occurs when a brand tries to change its market position to reflect a change

in consumer’s taste . This is often required when a brand has become a tired , perhaps

because its original market has matured or has gone into decline .

Communications :

Communication also play a key role in building a successful brand .we suggested that

brand positioning is essentially about customers perceptions – with the object to build a

clearly defined position in the minds of target audiences.

Automotive industry in India

The automotive industry in India is one of the largest automotive markets in the world.

It was previously one of the fastest growing markets globally, but it is currently

experiencing flat or negative growth rates. IN 2009, India emerged as Asia's fourth largest

exporter of passenger cars, behind Japan, South Korea, and Thailand, overtaking

Thailand to become third in 2010. As of 2010, India was home to 40 million passenger

vehicles. More than 3.7 million automotive vehicles were produced in India in 2010 (an

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increase of 33.9%), making India the second fastest growing automobile market in the

world (after China).India's passenger car and commercial vehicle manufacturing industry

recently overtook Brazil to become the sixth largest in the world, with an annual

production of more than 3.9 million units in 2011. From 2011 to 2012, the industry grew

16-18%, selling around three million units.According to the Society of Indian

Automobile Manufacturers, annual vehicle sales are projected to increase to 4 million by

2015, not 5 million as previously projected.

In 2011, there were 3,695 factories producing automotive parts in all of India. The

average firm made US$6 million in annual revenue with profits close to US$400

thousand.

Indian Automotive Market Returning To Growth

India is the world’s seventh largest passenger vehicle market, and was previously

estimated to topple Germany, Brazil and Russia to gain three places in the global

rankings by 2015. While Germany struggled from the impacts of the double-dip recession

and is slowly rebounding, the Russian economy is weaker this year due to ongoing

geopolitical tensions with Ukraine, and Brazil

is witnessing lower vehicle volumes due to higher interest rates, inflation and negative

consumer sentiment. However, despite anticipated tepid volume-growths in these three

countries, India’s bid to enter the top-four-passenger-vehicle-markets bracket in the next

couple of years looked weak, due to lower than expected economic growth, causing only

modest gains in the country‟s automotive industry. In fact, after years of positive growth,

passenger vehicle volumes in India fell 6% in fiscal 2014 ended March. But the industry

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has since returned to growth through the last five months, growing by 4.5% year-over-

year, with car sales rising by over 5%.

A stable government at the centre and positive consumer sentiment has boosted this

reverse in declining trends in passenger vehicle sales in India. In the interim budget 2014-

2015, excise duty on small cars was decreased to 8% from 12%, incentivising the

purchase of vehicles. In addition, excise duty was reduced to 24% from 30% on sports

utility vehicles, 24% from 27% on large cars and 20% from 24% on mid-sized cars. The

new government has extended the contracted rates till December. Penetration of vehicles

in India is still very low at around 18 per 1,000 individuals. The country‟s economy grew

by 5.7% in the last quarter, the fastest in over two years, and with increasing disposable

incomes, vehicle sales could continue to rise.

Performance versions and motorsport

Volkswagen helped consolidate the preeminence the so-called hot hatch genre of high-

performance hatchbacks with their Golf GTI in 1975, and has produced a number of

performance versions of the Polo. The first of these was the Polo GT version of the Mark

1F.

The Mark II and IIF were available as supercharged G40 models. The GT G40 with its

1.3-litre 85 kW (114 hp) could reach 100 km/h (62 mph) in 8.1 s from standstill and had a

maximum speed of 196 km/h (122 mph). It was used by Volkswagen to set a number of

world endurance speed records, such as the 1.3-litre class records for speed over 24 hours

and speed over a distance of

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5,000 km (3,100 mi).

The fastest version of the Mark III on the United Kingdom market was the 16-valve h

74 kW (100 PS) model. A 88 kW (120 PS) Polo GTI model was also produced, but only

in a limited edition in Germany, and this was the first time the GTI label had been used

for a Polo. A GTI version of the Mark IIIF Polo, with a 92 kW (123 hp) 1.6-litre petrol

engine was also produced.

In 2004 Volkswagen Individual, a specialist division of Volkswagen, produced a limited

number of (Mark IV Polo) Club Sports with a 1.8T 132 kW (177 hp) engine. Available

only in Germany, this was based on the one-make racing series Polo Cup

Racer hatchback. The Club Sport came with a roll cage inside the vehicle

and Recaro racing seats as standard.

A GTI version of the Polo Mark IVF was launched in 2006. This features styling similar

to that of the contemporary Golf GTI and a turbocharged 20-valve 110 kW (150 bhp) 1.8-

litre petrol engine. It has a 0–100 km/h time of 8.2 s and a top speed of 216 km/h

(134 mph).Volkswagen Individual have also engineered an even faster Polo called

the Polo GTI Cup Edition. Available with the same 1.8T engine, albeit with 130 kW

(180 bhp), its claimed 0–100 km/h is 7.5 s and it has a claimed top speed of 225 km/h

(140 mph).

Volkswagen Racing in South Africa rallied a four-wheel drive Mark IVF Polo which

shared some components with its sister World Rally Championship (WRC) Škoda Fabia;

the S2000 has a 2.0 L 191 kW (256 hp) (260 bhp) engine.

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Mark IV Polos have been entered into the Junior World Rally Championship (JWRC).

The Polo also competed in the Russian Touring Car Championship.

There have been a number of one make race series for the Polo, starting with

the G40 Cup for Mark II and Mark IIF G40 versions. The current Polo Cup championship

for 78 kW (105 bhp) cars is a support race at rounds of the Deutsche Tourenwagen

Masters. Comfort line 1.2 CC engine 2014

Volkswagen Launched the new face lifted polo Engine variants:- 1.5 TDI 1.2 petrol

The 2009 Mark V Polo is developed on the newest platform PQ25, the same platform

used in the SEAT Ibiza Mark IV that was launched in 2008 and the Audi A1.

Body styles

Mark II Polo "Wagon" shape

The first Polos were hatchbacks, with the saloon being marketed as the Volkswagen

Derby.

On the arrival of the Mark II model, the saloon was renamed the Volkswagen Polo

Classic and the hatchback style was renamed as acoupé, the Volkswagen Polo Coupé.

Unusually, the Polo that was

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marketed as a hatchback was closer in concept to an estate. This version was the most

popular in virtually every country where the Polo was sold.

From the Mark III onwards, the range was more straightforwardly conventional,

including unambiguous saloon, hatchback and estate models.

Summary

 3-door hatchback (all versions) - the Mark II and Mark IIF were available in two

separate 3-door hatchback styles, one of which was badged as a coupé

 2-door saloon (Mark I, Mark IF, Mark II, Mark IIF)

 4-door saloon (Mark III, Mark IIIF, Mark IV, Mark IVF, Mark V)

 5-door hatchback (Mark III, Mark IIIF, Mark IV, Mark IVF, Mark V)

 5-door estate (Mark III, Mark IIIF)

 5-door crossover SUV-style (2WD) hatchback (Mark IV, Mark IVF, Mark V)

Mechanical layout .The Polo is a compact car, with a traditional transversely

mounted engine and front weel drive. Mark I Polos only came with four-

cylinder petrol engines, but for the Mark II, adiesel engine was offered for the first time,

although only in certain markets, others having to wait until the launch of the Mark III.

The current range includes a variety of three- and four-cylinder petrol and diesel

engines.Early versions used four-speed manual transmission, whilst the current car is

available with either six-speed manual or five-speed automatic transmission. The

suspension system on all models uses a fully independent MacPherson strut front

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suspension, and a Twist-beam rear suspension. Most models use disc brakes at the front

and rear drum brakes, although some recent models have all round disc brakes.

Fifth generation (Typ 6R; 2008–present)

Main article: Volkswagen Polo Mk5

Volkswagen Polo Mk5 (6R)

Volkswagen Polo pre-facelift (Australia)

Overview

Also called Volkswagen Vento

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Production 2008–present

Body and chassis

Body style 5-door hatchback

3-door hatchback

4-door sedan

Platform Volkswagen Group A05 (PQ25) platform

Related Audi A1

SEAT Ibiza Mk4

Volkswagen launched the fifth generation Polo (internal designation Typ 6R) at

the Geneva Motor Show in March 2009. For the first time in Polo's history, the car was

declared European Car of the Year, for 2010. The Polo was also declared 2010 World

Car of the Year at the New York International Auto Show in April 2010. It also

won What Car? Supermini of the Year 2010, as well as being awarded Japan Import Car

of the Year for 2010–2011.

It shares its platform with the 2008 SEAT Ibiza Mk4, and the Audi A1. Production for

the United Kingdom market started in August 2009, with first deliveries beginning in

October 2009. Official images released show the new Polo follows styling cues from the

Golf VI. The Polo Mark V is

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44 mm longer and 32 mm wider and sits 13 mm lower to the road than the previous

generation Polo. Boot capacity is increased by 10 litres to 280 litres of storage space with

952 litres with the seats folded down. The car is 7.5% lighter than its predecessor. The

Polo has thorax airbags and has been awarded a five-star Euro NCAP crash impact rating.

The Polo Mk5 is available with a wide range of petrol and diesel engines:

 1.2L straight-3 12-valve petrol, 51 kW (70 PS) and 55 kW (75 PS)

 1.2L turbocharged straight-4 8-valve petrol, 66 kW (90 PS) and 77 kW (105 PS)

 1.4L straight-4 16-valve petrol, 63 kW (85 PS)

 1.4L turbocharged straight-4 16-valve petrol, 100 kW (140 PS)

 1.4L twinczharger straight-4 16-valve petrol, 130 kW (180 PS)

 1.6L straight-4 16-valve petrol, 77 kW (105 PS)

 1.2L turbocharged straight-3 12-valve diesel, 55 kW (75 PS)

 1.6L turbocharged straight-4 16-valve diesel, 66 kW (90 PS) and 77 kW (105 PS)

The Volkswagen Vento is a subcompact car produced by Volkswagen India, the

subsidiary of the German manufacturerVolkswagen, since 2010. It is essentially a three-

box Volkswagen Polo with a stretched wheelbase and has been developed especially for

some markets. It is sold in India, Malaysia, Thailand, South Africa, Russia, and Mexico.

The car is sold under the Vento name in India and Mexico. In Malaysia, Thailand, South

Africa and Russia it is sold as the Volkswagen Polo Sedan. The word Vento means 'wind'

in both Italian and Portuguese.

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Overview

Technically, the car is based on a stretched version of the Volkswagen Polo. The extra

wheelbase offers more rear legroom than the hatchback, 50mm additional wheelbase and

500-liters of boot space, something that is hugely appreciated by the customers. VW

offers a choice of two engine options inside India and Mexico; a 1.6 litre petrol engine

mated to a five-speed manual or a six-speed automatic gearbox and a 1.6 litre diesel

engine mated only to a five-speed manual gearbox in the Indian market. Other countries

use 1.4L naturally aspirated petrol engine or 1.2TSI engine like his brother the hatchback

polo.

The car in India is available in three trim levels: the Trendline, Comfortline and Highline,

with the Petrol Highline also having the automatic option. Among the three variants, the

Trendline is a bare-basic trim level, forming an entry point for the vehicle. The

Comfortline gets a CD-MP3 music system, body-coloured door mirrors and handles and

fog lamps among other features. The Highline features an Integrated USB music system,

steering-mounted audio controls, leather upholstery, ABS, front airbags, a multi-function

display, 15" alloy wheels and other standard features.

The Volkswagen Vento Petrol variant offers a fuel efficiency of 11.5 Kmpl in City and

about 15.8 Kmpl on Highway. Volkswagen Vento diesel variant of the car gives a

mileage of about 14 Kmpl in the city and nearly 16 Kmpl on the highways.

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VW recently introduced a new special edition version "Breeze" on the Trendline,

featuring new, nifty features and added accessories. Besides the "Breeze', Volkswagen

India, in collaboration with the IPL authorities, annually offers a special IPL edition at a

slight premium.In November 2011, Škoda, a subsidiary of Volkswagen, introduced

the Rapid, a car that is basically a re-badged Vento.In April 2012, the car is sold in

Malaysia under the name "Polo Sedan". The car is also manufactured and sold in Russia

and Thailand as "Volkswagen Polo Sedan" with only the petrol engine available.As of

late 2013, the Vento manufactured in India is being offered in the Mexican market, both

with gasoline and diesel engines. Gasoline powered cars have the choice of manual or

automatic transmissions; diesel is sold as a manual only. Trim levels are called Style,

Active and Highline.Since 2014, Polo introduced in Taiwan market will switch from

European models(hatch back only) to India models,Both hatch back and sedan(rebadged

as Polo Sedan) introduced, all with 1.6MPI petrol engine and 6 speed tiptronic

powertrain, price also lowered for 2014 models, looking forward to compete with locally

made economy cars.

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The Vento is available with a choice of petrol (manual or automatic transmission)

and diesel.

Mexican Market

Volkswagen Vento 2014 Active Trim Level, Sold in Mexico and Manufactured by

Volkswagen India

The Volkswagen Vento was introduced in the Mexican Market like a 2014 model

Manufactured by Volkswagen India.

VW offers a choice of two engine options; a 1.6 litre naturally aspirated petrol engine

mated to a five-speed manual or a six-speed automatic gearbox and a 1.6 litre diesel

engine mated only to a five-speed manual gearbox (TDI).

The entry version is called Style and is available with 5-speed manual transmission or

automatic 6-Speed Tiptronic. Series equipment will feature alarm with remote trunk

opening, seat belts 3 point

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both front and back, single front headlamps, three read dome lights, center rear brake

light, driver and passenger airbags, ABS brakes, air conditioning, power locks, 4-electric

windows only front

windows driver side control, armrest, four speakers and aluminum wheels 15" matched

with 185/60R15 tyres, front disc brakes and rear drum brake, automatic version adds trip

computer.

The second version called Active. Regarding Style adds Bluetooth telephone connection,

a CD stereo with iPod compatible USB port, SD card and handsfree.

The top of the line, for now, is limited to the Highline version, with respect to Active,

added automatic climate (climatronic), electric mirrors, electric windows with automatic

up/down and full driver side control, chrome inserts on the dashboard, gear shift lever,

steering wheel and speed brake handles and lined in leather, finally with fog lights.

The Vento in the Mexican market has developed a high rate of sales, leaving behind the

Classico (MK4 Jetta redesigned) and MK6 Jetta, both produced in Mexico, while the

Vento is a car produced in India. The Vento is likely to be produced in Mexico a few

years from now. The main rivals in mexican market are the Chevrolet Aveo, Nissan

Versa and Nissan Tiida, all of them are in the top 10 best selling cars in Mexico .

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Objectives of the Study

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OBJECTIVES OF THE STUDY

 To study the methods used in training the employees

 To study whether the quality of training and satisfaction of respondents related.

 To study whether the employees are satisfied with their current training methods.
 To collect and analyze the views of the participants and superior on the training.

 To study the effectiveness of training and development programme at Volkswagen


lucknow

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Research
Methodology

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RESEARCH METHODOLOGY

Type of research Descriptive research.

Sampling technique Non probability sampling.

Sample Universe Volkswagen, India

Sample Area Volkswagen, Lucknow.

Sample Unit Employees of Volkswagen

Sampling size 45 Employees of Volkswagen, Lucknow.

Sample Technique Random Sample Technique

Instrumentation technique Interview, questionnaire

Sources of data collection Primary data was collected by conducting Interview and secondary

data was collected from magazines, books, and internet.

Software used for data MS excel

analysis

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It is a survey method. The questionnaire and interview schedule, personal interview will be relied

upon for gathering primary data. An aggregate of 45 respondents from various Participants

responded to the questionnaire.

DATA COLLECTION SOURCE: Two methods have been used to collect the relevant

data, which are essential for the study, they are:

Primary Data: data is collected to obtain desired information through structured

questionnaire.

Secondary Data: it is compiled through books, magazines, newspapers and internet

etc…

STATISTICAL TOOLS TO BE USED: A structured questionnaires is used to collect

the data and data will be analyzed with the help of percentage table, respective graph,

bar graph and pie charts.

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Use and Importance

of the study

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Importance

• Optimum Utilization of Human Resources – Training and Development helps

in optimizing the utilization of human resource that further helps the employee to achieve

the organizational goals as well as their individual goals.

• Development of Human Resources – Training and Development helps to

provide an opportunity and broad structure for the development of human resources‟

technical and behavioral skills in an organization. It also helps the employees in attaining

personal growth.

• Development of skills of employees – Training and Development helps in

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

horizons of human intellect and an overall personality of the employees

• 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.

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• 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.

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Data Analysis

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DATA ANALYSIS

1. Opinion about the regular assessment of training needs at the company.

Opinion No. Of Respondents Percentage Of


Respondents

Yes 32 72

No 13 29

Total 45 100

1. Opinion about the regular assessment of training needs at the company


2.
120

100

80

60 Percentage Of Respondents

40

20

0
Yes No Total

Interpretation
From the table 72% of respondents agreed that training needs are assessed
regularly at Volkswagen and Services. While 28 % respondents are of the opinion that
training needs aren’t assessed properly.

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2. Opinion about training process as a learning experience.


Opinion No. Of Respondents Percentage Of
Respondents

Very Good 5 11
Good 20 44
Satisfactory 13 29
Bad 5 11
Very Bad 2 4
Total 45 100

Opinion about the regular assessment of training needs at the company.

120

100

80

60

40 Percentage
Of
Responde…
20

0
Very Good Good Satisfactory Bad Very Bad Total

Interpretations:
From table we can see that 11% of respondents say that training process as a
learning experience is very good at Volkswagen and Services. While 44% are of the
opinion it is Good and 29 percent are just satisfied with the training process as far as the
learning experience is concerned. 11% percent rated training process as very bad and just
4% stated training as very bad.

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3. Opinion about the performance of trainer/guest faculty/instructor.

Opinion No. Of Respondents Percentage Of


Respondents

Very Good 5 11
Good 21 47
Satisfactory 12 27
Bad 5 11
Very Bad 2 4

Total 45 100

Opinion about the performance of trainer/guest faculty/instructor.


120

100

80

60

40
Percentage Of
Respondents
20

0
Very Good Good Satisfactory Bad Very Bad Total

Interpretation:
From the table, we can see that 11% percent of the respondents are of the opinion
that performance of trainer/guest faculty/instructor is very good. 47% said its good and
27% find the performance of trainer satisfactory. And 11% voted it as bad and 4% voted
it as very bad.

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4. Achievement of learning objective from training program.

Opinion No. Of Respondents Percentage Of Respondents

Yes 31 69

Partially 8 18

No 1 2

Can't say 5 11

Total 45 100

Achievement of learning objective from training program

120

100

80

60
Percentage Of…

40

20

0
Yes Partially No Can't say Total

Interpretation:
69% percent of the respondents claim that they have achieved the learning
objective from the training program. 18% respondents were of the opinion that they
achieved the learning objective partially. 2% percentcouldn‟t achieve the training
objective and 11 percent of respondents refused to answer.

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5. Relevancy of training program with the job

Answer No. Of Respondents Percentage Of Respondents

Very Good 5 11

Good 29 64

Satisfactory 8 18

Bad 3 7

Very Bad 0 0

Total 45 100

Relevancy of training program with the job

120

100

80

60

40

20

0
Very Good Good Satisfactory Bad Total

Interpretation:
From table and figure can observe that 11percent of respondents reveal that the
training provided is very much relevant to the job while majority ie 64% revealed that it
is good and 18 percent revealed that its satisfactory. And 7% voted it as irrelevant. The
above diLucknowm shows the opinion of employees about the relevancy of training
process to the job.

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6. There is well designed and widely shared training policy in the company

Opinion No. Of Respondents Percentage of Respondents

Very Good 6 13

Good 12 27

Satisfactory 20 44

Bad 5 11

Very Bad 2 4

Total 45 100

There is well designed and widely shared training policy in the company
70
Satisfactory
60

50

40

30
Good
20
Very Good
10 Bad
Very Bad
0
Very Good Good Satisfactory Bad Very Bad

Interpretation:

From table and figure we can see that 13% percent of the respondents reveal that
the company‟s training policy is designed very good. 27% said its good and 44% said its

satisfactory. 11% percent rated it as bad and Rest 4% reveal that they are very dissatisfied
with company‟s training policy.

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7. Opinion about the content and methodology used in the training program.
Answer No. Of Respondents Percentage of Respondents

Very Good 3 7

Good 20 44

Satisfactory 15 33

Bad 5 11

Very Bad 2 4

Total 45 100

Opinion about the content and methodology used in the training program
50
Good
45
40
35 Satisfactory

30
25
Good
20
Satisfactory
15 Bad
10 Very Good
Bad Very Bad
Very Good
5 Very Bad
0
Very Good Good Satisfactory Bad Very Bad

Interpretation:
7 percent of the respondents revealed that the content and methodology used in
the training program is very good. 44 percent were of the opinion that it was good. 33
percent responded that training methodology and content was satisfactory. 11% said its
bad and 4% said its really very bad.

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8. Usefulness of training materials.


Opinion No. Of Respondents Percentage Of
Respondents

Very Good 6 13.

Good 21 47

Satisfactory 15 33

Bad 3 7

Very Bad 0 0

Total 45 100

.
Opinion about Usefulness of training materials.
50 Good , 47
45

40

35 Satisfactory, 33

30

25
Good , 21
20
Satisfactory, 15
15 Very Good, 13

10 Very Good, 6 Bad , 7


5 Bad , 3
Very Bad, 0
0
Very Good Good Satisfactory Bad Very Bad

Interpretation:
From table and figure we can see that 13 percent of the respondents revealed that
training materials were really useful, 47% stated it as good and 33 percent respondents
found training material satisfactory. Only 6 percent respondents declared training
materials to be bad.

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9. Opinion about the use of audio-visual aids


Opinion No. Of Respondents Percentage Of
Respondents

Very Good 3 7

Good 6 13

Satisfactory 24 53

Bad 12 27

Very Bad 0 0

Total 45 100

Opinion about the use of audio-visual aids

30
Bad , 26.67
Satisfactory, 24
25

20

15 Good , 13.33
Bad , 12

10
Very Good, 6.67
Good , 6 Satisfactory, 5.33
5 Very Good, 3
Very Bad, 0
0
Very Good Good Satisfactory Bad Very Bad

Interpretation:
From the above table and figure we can observe that 53% of respondent are
satisfied with the use of audio-visual aids. 13% were stated the use of audio-visual aids to
be good and 7% percent declared it very good. 27 percent of respondents declared the use
of audio-visual aids to be bad.

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10.Opinion about the practical sessions in the training program.

Answer No. Of Respondents Percentage Of Respondents

Very Good 4 9

Good 10 22

Satisfactory 28 62

Bad 2 4

Very Bad 1 2

Total 45 100

Opinion about the practical sessions in the training program.

70
Satisfactory
60

50

40

30
Good
20
Very Good
10 Bad
Very Bad
0
Very Good Good Satisfactory Bad Very Bad

Interpretation:
From the above give table and figure we can observe that 9% and 22%
respondents responded that practical sessions are very good and good respectively. 62%
of respondent are satisfied with the practical sessions conducted in the training process.
4% and 2% respondents stated practical sessions of training process at Volkswagen and
services is bad and very bad respectively.

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11.Opinion about the working environment

Opinion No. Of Respondents Percentage Of


Respondents

Strongly satisfied 3 6

Satisfied 24 54

Dissatisfied 18 40

Strongly dissatisfied 0 0

Total 45 100

Opinion about the working environment


120

100

80

60

40

20

0
Strongly satisfied Satisfied Dissatisfied Total

.Interpretation:
From the above table and figure we can observe that 54% respondents are
satisfied about the working environment provided with training and 6% were strongly
satisfied. We can also observe that 40 percent of respondents are dissatisfied about the
working environment. None were strongly dissatisfied about the working environment of
training process conducted at Volkswagen and services

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12. Opinion about the time duration given for the training period.

Opinion No. Of Respondents Percentage Of


Respondents

Sufficient 12 27

Good 24 53

Fair 8 18

Poor 1 2

Very poor 0 0

Total 45 100

Opinion about the time duration given for the training period.
120

100

80

60

40

20

0
Sufficient Good Fair Poor Total

Interpretation:
The above table and figure clearly shows that 27 percent of respondents are
satisfied with the time given for training. While 53 respondents explained the time
allotment as good. 18 found the time allotment to be fair and 2% respondent revealed that
they aren‟t satisfied with the time given for training and voted bad.

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13. Opinion about the preferences given to the participants’ suggestions.

Answer No. Of Respondents Percentage Of


Respondents

Excellent 6 13

Good 22 48

Fair 11 24

Poor 3 7

Very Poor 3 7

Total 45 100

Opinion about the preferences given to the participants’ suggestions.

120

100

80

60
Percentage…

40

20

0
Excellent Good Fair Poor Very Poor Total

Interpretation:
The above table and figure shows that 13% respondents said that the participants
suggestions are really taken into account. 48% respondents found that preferences given
to participants suggestion to be good, 24% opinioned it to be fair [average] but 7%
declared the acceptance of participant‟s suggestion as poor another 7% said its very poor.

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14. Opinion about the motivation given to the participants.


Answer No. Of Respondents Percentage Of
Respondents

Strongly agree 1 2

Somewhat agree 24 52

Disagree 18 40

Strongly disagree 3 6

Total 45 100

Opinion about the motivation given to the participants.


120

100
100

80

60 52

40
40

20
6
2
0
Strongly agree Somewhat agree Disagree Strongly disagrree Total

Percentage Of Respondents

Interpretation:
From the table and figure we can observe that 52 percent respondents somewhat
agree they have given with motivation to participate in the training process. 40%
respondents disagreed with this , 6 % respondents strongly disagreed and 2% respondents
strongly agree.

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15.Are employees permitted times off from work to attend training


Answer No. Of Respondents Percentage Of
Respondents

Yes, with 0 0
pay
Yes, without 0 0
pay

No 27 60

No, such 18 40
thing

Total 45 100

Are employees permitted times off from work to attend training?

120

100

80

60

40

20

0
1 2 3

Interpretation:
We can observe that, from table and figure, 60 percent of respondents answered
no when asked if they are permitted time offs from work to attend training. And 40%
respondents said they aren’t aware of any such thing.

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16.Does training process affect normal working hours?


Opinion No. Of Respondents Percentage Of
Respondents

Yes 9 20

No 30 66

Can't say 6 14

Total 45 100

Does training process affect normal working hours?

120

100

80

60

40

20

0
Yes No Can't say Total

Percentage Of Respondents

Interpretation:
From table and figure we can see that 20%,ie majority, of respondents are of the
opinion that training process affect the normal working hours of Volkswagen and
services. 66% respondents don’t think working hours are affected. And 14% respondents
refused to answer.

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17.Do you think employees apply the new concepts taught at the training
program in their job?

Opinion No. Of Respondents Percentage Of


Respondents

Yes 9 20

Somewhat 24 53

No 0 0

Can't say 12 27

Total 45 100

Do you think employees apply the new concepts taught at the training program in
their job?
120

100

80

60
Series1
40

20

0
Yes Somewhat Can't say Total

Interpretation:
From table and figure we can observe that 53% respondents think employees
somewhat apply their newly learned skills. While 20 % respondents confidently stated
employees apply their new skills. 27% respondents choose not to say.

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18.Opinion about overall quality of the training program

Answer No. Of Respondents Percentage Of Respondents

Very Good 14 31

Good 23 52

Poor 7 15

Very Poor 1 2

Total 45 100

Opinion aboutoverall quality of the training program

120

100

80

60

40

20

0
Very Good Good Poor Very Poor Total

Percentage Of Respondents

Interpretation:
From table and figure we can observe that 31% employees said the quality of
training program is very good and 52% said it‟s good. 15 and 2 percent respondents rated
quality as poor and very poor respectively.

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19.Have your personal goals been benefiting out of training?

Opinion No. Of Respondents Percentage Of Respondents

Yes 1 2

Somewhat 9 20

No 11 25

Can't say 24 53

Total 45 100

Have your personal goals been benefiting out of training?

120

100

80

60

40

20

0
Yes Somewhat No Can't say Total

Percentage Of Respondents

Interpretation:
25% respondents said no when asked if their personal goals have been benefiting
out of company training. 20% said they somewhat achieve their personal goals through
training. 2% percent said they certainly benefit from training. And 53% choose not to
answer.

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20. Opinion about the satisfaction of the training program conducted as per the
schedule.

Opinion No. Of Respondents Percentage Of


Respondents

Strongly satisfied 15 33

satisfied 19 42

Dissatisfied 7 16

Strongly Dissatisfied 4 9

Total 45 100

Opinion about the satisfaction of the training program conducted as per the
schedule.
120

100

80

60

40

20

0
Strongly satisfied satisfied Dissatisfied Strongly Total
Dissatisfiedee

Interpretation:
From the table and figure we can see that 33% respondents are strongly satisfied
with the training program conducted as per the schedule. 42% respondents are satisfied.
16% respondents are dissatisfied with the training program while 9% respondents are
strongly dissatisfied.

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Findings

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FINDINGS

Though by and large, substantial number of employees are content with the way the

training is conducted, still there is a scope to analyze at micro level whether the negatives

respondents were either non attentive confronted confused or otherwise. Based up on the

data there is a scope to take corrective action.

Majority of the employees who have attended the training program were well

educated. Their level of education was from diploma holders to engineering

graduates

Majority of the employees stated that they were informed about the purpose of

training, its intended results and significance of training. This reflects that the

management was keenly interested in achieving the objective for which the

training programs were conducted.

As far as the infrastructure facilities are concerned, majority of employees have

stated that the learning atmosphere was quite all right and the facilities provided

during the process of training were adequate and conductive to learning.

Majority of the employees have expresses satisfactory opinion about the training

faculty and their ability to train but a few numbers of the respondents were neither

satisfied with the way in which the training programs were conducted by the

trainer /faculty.

With regards to the enhancement of skills and knowledge of the employee who

have attended the training program, eighty percent of them have cited there was

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an enhancement in their knowledge and skills compared to the other employees

who have not attended the training program. The skill and knowledge learned

through training were helpful to them in exercising on the job.

Only a few members of the respondents have the opinion of significance of

training in developing the personality of the individual. This shows that the

training programs conducted were related only with their job but not concerned

with the personal development of the employees.

Te training expectations of the respondents were found to be moderate. It could be

observed from these facts that the employee’s expectations were not completely

fulfilled trough training

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Suggestion

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RECOMMENDATIONS

In today‟s competitive world attitude is the factor which is the dividing line

between failure and success. Thus recruitment of the employees must be made not

only on skills and attitude but also the attitude of the employee. If an employee

has a positive attitude then training for him can be more effective, he has a

positive effect on the climate.

The training needs should be assessed regularly by observing the performance of

employees and also from feedback.

The training records must be maintained, preserved properly and updated timely.

Proper care should be taken while selecting the trainers.

Trainers must be given continuous feedback and the training should be performed

as a continuous planned activity.

New and different trainers should be invited so that the maximum impact can be

got from the training programmes.

Co –ordination and interaction of the employees of all levels must be encouraged

to locate new talents among employees. Individual care should be given as much

as possible in case of practical sessions

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Try to consider the personal goals of participants also when designing the training

module. By which the interest and satisfaction of participants can be increased.

Try to use more visual and audio aids to make trainings more interactive and

active.

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Conclusion

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CONCLUSION

Analysis of all the facts & figures, the observations and the experience during the training

period gives a very positive conclusion/ impression regarding the training imparted by the

Volkswagen and Services trainers. The Volkswagen and Services is performing its role

up to the mark and the trainees enjoy the training imparted especially the practical

sessions and simulations.

The training imparted meets the objectives like:

o Effectiveness of the training and its resultant in the performance of the

employees.

o Assists the employees to acquire skills, knowledge and attitude and also enhance

the same.

o Helps to motivate employees and helps in avoiding mistakes.

It becomes quite clear that there is no other alternative or short cut to the development of

human resources. Training when used in a planned and purposeful manner can be an

extremely effective management tool as they increase the knowledge and skills of

workers and thereby increasing the productivity and wealth of the organization.

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Limitation of the Study

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LIMITATIONS OF THE STUDY

The employees of the Volkswagen and services found it difficult to answer


questions properly due to their busy and heavy workload.

Some were reluctant to answer some question thinking that might affect their job
negatively.

The primary collection of data was time consuming, as the employees were busy.

Sample size was small of total population.

The total time allowed by company to do the project.

Being a very lengthy and complex process it is difficult to analyze the details of
training and process.

The working personals are not proffered to give complete information

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Bibliography

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BIBLIOGRAPHY

Book

 Baldwin, T. and J. Ford. (1988). “Transfer of Training: A Review and

Directions for Future Research.” Personnel Psychology, 41, 63-105.

 Bandura, A. (1997). (1997). Self-efficacy: The Exercise of Control. New

York: W.H. Freeman

 Bhatti, M. and Kaur, S. (2009). “The Role of Individual and Training Design

Factors on Training Transfer.” Journal of European Industrial Training. 34 (7),

656-672.

 Birren, F. (1961). Color Psychology and Color Therapy: A Factual Study On The

Influence Of Color On Human Life. New Hyde Park: New York: University

Books.

 Blume, B., Ford, J., Baldwin, and T., Huang, J. (2010). “Transfer of Training: A

Meta-Analytic Review.” Journal of Management. 36, (4), 1065-1105.

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QUESTIONNAIRE

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QUESTIONNAIRE

Name:

Designation:

Experience:

a) 0-2 years b) 3-5 years c) 5-10 years d) 10 – above years

1. Have you attended any training program so far?


a) Yes (b) No

2. How many training programs have you attended so far?


a) 0-2 (b) 3-5 (c) 6-7 (d) 8- above

3. What type of training is given in the concern?


a) On-the-Job (b) Off-the-Job

4. What is the duration of training period?


a) One week (b) One month (c) 3 months d) More

5. Do you feel the given training is sufficient?


a) Yes (b) No

6. The training programs help employees to improve their?


a) Technical Skills (b) Interpersonal Skills (c) Both (d) None

7. Do you think the knowledge and skills obtained from the training programs directly
apply to your job?
a) To full extent (b) To some extent (c) Not suitable

8. To what extent training programs contribute to the concern’s goals and employees‟
individual goals?
a) To full extent (b) To some extent (c) Not suitable

9. How would you rate the training infrastructure facility provide in the organization?
a) Very Good (b) Good (c) Average (d) poor

10. Which method of training is preferred well?


a) On-the-Job (b) off-the-Job

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11. Do you convey your need for training to your Supervisors?


a) Yes (b) No

12. How do you rate the trainers conducting training program for your organization?
a) Very Good (b) Good (c) Average (d) poor

13. Do you accept job satisfaction has increased due to training activities?
a) Yes (b) No

14. When do you get information regarding training program schedule?


a) Well in advance (b) Previous day (c) On the day of program (d) Never

15. Have you observed any changes in your work after the training program?
a) Yes (b) No

16. Are you paid any stipends during the training program?
a) Yes (b) No

17. What are the problems faced during training programs?

18. Do you have any formal feedback session after training program?
a) Yes (b) No

19. How is your performance after training measured?


a) In Qualitative terms (b) In Quantitative terms

20. What changes would you like to suggest for improvement in the training program?

Thank You! 

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