PROJECT REPORT ON TRAINING AND DEVELOPMENT AT BLUE STAR LIMITED
BY SUYOG G. MANWATKAR MBA IB, Batch: 2009 – 11 PRN:09020241107 SPECIALIZATION: HR
UNDER THE GUIDANCE OF
MR. SANJEEV DABKE DEPUTY MANAGER PERSONNEL & ADMINISTRATION BLUE STAR LIMITED
SYMBIOSIS INSTITUTE OF INTERNATIONAL BUSINESS SYMBIOSIS INFOTECH CAMPUS HINJEWADI PUNE - 411 057
1
ACKNOWLEDGEMENT
I owe a great many thanks to a great many people who helped and supported me during the course of the project
My deepest thanks to Mr. Sanjeev Dabke, Deputy Manager, Personnel & Administration, Blue Star Ltd. for guiding and correcting various documents of mine with attention and care. Mr. Dabke has taken pain to go through the project and make necessary correction as and when needed. Thanks and appreciation to the helpful people at Blue Star Ltd. for their support.
My deep sense of gratitude to, Miss Soumi Rai, Assistant Professor, Symbiosis Institute of International Business, the Guide of the project, for her support and guidance.
I express my thanks to Dr. (Mrs.) Rajani Gupte, The Principal, Symbiosis Institute of International Business, Pune for extending her support.
I would also thank my Institution and my faculty members without whom this project would have been a distant reality. I also extend my heartfelt thanks to my family and well wishers.
2
Table of Contents
1. INTRODUCTION ...... 4
1.1 COMPANY OVERVIEW ...... 5 1.2 VISION, MISSION, OBJECTIVES ...... 5 1.3 HISTORY AND GROWTH OF COMPANY ...... 6 1.4 MILESTONES ...... 7 1.5 MANUFACTURING PROCESS ...... 9 1.6 PRODUCTS ...... 12 1.7 RESEARCH & DEVELOPMENT ...... 15 1.8 TECHNOLOGY ASSOCIATES ...... 16 1.9 BUSINESS ASSOCIATES ...... 16 1.10 BLUE STAR ESTABLISHMENTS ...... 18
2. MARKETING ACTIVITIES AND MANAGEMENT IN BLUE STAR ... 19
2.1. EXPORTS ...... 20 2.2. SUPPLY CHAIN MANAGEMENT ...... 20 2.3. CHANNEL DEVELOPMENT ...... 21
3. HUMAN RESOURCE MANAGEMENT IN BLUE STAR ...... 24
3.1. CORPORATE SOCIAL RESPONSIBILITY ...... 26 3.2. RISKS AND CONCERNS ...... 27 3.3. EMPLOYEE DEVELOPMENT ...... 28 3.4. CAREER AT BLUE STAR ...... 29 3.5. ORGANIZATIONAL STRUCTURE ...... 31
4. TRAINING & DEVELOPMENT AT BLUE STAR ...... 33
4.1. TRAINING DELIVERY CYCLE ...... 34
5. FINDING AND ANALYSIS ...... 50
6. TRAINING PRACTICES AT BLUE STAR’S COMPETITORs...... 66
7. ANNEXURE ...... 76
8. REFERENCES ...... 81
3
1. IINNTTRROODDUUCCTTIIOONN
4 1.1 COMPANY OVERVIEW
Blue Star is India's largest central air-conditioning company with an annual turnover of Rs 2574 crores, a network of 24 offices, 5 modern manufacturing facilities, 650 dealers and around 2500 employees. Blue Star has business alliances with world renowned technology leaders such as Rheem Mfg Co, USA; Hitachi, Japan; Eaton - Williams, UK; Thales e-Security Ltd., UK; Jeol, Japan; ISA, Italy and many others, to offer superior products and solutions to customers. The Company has manufacturing facilities at Thane, Dadra, Bharuch, Himachal and Wada which use state-of-the-art manufacturing equipment to ensure that the products have consistent quality and reliability. Blue Star fulfills the air- conditioning needs of a large number of corporate and commercial customers and has also established leadership in the field of commercial refrigeration equipment ranging from water coolers to cold storages. Blue Star's other businesses include marketing and maintenance of hi-tech professional electronic and industrial products. Blue Star primarily focuses on the corporate and commercial markets. These include institutional, industrial and government organizations as well as commercial establishments such as showrooms, restaurants, banks, hospitals, theatres, shopping malls and boutiques.
1.2 VISION, MISSION, OBJECTIVES
• To deliver a world class customer experience. • Focus on profitable company growth. • Be a company that is a pleasure to do business with. • Work in a boundary – less manner between divisions to provide best solutions to customers. • Win our people’s hearts and minds. • Place the company’s interest above one’s own. • Encourage innovation, creativity and experimentation in what we do.
5 • Build an extended organization of committed business partners. • Be a good corporate citizen. • Honor all personal and corporate commitments. • Maintain personal integrity. • Ensure high standards of corporate governance.
1.3 HISTORY AND GROWTH OF COMPANY
Blue Star was founded in 1943, by Mohan T Advani, an entrepreneur of exemplary vision and drive. The Company began as a modest 3-member team engaged in reconditioning of air conditioners and refrigerators. An expanding Blue Star then ventured into the manufacture of ice candy machines and bottle coolers and also began the design and execution of central air-conditioning projects. Then came the manufacture of water coolers. In 1949, the proprietorship company set its sights on bigger expansion, took on shareholders and became Blue Star Engineering Company Private Limited. Ever since, there has been a constant and profitable growth. Blue Star diversified and took up agencies for Material Testing Machines and Business Machines. The export arena beckoned and the Company began exporting water coolers to Dubai, where in fact, 'Blue Star' soon became the generic name for water coolers. The sixties and the early seventies witnessed Blue Star continuing to expand and thrive. A team of dedicated professionals aided Mohan T Advani in ever furthering his vision of a profitable company dedicated to its ideals of professionalism and success. Employee strength crossed the 1000 mark and the company went public in 1969 to become Blue Star Limited, as it continues to be called today. Blue Star crossed the Rs. 500 crore milestones in 2000 and the Rs. 600 crore milestones in 2002-03. With the boom in construction activity and increased infrastructure investments, the Company leveraged its leadership position to grow aggressively. In the following three years, the Company nearly doubled its turnover, clocking Rs 1178 crores in 2005-06. Even more than size, Blue Star enjoys an enviable
6 reputation as an ethical corporation, ever mindful of its obligations towards customers, shareholders, dealers, business partners, employees and the environment in which it operates.
1.4 MILESTONES Year Event 1943 Mohan T Advani establishes Blue Star Engineering Company as a proprietary firm 1946 Blue Star secures Melchior Armstrong Dessau agency 1947 Worthington selects Blue Star as Indian Partner. Manufacturing of ice candy machines and bottle coolers begins. Central air- conditioning system design and execution begins 1948 Manufacture of water coolers commences 1949 Proprietorship converted to Private Limited Companies 1954 Blue Star selected as distributor for Honeywell 1955 GDR Testing machines distributorship begins 1957 Perkin-Elmer tie-up marks the start of the electronics business. GDR business machines agency commences 1960 Total Income crosses the Rs 1 crore mark 1964 Total employment crosses 1,000 1965 Techniglas Pvt Ltd set up to manufacture insulation material 1969 Factory moves from Colaba in Mumbai to Thane 1970 Hewlett- Packard distributorship commences First skyscrapers of Mumbai – Air India Building, Express 1972 Towers and Oberoi Hotel set-up – all air-conditioned by Blue Star 1972 Total Income crosses Rs 10 crores. Employment crosses 2,000 Water Cooler manufacturing license granted to Yusuf 1974 Alghanim, Kuwait Middle East thrust begins. Joint Venture (JV) with Al Shirawi in 1977 Dubai 1977 Hitachi Medical Equipment distributorship begins 1978 Industrial Division commences activity 1980 Bharuch Factory set up 1980-86 Major AC and R projects executed in the Middle East 1983 International Software Division inaugurated in Seepz 1984 York technology collaboration begins 1985 Manufacture of centrifugal packaged chillers commences at
7 Thane Plant 1986 Total Income crosses Rs 100 crores 1987 Yokogawa Blue Star JV formed 1987 Gandhinagar factory set up for EPABX systems Blue Star becomes India’s largest central air-conditioning 1988 company 1988 Manufacturing collaboration with Mitsubishi Assembly of personal computers under the brand name 1988 ‘Quantum’ begins 1989 JV with Hewlett-Packard and Motorola 1990 Gandhinagar factory closes 1992 Total Income crosses Rs 200 crores 1992 Blue Star exits from Motorola JV 1993 Formation of Arab Malaysian Blue Star JV in Malaysia 1995 Blue Star exits from HP India JV 1997 Dadra Plant inaugurated 1998 Major thrust on dealerisation and brand building begins 1999 Blue Star exits from Industrial Projects business International Software business spun off to form Blue Star 2000 InfoTech, listed on stock exchanges Total Income crosses 500 crores. Export of air-conditioning 2001 products begins 2003 Blue Star exits Yokogawa JV Blue Star sets up new factory at Kala Amb in Himachal 2005 Pradesh 2006 Total Income crosses the Rs 1000 crores mark 2006 Blue Star opts for a 5 for 1 stock split 2007 Blue Star sets up its fifth factory at Wada, Thane District Blue Star powers into Building Electrification. Acquires Naseer 2008 Electricals, a leading Electrical Contractor 2009 Total income crosses Rs. 2500 Crores.
8 1.5 MANUFACTURING PROCESS
Blue Star understands that skilled manpower and other staff members are an indispensable part of the manufacturing set-up and the management should work shoulder to shoulder with them. Management grade staff too is put through training programs on various aspects of manufacturing and business. Also, performance awards are announced every year. Apart from enhancing the skills of the staff, such initiatives create a positive, firm and lasting emotional bond between staff and company. This in turn contributes to greater productivity.
Manufacturing Systems The factories make extensive use of IT to enhance productivity and product development capabilities. All our factories are ISO 9001: 2000 certified BAAN ERP implemented in 3 factories and Himachal under implementation.
Raw Material & Material Management
Sheet metal fabrication A high degree of repetitive accuracy in sheet metal fabrication is achieved by using specialized equipment, CNC metal forming machines. The raw material used is prime quality, corrosion-resistant, galvanized steel for enhanced life of the product. The equipment used for processing the steel includes CNC machines such as an Amada turret punch press, a LVD / Amada hydraulic press-break. All these allow for high quality cabinet fabrication within tight tolerances
9 Power coating plant
The state-of-the-art powder coating plant covers a wide range of very specialized process equipment, and is fully automated. A water-softening unit treats the raw water before it is utilized in the automatic hot spray pre-treatment system. It provides an even distribution of chemicals, controlled by an auto dosing mechanism that maintains the chemical bath composition with the help of electronic sensors. After a final mineral water rinse, the components pass through a dry-off oven under dust-free conditions to remove all traces of moisture. The components are then transferred into the powder painting booth for coating, where temperature, humidity and dust levels are controlled. The powder painting equipment, supplied by Nordson, USA, is equipped with automatic electromechanical oscillators, for even powder deposition. Desiccant dry air-with a dew point of minus 400 C - helps avoid any moisture contamination of the powder. A 'smart spray' mechanism senses the conveyor movement and component geometry to adjust powder flow. Polyester powder - ideally suited for out door applications - provides the maximum protection against UV deterioration and corrosion. The components finally pass through a temperature-regulated curing oven to achieve desired gloss and surface hardness.
Heat exchangers Experienced engineers create heat exchanger designs using high precision design software, which are then validated in our test labs. Blue Star also makes sure that the designs are energy efficient for optimum heat transfer. Fin and Tube: The sophisticated coil shops have some of the most advanced machines from USA, Japan and Korea. The Burr Oak coil line produces energy efficient DX heat exchangers. These have plain or enhanced split fins with grooved copper tubes for maximum heat transfer efficiency. Then the source
10 plain and inner grooved copper tubes with coated aluminum fin stock of international quality from leading manufacturers to fit our specifications. Shell and Tube: Blue Star has shell and tube exchangers using specially enhanced surface copper tubes and shell design as per Blue Star or TEMA standards. Blue Star uses Heat Transfer Research Inc. (HTRI design software for these heat exchangers). Plate Type: Blue Star products also incorporate stainless steel plate heat exchangers for specialized process applications.
System tubing 3-axis CNC copper tube-bending machines from Japan fabricate wrinkle-free system tubing to exact dimensions for a perfect stress-free fit. Special purpose machines carry out operations like end closing, flaring and forming for good joint formation. Prime quality copper tubes sourced globally help in optimum product performance.
Brazing The brazing process is carried out in an inert atmosphere to avoid oxidation and the resultant impurities from contaminating the refrigerant system. Specially selected brazing equipment and fixtures are used to produce high quality brazing. The joints are pressure-tested to check weld strength and leakage. The coils are then tested for fine leaks with ultra-sensitive electronic leak detectors. An automated coil brazing line from Korea ensures consistent quality brazing and leak proof joints.
PUF installation Blue Star fabricates CFC-free PUF insulated panels by using the latest equipment from Cannon. This enables to achieve a uniform and constant density of insulation for air handling units, telecom shelters and cold storage panels. Blue
11 Star supply panels of up to 6 meters in length and 25 mm to 125 mm in PUF thickness. PUF insulation expertise finds use in a wide range of applications such as Air Handling Units, water coolers, deep freezers, reach-in coolers and mortuary chambers.
Assembly and testing The final product is assembled sequentially on conveyors, with in-built quality checks during assembly operations. Pneumatic tools permit torque-controlled rigidity, and specially coated corrosion-resistant hardware provides firm locking. Each machine is then electronically tested for leaks and run-tested for performance and electrical safety parameters before packaging.
1.6 PRODUCTS
Central Air-condition The building blocks of Blue Star’s solutions are its products. The company offers most comprehensive range of air-conditioning products in the country. A wide range of models are available in each product category to ensure that the air- conditioning system design is implemented without any compromise. All products have been designed on the energy-efficiency platform, and offer a host of advanced features.
Room air conditioners By being an expert in the area of central air-conditioning, it also helps us understand the cooling requirements of a diverse range of applications. This expertise, knowledge and the skills have helped us to have some of the most technologically advanced and energy efficient air-conditioning solutions for small spaces. Commercial Refrigeration
12 Having been the leaders in commercial refrigeration, we have a wide range of products catering to various small and large scale industries
Cold storages Blue Star’s Cold Storage Division offers us a wide range of cooling and preservation solutions. Solutions tailored made to suit any industry that requires storage of perishable produce over extended periods of time without suffering any loss of quality – be it in look, feel, touch, taste or chemical composition. Industries that find Blue Star’s cold storage solutions enormously useful include the agriculture sector including horticulture and floriculture units, manufacturers of fresh produce of any kind, food processing units, pharmaceutical industries, seafood and other similar industries, as well as the dairy and hospitality sectors, including hotels, restaurants, and eateries.
Specialty Cooling Products Blue Star has developed specialized products for process applications, IT/ITES, telecom and the dairy industry. It has diverse experience and have a deep understanding of the demands on air-conditioning and refrigeration in each industry. This knowledge and domain expertise has helped in designing and manufacturing a range of specialized products which ensure that critical applications work seamlessly.
13 Some of Blue Star’s products
14 1.7 RESEARCH & DEVELOPMENT
Blue Star offers complete engineered products and solutions with differentiated features. With the extent of climatic conditions varying across the nation, our products are designed to suit the specific local conditions. Considering the shortfall of Electricity supply, all the products are designed for energy efficiency. Blue Star products are most preferred in the domestic market because of energy efficiency features. In the offer, they are widest range of products for varying applications. This is possible due to extensive research and development that goes behind the products. All our factories are equipped with robust R&D facilities and a lot of importance is given towards continuous up gradation. Currently R&D team constitutes nearly 20% of the manufacturing division work force. This is a testimony to the significance that R&D has in the product development process at Blue Star. R&D team is encouraged to update with the latest techniques and processes in the field and thus are sent to various exhibitions / site visits across the globe. Consultants from various industries are also hired for specific industrial design projects. Blue Star also believes in associating itself with leading global organizations that have done path breaking work in the field of innovations. The company also has tie-ups with reputed companies for knowledge sharing and technical institutions like IIT, Mumbai, where individual projects are executed. R&D at Blue Star also handles customer specific requirements, which require tremendous amount of expertise in that particular domain. Software that R&D team has deployed and which is used on a regular basis - Pro-Engineer, Solid Edge, AutoCAD, Pro Mechanics, R&R, HTRI, Mechanical Desktop, Rhino, Alias, CATIA, IDEAS, Solid Works, Patran, Hypermesh, Femap, Ansys, Nastran, Fluent, Flow Mechanica and Moldflow. Software packages including those for system design, air handling unit selection and heat exchanger optimization.
15 1.8 TECHNOLOGY ASSOCIATES
Blue Star has associated itself with global knowledge partners who have been leaders in specific product manufacturing. Through this partnership, Blue Star has been able to command a leadership position in the domestic market. Blue Star initially tied-up with York in the mid 1980s. It has been able to leverage this expertise and learning to manufacture its own Chillers. We now manufacture our own range of Screw, Scroll and Process Chillers. For Cold Rooms, Blue Star had tied-up with Kolpak, USA and Heat Craft for Freezing Units. Rheem, USA not only provided technical support for building the world class Dadra manufacturing unit, but also shared technical expertise. The foray in precision equipment business was achieved with support from Eaton Williams. Blue Star now manufactures Precision Control Packaged Units for domestic and global markets.
1.9 BUSINESS ASSOCIATES
In keeping with its win-win approach, Blue Star treats its vendors as not just suppliers, but as business partners and tries to build long term associations that are profitable both to the suppliers and to Blue Star. In line with this thought, Blue Star has entered into long term arrangements with its key suppliers, many of whom are world leaders. For instance, Blue Star sources its Switchgears from Siemens, Compressors from Danfoss of Netherlands and Refrigerant from DuPont. General Electric Corp of USA provides Motors, while Hanbell of Taiwan supplies Screw Compressors. Copeland of USA assists in System Design. Over the years, Blue Star has built a strong network of suppliers around it. Not only that, the company also helps in the development of its smaller suppliers by providing various business related and technical inputs to them. For instance, since the vendors are also manufacturers, they will benefit from some of the
16 good manufacturing practices that Blue Star adopts. Blue Star has educated a number of small vendors on the importance of ISO certification and encouraged them to get certified within a certain time period. This approach has greatly boosted the morale of vendors and firmly bonded them with Blue Star. Also, it ensures that the suppliers walk side-by-side with Blue Star on the path to growth.
17 1.10 BLUE STAR ESTABLISHMENTS
18
2. MAARRKKEETTINNGG ACTIIVVIITIIESS AND MMAANNAAGGEMMENNTT IIN BBLUUEE STAARR
19 2.1. EXPORTS
Blue Star has been exporting its products to the Middle East for over two decades. Blue Star products have stood the test of time in some of the most difficult climatic conditions in the world such as UAE, Qatar, Bahrain, Oman and Kuwait. On offer it has a comprehensive range of products such as chillers with screw and hermetic scroll compressors, a wide range of air handling and fan coil units, duct able packaged and duct able split air conditioners including the heat pump versions. Blue Star also offers unitary products such as window and split air conditioners, deep freezers, cold rooms, water coolers and specialized air conditioners for precision control applications, Variable Refrigerant Flow (VRF) Systems with digital scroll technology and process chillers with frequency modulation. These world-class products are manufactured at our state-of-the-art manufacturing facilities in India. All the manufacturing facilities are ISO 9001: 2000 certified, and are powered through integrated Enterprise Resource Planning (ERP) software. Moreover, most of the products go through stringent tests on reliability and performance in our test labs.
2.2. SUPPLY CHAIN MANAGEMENT
Rapid growth coupled with volatility of input costs necessitated an agile and adaptable supply chain. The Blue Star focused on both the efficiency and responsiveness of all aspects of the supply chain by improving all round execution capability. A combination of short term and long term view along with the support of business associates helped the Company tide over the uncertainty and turbulence of increasing input costs. The supply chain adequately met the increased demands of the market place supporting greater channel and project business success.
20 2.3. CHANNEL DEVELOPMENT
Blue Star has around 180 systems dealers who exclusively deal in the Company's systems businesses consisting of packaged air conditioning and cold rooms. These dealers are provided technical expertise, installation and service competence of a high order. On the other hand, room air conditioners and refrigeration products, which are simple to install, are sold through a larger network of approximately 600 dealers. Most of them deal exclusively with Blue Star products in the HVAC domain. A few are multi-brand, multi-product dealers. The Company has established a Channel Management Centre to oversee the policy framework, certification and development of dealers and also put in place a Training Department for training channel partners. During the year, the Company implemented a number of initiatives in order to strengthen the competence of the dealer channels and make them more robust. A Management Development Program (MDP) for systems dealers was held to impart the essentials of managing a business professionally. Systems dealers were also put through a Sales Management training program in order to enhance their sales competence.
21
22
23
3. HUUMMAANN RESSOOURCEE MMAANNAAGGEEMEENNTT IN BBLLUE STAARR
24 Blue Star takes pride in the fact that the invaluable technical and business knowledge it has acquired in 65 years as an organization in the field of air conditioning and refrigeration is perhaps the richest in the country. During the review period, with the substantial increase in business volume, the Company increased its total head count to 2565 (including the absorbing of 124 employees from Nasser Electricals) as on March 31, 2008, an increase of 18% over the previous year, while Net Sales grew by 39%. Organizational productivity continued to grow in terms of sales per person and value added per person. The focus on people development continued at the same pace with special attention to developing the technical skills of dealers and business associates. Training in soft skills for Blue Star employees was enhanced with the introduction of some new training programs. In order to sustain the positive culture of the Company, a new corporate program was introduced called 'The Blue Star Way'. This program is intended to create an awareness of, and strengthen the Blue Star Way of working.
A 360-degree feedback system continued to be used to measure behavior of Senior Managers pertaining to the Corporate Values and Beliefs. Environment, Health & Safety (EHS) has gained relevance as a new management discipline in recent times. In order to improve its performance in the EHS domain, the Company decided to provide a corporate focus by creating a new department called 'Environment, Health & Safety'. The EHS Department will be responsible for creating standards and conducting workshops to sensitize all employees and business partners on the EHS norms to be followed in the course of business. The Welfare initiatives include providing life insurance cover to all employees through HDFC Standard Life Insurance, annual medical check-ups for employees above the age of 40 years, and the Company subsidizing the medical insurance premium for dependent parents. The Mohan T Advani Education Trust disbursed scholarships to employees' children pursuing higher
25 professional education while Blue Star Sahayata Foundation extended financial assistance to a number of deserving cases for mitigating emergency medical expenses. Harmonious and constructive relations between the Management and workmen helped to maintain a cordial work atmosphere and achieve business growth.
3.1. CORPORATE SOCIAL RESPONSIBILITY
Eco friendly initiative
Blue Star has made significant progress towards minimizing and even eliminating the environmental hazards resulting from CFCs in certain refrigerants used for cooling. As a matter of fact, Blue Star is one of the few companies selected in India for funding by "The Multilateral Fund for the implementation of the MONTREAL PROTOCOL". Blue Star has already introduced 'ozone friendly' centrifugal chillers using HCFC-123, the safe refrigerant replacing CFC-11. Blue Star also markets absorption chillers which use water as refrigerant. All Blue Star reciprocating chillers already use HCFC-22 refrigerant which is friendlier to the environment than the older R-12. The Company actively promotes wider use of large refrigeration systems using ammonia as the refrigerant. In fact, Blue Star is a member of the International Institute of Ammonia Refrigeration, USA.
Social initiative
Blue Star firmly believes that organizations must look beyond making profits and should contribute to the development and welfare of the society. This attitude is most evident in the outreach initiatives organized by Blue Star's factories. Blue Star factories take active participation in providing temporary shelters and essentials for the victims of an earthquake, sponsoring health check-
26 ups and health education programs in local schools. The families of operators are an integral part of social development. Blue Star gives them appropriate advice on personal matters, financial and investment matters. The family members are also imparted training on diverse subjects. They are taught English as well.
Environmental initiative
Blue Star's factories have been exquisitely landscaped with lawns and flowering plants dotting the campus. Trees have also been planted on a proactive basis even outside the Blue Star factories. As a responsible organization, special ETP plants are installed to dispose off the wastes generated. Additionally, all our factories are designed for rain water harvesting.
3.2. RISKS AND CONCERNS
Risks The Company has in place an effective Risk Management framework under which all internal and external risks across the various businesses and functions are periodically identified, assessed and acted upon by the risk owners to minimize and mitigate their impact. These processes are also periodically reviewed to ensure their effectiveness. The Company continues to satisfactorily address the various financial risks relating to interest rates, exchange rates and credit risks as well as operating risks arising out of high input costs, changes in technology, customer preferences, increasing size and complexity of contracts and competitive pressures.
Concerns While the strong fundamentals of the Company and it's sound financial base have placed it in a strong position to face the vagaries of the market, the overall
27 uncertain economic scenario coupled with local and global inflation and the high price of oil are causes for concern and consequently a slow down in the economy could impact the growth of the Company to some extent in the coming year. The Company will continue to remain vigilant and will proactively take steps to mitigate the adverse impact, if any, arising out of these concerns.
3.3. EMPLOYEE DEVELOPMENT
The benefit of a mature business organization with 65 years of operational excellence is that there are several good systems in place. From a prospective employee point of view, Blue Star offers the following advantages:
• There are well designed induction and technical orientation programs. There is a Corporate Technical Training Organization which delivers a variety of technical training programs for the AC&R business. Engineers who join the Electronics Division get a chance to go abroad for training with the Principals. The Corporate HR runs a menu of non-technical soft skills training programs such as Business Communication Skills and Business Etiquette.
• The Blue Star Company has many well designed, time tested HR practices such as setting the performance objectives at the beginning of the year, reviewing employee performance every year through an annual appraisal system and an annual compensation review based on market surveys. In addition to a market aligned salary structure, Blue Star also has a fairly attractive incentive scheme wherein, the employee gets an incentive based on his department’s performance coupled with his own performance rating.
28 • Typically, graduate engineers can look forward to entering real managerial grades within 4 to 5 years. Once an employee enters the managerial grade, he is exposed to a variety of management education programs including some programs at IIM. Ahmedabad.
• Last, but not the least, Blue Star rightly boasts of the Blue Star Way, which is founded on a set of values and beliefs which have evolved over time. These beliefs have made Blue Star a highly respected, secular organization. The Company has an excellent track record of employees working for many decades with the Company. In today’s high attrition market, the Company continues to enjoy the privilege of retaining many of its employees for many decades, thanks to its positive work culture. • The company lays stress on continuously upgrading the skills of operators, so that they keep increasing their productivity in the face of changing manufacturing practices. Operators are put through training programs, on passing which they are given certificates. In the long term, these certificates also become a yardstick for measuring employee performance. Learning through cross functional activities is encouraged. In addition to that, staff members and operators are encouraged to exercise yoga, play sports and participate in community development initiatives. This helps in the overall development of the individual and improves performance. Kaizen and 5S are an integral part of all factory operations.
3.4. CAREER AT BLUE STAR
Since engineering and technical expertise are at the heart of the Blue Star value proposition, engineers constitute the bulk of Blue Star’s recruitment. Consequently, engineers (graduate as well as diploma) can find technically satisfying and well paying jobs in the following areas of Blue Star
29 Air conditioning Projects Division:
Mechanical engineers are deployed in 3 different disciplines i.e. Sales, Design & Engineering and Construction. Blue Star also entered the commercial building electrical business since 2008. Consequently, electrical engineers (graduate and diploma) can also find careers in the Electrical Projects
Manufacturing:
Blue Star manufactures a wide range of air conditioning and refrigeration equipment at its five factories. Here, careers can be made in R & D, Production, Production Planning, Manufacturing Engineering, Quality and Reliability and Procurement. Graduates as well as post graduates in mechanical, electrical and electronics engineering can find rewarding careers in Blue Star’s manufacturing group.
Air-conditioning & Refrigeration Service Division:
Here again, engineers constitute the bulk of recruitment. Careers can be made broadly in 3 disciplines viz. Service Marketing, Service Delivery and Service Specialists’ Group.
Channel Businesses
Packaged air conditioners, room air conditioners, refrigeration products and cold storages are mostly executed through licensed channel partners. Consequently, engineers as well as MBAs with an aptitude for marketing can develop satisfying careers in any of the channel businesses.
30 Management Services:
Like in all large corporate, the Company has well structured management service departments such as Procurement & Logistics, Finance and Accounts and Human Resources. Blue Star looks for talented professionals with appropriate qualifications for these departments.
3.5. ORGANIZATIONAL STRUCTURE
31 Branch Manager
Core Functions Support Functions
ACPD Projects HR Admin
Cold Room Accounts
Service Dept. Logistics
Packaging Unit
RAD/RPD
Team Structure for Core Functions
Area Manager
Deputy Manager
Assistant Manager
Senior Sales Planning/ Construction Engineer Materials
Engineer
32
4. TTrraaiinniinng & Devveellooppmmeenntt aatt BBllue SSttaarr
33 The HR functioning is changing with time and with this change, the relationship between the training function and other management activity is also changing. The training and development activities are now equally important with that of other HR functions. In most of the organizations, training is an investment because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. If training is not considered as a priority or not seen as a vital part in the organization, then it is difficult to accept that such a company has effectively carried out HRM. Training actually provides the opportunity to raise the profile development activities in the organization. To increase the commitment level of employees and growth in quality movement (concepts of HRM), senior management team is now increasing the role of training. Such concepts of HRM require careful planning as well as greater emphasis on employee development and long term education. Training is now the important tool of Human Resource Management to control the attrition rate because it helps in motivating employees, achieving their professional and personal goals, increasing the level of job satisfaction, etc. As a result training is given on a variety of skill development and covers a multitude of courses.
4.1. TRAINING DELIVERY CYCLE
Designing a training and development program at Blue Star India Pvt. Ltd (BSIL) involves a sequence of steps that can be grouped into four phases as described below.
1. Training 2. Content Need Development
Training Delivery Cycle
3. 4. Coordination Assessment & Delivery
34 To be effective and efficient, all training programs must start with a needs assessment. Long before any actual training occurs, the training manager must determine the who, what, when, where, why and how of training.
4.1.1. Training need
The needs assessment is the first step in the establishment of a training and development Program. It is used as the foundation for determining instructional objectives, the selection and design of instructional programs, the implementation of the programs and the evaluation of the training provided. These processes form a continuous cycle which always begins with a needs assessment. The first step in designing a training and development program is to conduct a needs assessment. To do this, the training manager must analyze as much information as possible about the following:
Organization and its goals and objectives. Jobs and related tasks that need to be learned. Competencies and skills that are need to perform the job. Individuals who are to be trained
There are three levels of needs assessment:
1. Organizational analysis 2. Task analysis 3. Individual analysis.
Need Assessment
Organizational Task Individual Analysis Analysis Analysis
35 1. Organizational analysis
Organizational analysis looks at the effectiveness of the organization and determines where training is needed and under what conditions it will be conducted. The organizational analysis identifies: Environmental impacts (new laws and regulations) State of the economy and the impact on operating costs. Changing work force demographics and the need to address cultural or language barriers. Changing technology and automation. Increasing global/world market places. Political trends such as sexual harassment and workplace violence. Organizational goals (how effective is the organization in meetings its goals), resources available (money, facilities; materials on hand and current, available expertise within the organization). Climate and support for training (top management support, employee willingness to participate, and responsibility for outcomes).
The information needed to conduct an organizational analysis can be obtained from a variety of sources including:
Organizational goals and objectives, mission statements, strategic plans. Staffing inventory, succession planning, long and short term staffing needs. Skills inventory: both currently available and short and long term needs, organizational climate indices: labor/management relationships, grievances, turnover rates, absenteeism, suggestions, productivity, accidents, short term sickness, observations of employee behaviour, attitude surveys, customer complaints. Analysis of efficiency indices: costs of labour, costs of materials, quality of products, equipment utilization, production rates, costs of distribution, waste, down time, late deliveries, repairs. Changes in equipment, technology or automation. Annual report. Plans for reorganization or job restructuring.
36 Audit exceptions; reward systems. Planning systems. Delegation and control systems. Employee attitudes and satisfaction.
2. Task analysis
Task analysis provides data about a job or a group of jobs and the knowledge, skills, attitudes and abilities needed to achieve optimum performance. There are a variety of sources for collecting data for a task analysis: Job description-- A narrative statement of the major activities involved in performing the job and the conditions under which these activities are performed. If an accurate job description is not available or is out of date, one should be prepared using job analysis techniques. KSA analysis-- A more detailed list of specified tasks for each job including Knowledge, Skills, Attitudes and Abilities required of incumbents. Performance standards-- Objectives of the tasks of the job and the standards by which they will be judged. This is needed to identify performance discrepancies. Observe the job/sample the work. Perform the job. Job inventory questionnaire-- Evaluate tasks in terms of importance and time spent performing. Review literature about the job-- Research the "best practices" from other companies, review professional journals. Ask questions about the job-- Of the incumbents, of the supervisor, of upper management. Analysis of operating problems-- Down time, waste, repairs, late deliveries, quality control.
37 Identifying Training Needs through Appraisal form
The lists of training programs that are undergone by the employee are mentioned in the performance appraisal form. The form not only includes the training programs that were undergone by the employee but also the future programs that are needed to be undertaken by the employee. These aspects are discussed at the time of appraisal. Thus the manager gets a first hand feedback from the employee about the training programs he or she has undergone. This is communicated to the Personnel department so that the training programs can be modified accordingly if needed. The manager also evaluates over a period of time how the training has helped in the evolution of the employee. The manager can evaluate how the employee is applying the learning from the training programs while in the organization. For instance, if the employee has undergone a Behavioral Training program such as impression management, senior managers can evaluate whether he or she use the important aspects of this program while handling clients. This helps in the performance appraisal of the employees and also enables in deciding promotions or giving additional responsibilities to the employees. Thus through the feedback from performance appraisal, training needs are identified.
Identifying Training Needs through Experience of Senior Managers
Another method in which training need is identified is through the experience of senior managers. The managers in the course of time become aware of the mistakes that are bound to occur during a particular task. This awareness comes from personal experience or through sharing of other team members. And due to the going concern concept, BSIL managers are one of the key elements who identify the training needs.
Training Need through Customer Satisfaction Index
Training needs are also identified from the feedback which is obtained from the customers and clients of BSIL. For instance, the customers’ satisfaction with the service engineers quality, behavior and timeliness. The service department regularly takes feedback from the customers and clients of the products and the service offered by BSIL employees. This feedback provides a means for developing the training needs.
38 3. Individual analysis Individual analysis analyzes how well the individual employee is doing the job and determines which employees need training and what kind. Sources of information available for individual analysis include: Performance evaluation -- Identifies weaknesses and areas of improvement. Performance problems -- Productivity, absenteeism or tardiness, accidents, grievances, waste, product quality, down time, repairs, equipment utilization, customer complaints. Observation -- Observe both behavior and the results of the behavior. Work samples -- Observe products generated. Interviews -- Talk to manager, supervisor and employee. Ask employee about what he/she believes he/she needs to learn. Questionnaires -- Written form of the interview, tests, must measure job-related qualities such as job knowledge and skills. Attitude surveys -- Measures morale, motivation, satisfaction. Checklists or training progress charts -- Up-to-date listing of current skills.
Thus "need” that is identified in several ways as discussed above. This need is generally described as a gap between what is currently in place and what is needed, now and in the future. Gaps can include discrepancies/differences between: What the organization expects to happen and what actually happens. Current and desired job performance. Existing and desired competencies and skills.
The need assessment can also be used to assist with: • Competencies and performance of work teams. • Problem solving or productivity issues. • The need to prepare for and respond to future changes in the organization or job duties.
The results of the needs assessment allows the training manager to set the training objectives by answering two very basic questions: who, if anyone, needs
39 training and what training is needed. Sometimes training is not the solution. Some performance gaps can be reduced or eliminated through other management solutions such as communicating expectations, providing a supportive work environment, arranging consequences, removing obstacles and checking job fit.
4.1.2. Content Development
The next step in training cycle of BSIL is the content development. The training programs can be classified in the below categories for the sake of content development:
• Existing training programs • New training programs • Outsourced training programs
Existing Training Programs
Blue Star The method of evaluation is discussed later in the report. On the basis of the feedbacks of the employees, these training programs are modified accordingly. The training programs are also evaluated and modified to meet the changing technological needs. For instance, in recent times BSIL management decided to switch from certified Microsoft Office software applications in their systems to Open office system. Hence BSIL organized an IT workshop to provide training to the employees on the new software system.
New training Programs
The new training programs are developed at BSIL in consultation with respective departmental heads. Sales training is designed in consultation with the president of the sales department. As discussed earlier, senior managers play a very important role in development of training needs. These needs form the basis for the content development of the training programs. The Personnel and Administration department also plays an important role in determining the content of the training programs.
40 Outsourced Training Programs
For the training programs that are outsourced, BSIL follows a pattern for evaluation of the content of the training. Since training on technical aspects is a must of the employees, technical training is generally outsourced to specialized technical institutes. The following process is adopted for selecting a particular institute: 1. Pioneer institutes giving training on the subject are selected. 2. Evaluation of the institutes by the manager 3. Short listing of institutes on the following parameters: a. Cost b. Methodology of training c. Duration 4. Trainees sent of experimental basis 5. Evaluation on basis of feedback from these trainees 6. Finalizing of Training institute.
4.1.3. Coordination and Delivery
The Personnel and training department has 3 basic questions in mind to plan and deliver the training. These questions are as below: Who to train? When should the training be given? Where should the training programs be conducted?
Who to train?
Certain training such as induction training are provided to all new employees. However, the induction training is divided into 2 categories: • Induction for experienced employees • Induction to freshers
The induction given to experienced employees is more related with Blue Star’s policies, work culture and environment. Since the technical expertise is already available, the induction training is supposed to lay a greater emphasis on getting the employee acquainted with BSIL as a corporate entity.
BSIL recruits fresh engineers directly from college. They are recruited as Graduate Engineer Trainees ( GET). The induction training given to GETs includes both technical training as well corporate training. The training program is generally fixed for all the GETs and lasts for around one month so that the GETs get a complete experience before they begin with their work.
41
When should the training be given?
The BSIL operations are divided into 4 sections depending on their geographical location. These are as below: • North • East • West • South • Manufacturing
The head office of BSIL prepares a annual training calendar for each of the region. The calendar is prepared taking into consideration the following factors: • Customer service and delivery is not affected • Back up available for the employee undergoing the training • Training period is short and not tiring for the employees
The line managers recommend the names of employees who can undergo the training. Based on the numbers suggested by the managers, a schedule is prepared and circulated among all the offices. For any change in the schedule, the line manager needs to inform the P & A department of the branch.
Where is the training to be given?
The most important factor to be considered while selecting a location for training is the cost involved. The training locations can be classified under three categories:
1. Shop floor/ Factory 2. Hotels/ Foreign 3. Training Institutes
1. Shop Floor
The training is given on the shop floor when the content involves more of technical and practical details. For instance, GETs are taught on shop floor about the various components of the Air conditioners and the chillers. This enables the GETs to identify the components easily. They can understand what kind of components they will be working on. The training on shop floor is the least costly method. Only factor that needs to be considered is that the shop floor should not get too crowded as to obstruct the daily production activities of the factory.
42 2. Hotels/ Foreign Trips
Certain trainings are also provided in Hotels, where a training room is booked. This increases the cost of training. Classroom training is preferable for behavioral training such as Impression management, Presentation skills, Me2We etc. The training is carried out in a period of two to three days. Meals are provided to the employees in the hotels. Sometimes, the employees are also sent abroad for training. One such instance is the training provided on specialized chillers which are imported and then installed in India. Since, the servicing has to be done by the service engineers of BSIL, the engineers need to be trained on these equipments. This also reduces the cost for BSIL, since on returning, the employees can transfer the knowledge among their colleagues.
Training in Hotels and foreign countries also serve as a means of relaxation or a break from the daily activities of the employees. They act as a good stress reliever.
3. Training Institutes
The training in this case is given in the institutes itself. Such type of training includes both classroom training as well as practical training.
4.1.4. Evaluation of Training
Evaluating the Training (includes monitoring) addresses how one determines whether the goals or objectives were met and what impact the training had on actual performance on the job or in the community.
Generally there are 4 kinds of standard training evaluation: formative, process, outcome, and impact.
• Formative evaluation provides ongoing feedback to the curriculum designers and developers to ensure that what is being created really meets the needs of the intended audience.
• Process evaluation provides information about what occurs during training. This includes giving and receiving verbal feedback.
These two constitute monitoring
43 • Outcome evaluation determines whether or not the desired results (e.g., what participants are doing) of applying new skills were achieved in the short-term.
• Impact determines how the results of the training affect the strategic goal e.g. health promotion goal of reducing the incidence and prevalence of HIV/AIDS.
These two constitute what is usually referred to as evaluation or final evaluation
Various frameworks for evaluation of training programs have been proposed under the influence of these two approaches. The most influential framework has come from Kirkpatrick. Kirkpatrick’s work generated a great deal of subsequent work. Kirkpatrick’s model (1959) follows the goal-based evaluation approach and is based on four simple questions that translate into four levels of evaluation. These four levels are widely known as reaction, learning, behavior, and results. On the other hand, under the systems approach, the most influential models include: Context, Input, Process, Product (CIPP) Model; Training Validation System (TVS) Approach; and Input, Process, Output, Outcome (IPO) Model.
Kirkpatrick (1959) CIPP Model (1987) IPO Model (1990) TVS Model (1994) 1. Input: evaluation 1. Situation: collecting of system pre-training data to 1. Reaction: to 1. Context: obtaining performance ascertain current gather data on information about the indicators such as levels of performance participants situation to decide on trainee within the reactions at the end educational needs qualifications, organization and of a training and to establish availability of defining a desirable program program objectives materials, level of future appropriateness of performance training, etc. 2. Intervention: identifying the reason 2. Learning: to 2. Process: embraces for the existence of 2. Input: identifying assess whether the planning, design, the gap between the educational strategies learning objectives development, and present and desirable most likely to achieve for the program are delivery of training performance to find the desired result met programs out if training is the solution to the problem
44 3. Behaviour: to 3. Output: 3. Process: assessing 3. Impact: evaluating assess whether job Gathering data the implementation the difference performance resulting from the of the educational between the pre- and changes as a result training program post-training data of training interventions 4. Results: to assess 4. Outcomes: costs vs. benefits of 4. Product: gathering longer-term results training programs, 4. Value: measuring information associated with i.e., organizational differences in quality, regarding the results improvement in the impact in terms of productivity, service, of the educational corporation’s reduced costs, or sales, all of which intervention to bottom line- its improved quality of can be expressed in interpret its worth profitability, work, increased terms of dollars and merit competitiveness, quantity of work, etc. etc.
After considering the advantages and drawbacks of all the four techniques, it was decided to use Kirkpatrick’s model for evaluation of the training programs at Blue Star.
The four levels of Kirkpatrick's evaluation model essentially measure:
1. Reaction of the trainee- what they thought and felt about the training 2. Learning - the resulting increase in knowledge or capability 3. Behavior - extent of behavior and capability improvement and Implementation/application 4. Results - the effects on the business or environment resulting from the trainee's performance
The advantages to a Level Four evaluation are as follows: Determine bottom line impact of training Tie business objectives and goals to training
On the basis of the model, a questionnaire was prepared. The four levels of the model formed the basic information needs. Other information needs were developed from these. The questionnaire is attached in Annexure 1.
45 The training at Blue Star was divided into three categories as below for the purpose of the survey:
1. Induction Training 2. On-job Training 3. Training Module & Courses
1. Induction Training
Induction Training at Blue Star is given to all the newly recruited employees. The purpose of the induction period (which may be a few hours or a few days) is to help a new employee settle down quickly into the job by becoming familiar with the people, the surroundings, the job and the business.
Usually induction involves the new employee meeting and listening to different people talk about aspects of the business.
The following items are covered in induction programme at Blue Star:
• Introduction to the business/department and its personnel/management structure
• Layout of the buildings (factory / offices)
• Terms and conditions of employment (explaining the contract of employment)
• Relevant personnel policies, such as training, promotion and health and safety
• Business rules and procedures
• Arrangements for employee involvement and communication
• Welfare and employee benefits or facilities
The induction program should be drawn up in consultation with all of the following:
• Senior management (including directors) • Supervisors or line managers
46 • Personnel officers • Health and Safety managers • Employee or trade union representatives
2. On-Job Training
Once the employee completes the induction training program, on-job training begins. On the job training is job training that occurs in the work place. The new employee learns the job while doing the job and while earning his or her pay check. On the job training is also called hands on training. On the job training has many advantages, but it can also have a few disadvantages if the OJT is not properly planned and executed.
On-job training can be beneficial for both the company and the new employee. OJT can be cost-effective for the business since a separate training program isn't required and the training is part of the actual work shifts. No extra equipment is needed as the new worker learns on the equipment needed for the job anyway. On the job training often works out really well for the new employee since traditional training periods tend to have a training allowance that may be lower than the regular pay scale for the job.
Also, there is no need for the new worker to have to travel to one place for the training and another for the job. Many times the person who will be doing the training and evaluation is the new worker's supervisor or manager so this also establishes job expectations right at the start. The feedback during on the job training is also immediate, so the new employee may experience faster growth in the job than he or she would in other types of training situations.
One major drawback of on the job training can be finding the right time for it. The person responsible for giving and evaluating the training has to be sure that his or her other job responsibilities are being met. Another disadvantage of OJT is that it can be difficult to find the right person to conduct it. The person doing the training must have the knowledge and skills with the same equipment that the learner will be working with. Care must also be given not to pass on sloppy work habits or unintentionally teach irrelevant or inefficient work methods to the new worker/learner.
47 3. Training Module & Courses
The training modules and courses are specialised courses that are organized during a calendar year. These courses deal with a variety of subjects. A training calendar is prepared for an entire year by the head office and is circulated among all the offices. The schedule is carefully planned so that the training programs are carefully distributed throughout the year and not crammed in a particular period.
The offices of Blue Star are divided into the following categories with the subsequent locations of the regions:
• North o Delhi • East o Kolkata • West o Mumbai o IIM Ahemdabad • South o Chennai o Bengaluru o Secundarabad • Manufacturing o Dadra o Himachal Pradesh
The training programs are categorised into various categories depending upon their purpose. The categories and the subjects are mentioned below:
• Functional
― Selling Skills ― Technical Skills
48 • Behavioural ― BSW- I ― BSW-II ― Me2We ― Presentation Skills ― Interpersonal & Written Communication ― Conflict Management ― Impression Management ― PEAK • Managerial ― MDP- I ― General Management Program • Others ― CIP
The questionnaire for evaluation of the training at Blue Star was divided into the above three categories, so that each aspect of training was covered. The next chapter speaks in details the finding and analysis of the survey.
49
5. FFiinnddinngg AAnndd AAnnaallyyssiiss
50 5.1. INDUCTION TRAINING
Duration
The following table shows that 71.43% of all the respondents interviewed in the survey strongly felt that the duration of the induction training, which lasts for two weeks, is adequate. All the service engineers responded that the training duration was adequate.
Table 1: Duration of Induction Training Designation Duration Adequate manager Service Engineer Grand Total strongly agree 28.57% 42.86% 71.43% somewhat agree 28.57% 0.00% 28.57% Grand Total 57.14% 42.86% 100.00%
Chart 1: Duration of Induction
Count of Duration Adequate 100.00%
90.00%
80.00%
70.00%
60.00%
Designation 50.00% Service Engineer manager ` 40.00%
30.00%
20.00%
10.00%
0.00% strongly agree somewhat agree Duration Adequate Thus, it can be concluded that the duration of the induction program organized at BSIL is considered to be of sufficient duration by the employees.
51 Periodic Evaluation of Induction Training
The following graph indicates that 57 % of all the respondents only somewhat agreed that continuous evaluation of training was conducted. 28.57% of the respondents did not have any opinion. Both the responses showed an equal proportion of managers and service engineers.
Chart 2: Periodic Evaluation of Induction Training
Count of Evaluated & Improved 100.00%
90.00%
80.00%
70.00%
60.00% Designation 50.00% Service Engineer manager
40.00%
30.00%
20.00%
10.00%
0.00% strongly agree somewhat agree Neither Agree Nor disagree Evaluated & Improved
The responses indicate that there is a scope for improvement in this aspect. Induction training should be able to meet the ever changing needs of the organization and the industry. To achieve this, it is necessary to carry out frequent evaluation of the induction training and fine tune the training program accordingly.
52 Understanding of skills and knowledge expected to acquire
The graph below indicates that more number of service engineers had a clear understanding of the skills and knowledge they were expected to acquire from the induction training. A greater percentage of managers (42%) only somewhat agreed about the clear understanding of the skills and knowledge they were expected to acquire.
Chart 3: Understanding of skills and knowledge expected to acquire
Count of understanding of skills 100.00%
90.00%
80.00%
70.00%
60.00%
Designation 50.00% Service Engineer manager
40.00%
30.00%
20.00%
10.00%
0.00% Strongly agree Somewhat agree understanding of skills Thus, it can be concluded that managers have a less clear understanding of the skills they are expected to acquire from the induction training as compared to the service engineers. Clear objective statement and linking training to actual work can help in removing these obstacles.
53 Briefing by HR department before the training
The following table indicates that more than 70% of the respondents only somewhat agreed to the briefing conducted by the HR department before induction training. This is also supported by the graph below. The proportion of managers and service engineers was almost equal.
Table 2: Briefing by HR department before the training Designation Briefing by HR dept manager Service Engineer Grand Total Strongly agree 14.29% 14.29% 28.57% somewhat agree 42.86% 28.57% 71.43% Grand Total 57.14% 42.86% 100.00%
Chart 4: Understanding of skills and knowledge expected to acquire
Count of understanding of skills 100.00%
90.00%
80.00%
70.00%
60.00%
Designation 50.00% Service Engineer manager
40.00%
30.00%
20.00%
10.00%
0.00% Strongly agree Somewhat agree understanding of skills A briefing by the HR department helps in understanding the objectives of the training program. It also enables the trainees to link the training to the actual work. Besides, the HR department can also provide information regarding transportation and food arrangements for the trainees. This helps in developing a positive attitude towards the training and the organization.
54 Quality of Induction Training.
The following table indicates that a higher percentage of the respondents (57%) only somewhat agreed to the statement that the quality of training provided at BSIL was excellent. About 43% strongly agreed to the statement that the quality of training was excellent. More percentage of service engineers (28%) strongly believed about the excellent quality of induction training as compared to managers. This is also supported by the graph.
Table 3: Quality of Induction Training Designation Service Grand quality of training manager Engineer Total Strongly agree 14.29% 28.57% 42.86% somewhat agree 42.86% 14.29% 57.14% Grand Total 57.14% 42.86% 100.00%
Chart 5: Quality of Induction Training
Count of quality of trg 100.00%
90.00%
80.00%
70.00%
60.00%
Designation 50.00% Service Engineer manager
40.00%
30.00%
20.00%
10.00%
0.00% Strongly agree somewhat agree quality of trg
It can be concluded that a higher percentage managers only somewhat agreed to the excellent quality of training offered. A better identification of training needs at the manager level can provide a means to provide better response from the managers.
55 5.2. ON JOB TRAINING
Supervisor’s efforts to identify strengths and weaknesses
The following table shows that 71.43% of the respondents were only somewhat satisfied with their superiors’ efforts to identify their strengths and weaknesses as a part of the on-job-training. The remaining 28.57% were very satisfied by their supervisors’ efforts.
Table 4: Supervisor’s efforts to identify strengths and weaknesses Designation supervisors identify strengths & weaknesses manager Service Engineer Grand Total Somewhat Satisfied 42.86% 28.57% 71.43% Very Satisfied 14.29% 14.29% 28.57% Grand Total 57.14% 42.86% 100.00% Chart 6: Supervisor’s efforts to identify strengths and weaknesses
Count of supervisors identify s&w 100.00%
90.00%
80.00%
70.00%
60.00%
Designation 50.00% Service Engineer manager
40.00%
30.00%
20.00%
10.00%
0.00% Somewhat Satisfied Very Satisfied supervisors identify s&w
A substantial portion of the respondents were only somewhat satisfied with their superiors’ efforts to identify their strengths and weaknesses. This identification of strengths and weaknesses is a very important aspect of on-job-training. It not only shapes the way a trainee develops practical experience, but also shapes his or her attitude towards the supervisor and towards the organization.
56 Mentoring Received from seniors
The table below shows that more than half of the respondents (57%) were very satisfied with the mentoring they had received from their seniors. The remaining 42% were also somewhat satisfied with the mentoring received. As indicated in the graph below, a higher percentage of managers (42%) were very satisfied with the mentoring as compared to the service engineers.
Table 5: Mentoring Received from seniors Designation mentoring from seniors manager Service Engineer Grand Total somewhat satisfied 14.29% 28.57% 42.86% very satisfied 42.86% 14.29% 57.14% Grand Total 57.14% 42.86% 100.00%
Chart 7: Mentoring Received from seniors
Count of mentoring from seniors 100.00%
90.00%
80.00%
70.00%
60.00%
Designation 50.00% Service Engineer manager
40.00%
30.00%
20.00%
10.00%
0.00% somewhat satisfied very satisfied mentoring from seniors The high percentage of very satisfied respondents shows that the mentoring received at Blue Star is of high quality and the seniors are knowledgeable and experienced employees.
57 Management support for employee’s efforts to improve weaknesses
The table below indicates that 71% of the respondents were somewhat satisfied with the managements support to the employee’s efforts in improving his or her weakness. However, 14 % of them were somewhat dissatisfied to the management’s support. An interesting fact is that all of the 14% were service engineers. Mangers were generally satisfied with the management’s support.
Table 6: Management support for employee’s efforts to improve weaknesses Designation manager Service Engineer Grand Total Somewhat dissatisfied 0.00% 14.29% 14.29% Somewhat satisfied 42.86% 28.57% 71.43% Very satisfied 14.29% 0.00% 14.29% Grand Total 57.14% 42.86% 100.00%
Chart 8: Management support for employee’s efforts to improve weaknesses
Count of mgts effort to improve 100.00%
90.00%
80.00%
70.00%
60.00%
Designation 50.00% Service Engineer manager
40.00%
30.00%
20.00%
10.00%
0.00% Somewhat dissatisfied Somewhat satisfied Very satisfied mgts effort to improve
Though a substantial number of respondents were satisfied with the management’s support, the fact that some were dissatisfied and all of those dissatisfied were service engineers is a matter that needs to further inspection.
58 5.3. TRAINING MODULE OR COURSE EVALUATION
Relevance of the topic to job
The graph below shows that about combined together, 84 % of the respondents found the course training to be relevant to their jobs on some or at a strong level. Only 14% of the respondents remained neutral. All of the 14 % were managers.
Chart 9: Relevance of the topic to job
Count of relevance 100.00%
90.00%
80.00%
70.00%
60.00%
Designation 50.00% Service Engineer manager
40.00%
30.00%
20.00%
10.00%
0.00% Neutral Somewhat relevant Very relevant relevance
It can be concluded that the course trainings provided at BSL is very relevant to the practical job. The functional, behavioral and Managerial training provided is in line with the industry practices and also related to the roles and responsibilities of the employees.
59
Level of Instruction
As indicated in the table below, 85% of the respondents felt that the level of instruction at the course training was advanced. Only a 14 % felt that the instructions were neither too basic nor too advanced. The respondents who felt that the training was advanced consisted of equal percentage of managers and service engineers.
Table 7: Level of instruction Designation level of instruction Manager Service Engineer Grand Total Neutral 14.29% 0.00% 14.29% Advanced 42.86% 42.86% 85.71% Grand Total 57.14% 42.86% 100.00%
Chart 10: Level of instruction
Count of level of instruction 100.00%
90.00%
80.00%
70.00%
60.00%
Designation 50.00% Service Manager
40.00%
30.00%
20.00%
10.00%
0.00% Neutral advanced level of instruction
The course training includes functional, behavioural, managerial and other specific training programs. These courses are specially designed to meet the customer and industry requirements. Even the trainees are specially handpicked by managers. Hence, a certain level of advancement is expected from these programs. The high level of responses favouring the advance level of the programs is a good sign of the success of these specialised courses.
60
Lecture Coverage
The following table indicates that 71.43 % of the respondents felt that the topics covered in the lectures of training courses were very comprehensive. All the service engineers felt that the topics covered were very comprehensive.
Table 8: Lecture Coverage
Designation lecture coverage Manager Service Engineer Grand Total Comprehensive 28.57% 0.00% 28.57% Very comprehensive 28.57% 42.86% 71.43%
Grand Total 57.14% 42.86% 100.00%
Chart 11: Lecture Coverage
Count of lecture coverage 100.00%
90.00%
80.00%
70.00%
60.00%
Designation 50.00% Service Engineer Manager
40.00%
30.00%
20.00%
10.00%
0.00% Comprehensice Very comprehensive lecture coverage
The high percentage of respondents voting for the lecture coverage being very comprehensive shows that the training courses at BSL cover all aspects of the topic being covered. This provides the trainees with an in-depth knowledge of the subject and makes them perform better in the application of the concepts.
61
Time allotment
The following figure indicates that 43% of the respondents felt that the time allotted to the topics covered in the training courses were neither too short nor too long. 28% of the respondents believed that the time allotted was long. All the respondents in this group were managers. 14% of the respondents, all of who were service engineers, felt that the time allotted was too long.
Chart 12: Time Allotment
Count of time allotment 100.00%
90.00%
80.00%
70.00%
60.00%
Designation 50.00% Service Engineer Manager
40.00%
30.00%
20.00%
10.00%
0.00% Short Neither Long Neither Short Long Too long time allotment
Around 42% of the respondents (28% managers and 14% service engineers) felt that the time allotted was more than required. The trainees are employees and each hour spent is a cost to the company in terms of the productivity. Thus, introspection in this matter would certainly help the company in reducing the unproductive time of the employees.
62
Emphasis of detail
The following table shows that 42% of the respondents felt that the emphasis on detail in the training courses was adequate. An equal percentage felt that the training courses provided a detailed emphasis on the topic being covered. 14% of the respondents, who were all service engineers, believed that the training courses provided too detailed emphasis on the topic.
Table 9: Emphasis on Detail Designation
emphasis on details manager Service Engineer Grand Total Adequate 28.57% 14.29% 42.86% Detailed 28.57% 14.29% 42.86% Too detailed 0.00% 14.29% 14.29% Grand Total 57.14% 42.86% 100.00% Chart 13: Emphasis on Detail
Count of emphasis on details 100.00%
90.00%
80.00%
70.00%
60.00%
Designation 50.00% Service manager manager
40.00%
30.00%
20.00%
10.00%
0.00% Adequate Detailed Too detailed emphasis on details
A high percentage of respondents (more than 80%) felt that the training programs were either adequate or detailed. This is a good indicator of quality of the training courses.
63
Practicality of Training
More than half of the respondents felt that the training programs were very practical and directly related to the work that they were doing. This group had equal representation from managers as well as service engineers in terms of percentage. Chart 14: Practicality of Training Courses
Count of Treatment of topic 100.00%
90.00%
80.00%
70.00%
60.00%
Designation 50.00% Service Engineer Manager
40.00%
30.00%
20.00%
10.00%
0.00% Practical Very practical Treatment of topic
One of the most important requirements of any training undertaken at an organization is applicability of it in practical situations. The trainee should be able to relate the topic to the daily work activities and apply the concepts to increase the productivity and customer satisfaction. From more than half of the respondents voting for the training being very practical, it can be concluded that courses directly affect the performance of the employees in their daily activities.
64 5.4. CONCLUSION
The survey results show that most of the employees are satisfied with all the three types of training available at Blue Star. The training has given a new tool in employee’s hands to deal with the day to day work activities and face challenging problems effectively and efficiently. The training has also provided a new path to their careers by providing them practical knowledge.
The most important concepts learned from the training programs, as identified by the employees, were as below:
Team Work Business Communication Time Management Factory visits and practical problem
65
6. TTrraaiinniinngg Prracctticcess att Blluuee SSttaar’’ss CCoommppeettiittorrss
66 6.1. INDUSTRY AND COMPETITOR ANALYSIS
An inordinately hot summer in 2010 appears to have convinced the people the comfort of an air-conditioner and a large number appears to have decided to take one home this year. Indeed, in the last few the years, the demand for air- conditioners from the household sector has been growing rapidly. Still, the demand growth in 2000 was particularly noticeable, and was also the most significant change in the industry during this period.
According to some industry estimates, growth in volume terms has been 45-50 per cent this fiscal. But official statistics underestimate this and even report a decline in production. Nevertheless, by all accounts, including a study by the Confederation of Indian Industry, there has been a noticeable jump in the demand for air-conditioners from the household segment.
After several years of relatively modest growth, which was totally at variance with the latent potential of the product, the sharp growth in demand the summer past was very welcome for air-conditioner companies in many respects. One, it relatively reduced their dependence on the corporate sector which is still the major demand driver. Corporate traditionally accounted for about 60 per cent of the total demand for air-conditioners. But the burgeoning demand from the household segment could level the ratio in the near future. Moreover, the demand growth comes at a time when the industrial investment climate is still sluggish. Barring the investments made by software and healthcare companies, industrial investments continue to remain on hold. In this backdrop, the response of the household segment must have been most welcome for the air-conditioner industry.
67 6.2. INDUSTRY OVERVIEW
AIRCONDITIONING
In 2008-09, the estimated total market size for air-conditioning in India was around Rs. 10,250 crores. Of this, the market for central air-conditioning, including central plants, packaged/ducted systems and VRF systems was about Rs. 5750 crores, while the market for room air conditioners comprised the balance Rs. 4500 crores. The commercial air-conditioning segment catering to corporate and commercial customers amounted to around Rs. 8000 crores. During the year, the economic slowdown coupled with the liquidity squeeze affected certain segments such as retail and builders. Project expansion plans in the IT/ITES segment were also delayed mainly due to the uncertain impact of the US recession on this segment. However, the air-conditioning market witnessed significant growth in segments such as hospitality, healthcare and education. In addition, infrastructure segments such as airports, power plants and metro rail were unaffected by the economic downturn and project plans were on track.
COMMERCIAL REFRIGERATION
The market for commercial refrigeration equipment and systems was estimated at around Rs. 2000 crores. The commercial refrigeration segment includes a wide range of products such as cold storages, supermarket refrigeration equipment, water coolers, bottled water dispensers, deep freezers, milk coolers, bottle coolers and ice cubers. In the present scenario, the cold chain infrastructure is characterized by long and fragmented supply lines leading to high wastage. The major constraints on the development of the cold chain industry are high capital cost and electricity bills coupled with low rental revenues and inadequate availability of concessional finance. Based on the recommendations of ‘Cold Chain Summit 2007’ organized at New Delhi by the Confederation of Indian Industry jointly with the Department of Agriculture and Co-operation (Government of India), a task force was constituted for creating a road map for cold chain development in this country. The task force proposed creation of a ‘National Green Grid’ to develop a seamless cold chain network to balance
68 demand and supply issues with remunerative price to farmers and to deliver quality produce in the hands of consumers. The task force initiatives are at an advanced stage and with the introduction of structured fiscal incentives and fast track clearance for economically viable proposals, the size of the cold chain industry will increase substantially in the next few years.
The industry can be sub-divided into non-ducted and ducted products. The demand for non-ducted products -- window air-conditioners and mini-splits -- comes from both households and corporate. The demand for ducted products -- central plants, packaged air-conditioners and ducted splits -- is only from the corporate.
Non-ducted ACs, the growth driver
The demand for non-ducted products grew steadily in the latter half of the 1990s. The demand for mini-splits has grown at a higher rate compared to window ACs because of the lower base. The demand switch from mid-sized ducted products, such as packaged ACs or ducted splits, to mini-splits is also one of the reasons for the larger growth rates in the latter segment.
Another major reason for the growth in demand was the increased attention this product category has attracted in the recent past. Prices of air-conditioners dropped sharply in the past few years because of competition. Most established players upgraded their manufacturing facilities, while fresh capacities were created by companies such as Matsushita (National brand). The marketing and advertisement spend by companies has also been on the rise.
With such investments flowing into building both the product and the brand, the expansion of the market was inevitable. As seen with other consumer durables, in the initial years of increased intensity of competition, more cash gets invested
69 by both existing and new players. This leads to a drop in prices, fuelling demand and the result is a much larger market.
And the non-ducted segment has attracted a lot of players in the last few years. The latent long-term demand potential from Indian households has led to a number of multinational companies making a beeline to set up base in the country.
Major players in this product category are Blue Star, Hitachi, Videocon, Lloyd Electric, Hitachi Home, IFB Industries, Fedders Lloyd and Godrej. Among the recent entrants, the Korean brands such as Samsung and LG have been able to make an immediate impact. Other brands that have positioned themselves for a share in this fast-growing market are National, Fuji General and Daikin. On a much smaller scale, Whirlpool and Electrolux have entered the market to cater to household demand.
Table: Sales turnover figures for Blue Star and competitors Sales Turnover (In Rs. Cr) Company Year 2009-10 Blue Star 2,549.43 Lloyd Electric 680.81 Hitachi Home 642.54 IFB Industries 545.34 Fedders Lloyd 465.95
Chart: Sales turnover figures for Blue Star and competitors
Sales Turnover For Year 2009-10
3,000.00
2,500.00
2,000.00
1,500.00 Sales Turnover
1,000.00
500.00 Sales Turnover in Rs. Cr Rs. in Turnover Sales
0.00 Blue Star Lloyd Hitachi IFB Fedders Electric Home Industries Lloyd
70 6.3. LLOYD ELECTRIC AND ENGINEERING LTD
Lloyd Electric & Engineering Limited is in the business of manufacturing Heat Exchanger Coils for air-conditioning and refrigeration application, ' U ' bend and return bend for heat exchanger coils, system tubing and header line for air conditioner equipment and sheet metal items for air conditioner systems made from CNC presses and are leaders in India. The company is OEM supplier to almost all AC manufacturers in India, and have overseas business of approximately 20% of its sales turnover. The heat exchangers are made out of Aluminum and Copper Fin stock and Copper tube, having facility of using pre coated Fin stock and in house facility of painting and tin plating.
Skilled and qualified workforce has been Lloyd Electric’s key asset and has helped the organization significantly improve productivity over the last 5 years. The credit goes to the engineering expertise and technological skills developed over the last decade, and an innate penchant for excellence which is unique to the Lloyd human resource. They call it a human machine nexus committed to quality.
Emphasis on training across all levels of the organization One on one relationship between workers and management 30% improvement in productivity over the last 5 years 20% Engineering graduates employed across all functions Qualified and experienced technical staff No industrial disputes since inception
71 6.4. HITACHI HOME & LIFE SOLUTIONS (INDIA) LTD.
Hitachi Home & Life Solutions (India) Ltd. (HHLI), a subsidiary of Hitachi Appliances Inc, Japan, is a listed company at BSE & NSE exchanges. Since its inception HHLI has focused on developing and supplying high-quality products and technology that contribute to the overall prosperity of the society, HHLI manufactures various kinds of products including Room Air-conditioners and Commercial Air-conditioners, and are into trading of VRF Systems, Rooftops, Chillers, and Refrigerators.
The number of Staff and Operators at HHLI as on March 31, 2009 was 492. This year, on an average around 15% of Staff was part of Trainees’ pool. The Trainees were given In- Plant training at Kadi Works before deployment to various departments for “ On the Job” Training . For Employee Health and Safety, OHSAS implementation was initiated at Kadi Works. A series of functional Training Programs were organized for enhancement in various skill sets. Training on Packaged Type Air conditioners was the major focus for field teams of Sales and Service. A Three day Personal Development program was conducted for the Trainees who have been confirmed and are placed at various locations. This helped in a unique bonding among the young graduates who are getting challenging assignments at HHLI. This year’s “Annual Employee Satisfaction Survey” was conducted in October-2008. The analysis was shared with all Department Heads and corrective actions are being taken to improve on low scores. Improvement in scores was observed in most of the areas of Employee satisfaction from last year.
At Hitachi, Ltd., personnel system is designed to assess the strengths and achievements of employees fairly and transparently and to reflect these findings in salaries and bonuses. Elements, standards, and methods of evaluation are fully disclosed as employees meet their evaluators to arrive at a shared assessment. In the course of these discussions, employees receive feedback on their strengths and weaknesses as well as guidance on achievement of business goals and capacity building. An evaluation manual is used to minimize disparity. As a further step, employees are surveyed annually to review the evaluation process, and follow-up work is done to ensure proper management.
Because we believe that maximizing employee potential is vital for continuing to provide new value, we work hard to improve employees’ abilities and their careers.
72 Employee Capacity Building
For capacity building, we supplement in-house education based on on-the-job training with an elaborate training system. This training consists of six educational programs: • Management Development • Education for Engineers • Production Worker Training • Education for Internationalization • Sales Education • Training by Job Function
These programs are offered across the Hitachi Group in conjunction with educational institutions such as: The Hitachi Institute of Technology, The Hitachi Institute of MONOZUKURI Skills and Engineering The Hitachi Institute of Management Development.
In addition, in order to expand educational opportunities for employees, Hitachi has also developed a unique e-learning system (in Japanese, English, and Chinese) for Group companies.
Career Development Workshop: Supporting Career Development
The objective is to create an environment where employees can discuss their careers with their supervisors to deepen mutual understanding between both parties and enable both to tackle their jobs with a clear vision. This development support program is designed to foster independent human resources. It helps participants achieve self-realization, enabling them to develop a deeper self- understanding, including their reasons for working, living and their work values, as well as how to set their personal career goals.
Global Manager Training: Global Fundamental Course
With the operations taking on an increasingly global perspective, it is absolutely critical that the domestic and overseas managers working on the frontlines of global business understand our history, founding spirit, company operations, common values, corporate philosophy, and basic management skills. To instil this understanding, we operate a four-day course, Global Fundamental Course— Ready to Inspire, which offers the same training to all Hitachi managers around the world.
73 Training for Strengthening Communication Skills
To revitalize workplace communications, we started a training program in 2008 for managers to strengthen their communication skills. To promote diversity and good interpersonal relations based on trust—as well as to achieve organizational goals—we stress respect for individuality and differences of opinion and culture, while seeking a full consensus. The hands-on training during the two-day program focuses on communication skills that are the basis for all interactive skills: active listening, essential for mutual understanding; and assertion, which allows people—after opinions and ideas are expressed—to reach a conclusion that all parties can accept.
74 6.5. FEDDERS LLOYD CORPORATION LIMITED
The Lloyd Group (Brij Raj Punj Group) is a US$ 500 million group in India. The group is recognized as the pioneer and well established name in the field of Air Conditioning in India. The Group consists of many companies with diversified portfolios with active involvement in many business ventures consisting of manufacturing in Air Conditioning Industry, Chillers, Manufacturing of Heat Exchange and Radiators, Sheet Metal Fabrication, Scaffolding &Formwork, Structural Steel Fabrication, Pre-engineered Buildings (PEB), Cable and Storage Management, Vehicle Variants like Load Bodies, Water Bourses, Petrol Tankers and Light Recovery Equipment etc. Besides, it also has active stakes in the fields of Information Technology (IT) and Development of Housing and Commercial projects.
The Company appreciates the dedicated and committed performance of its employees. It believes in healthy work environment and maintains cordial relations with the employees. The Company continued its focus on acquiring and developing its human capital. The management highly values the productive and high-performing employees and considers the company's valuable assets in building up the organization. The Company place emphasis on enhancing the skills and capabilities of the employees and persists on training, re-training and development of its work force. The Company's focus is not only to impart adequate training but also to provide the right environment to maximize productivity and growth potential.
The Company believes in the culture of trust and continuous learning for its growing human capital so as to ensure a continuous enhancement in business value and thereby enhancement in shareholder value. Various training programs are offered to the employees as listed below: • Knowledge Training, • Skills Training, • Behavior Training and • Overall organizational development Training.
The atmosphere in the organization is performance driven where HR puts its efforts to identify potential performers. The Company maintains sound and cordial relations with employees at all levels. The functions of HR department in the training and development fields are as below:
• Coordination with concerned departments and employees as per training needs • Keeping record of the participants in the training • Collection of training feedback from the participants on the conduct of the training and its usefulness.
75 7. AAnnnexxuurree A. Questionnaire Training Evaluation Form
Personal Details
Name: Designation: Age: Experience (In years): Year of Joining Blue Star:
Please fill in the below tables with your responses regarding the various aspects of training at Blue Star Ltd. This information is valuable in helping the organization to know how satisfied you are with the training available. Please tick your responses by marking a tick in the appropriate cell. Please consider your responses carefully and answer truthfully. Everything you say will be held in strictest confidence. The information will be used only to help us make this training activity more responsive to your needs. Part 1:Induction Feedback Sheet
Neither Strongly Somewhat Agree Somewhat Strongly NA Agree Agree nor Disagree Disagree Disagree
Induction training is of adequate duration.
The induction training is periodically evaluated and improved.
76 Neither Strongly Somewhat Agree Somewhat Strongly NA Agree Agree nor Disagree Disagree Disagree Employees are sponsored for training programmes on the basis of carefully identified developmental needs.
Employees sponsored for training go with a clear understanding of the skills and knowledge they are expected to acquire from the training.
The HR department conducts briefing and debriefing sessions for employees sponsored for training.
In-company programmes are handled by competent faculty.
The quality of in- company programmes in your organisation is excellent.
77 Please use the space below to indicate any suggestions you might have that will help us to improve the facilities and administration
______
Part 2: On Job Training
Please fill in the below table with your responses regarding the various aspects of On-Job- Training at Blue Star Ltd.
Very Somewhat Somewhat Very Neutral N/A Dissatisfied Dissatisfied Satisfied Satisfied
Supervisor's efforts to identify your strengths and weaknesses
The quality of orientation and training received for your current position in the company
The quality of orientation and training received for your current position in the company
The mentoring you are currently receiving from senior peers
Management's support for my efforts to improve my weaknesses.
78 Please use the space below to indicate any suggestions you might have that will help us to improve the facilities and administration
______
Part 3: TRAINING MODULE OR COURSE EVALUATION
You must have completed certain training courses at Blue Star . We would like you to tell us about your feelings on these courses. This information is valuable in helping us make following training sessions more interesting and useful to you.
Training provided on: (Please tick on the appropriate circle. You can select multiple trainings if applicable)
o Functional o Behavioural o Managerial o Others ( CIP )
1. Relevance of the topic to Not relevant Relevant your job 1 2 3 4 5
2. Clarity of the module's Not clear Very clear objectives 1 2 3 4 5
3. Level of instruction Too basic Too advanced 1 2 3 4 5
Very Inadequate 4. Lecture coverage comprehensive 1 2 3 4 5
5. Time allotment Too short Too long 1 2 3 4 5
6. Emphasis on details Too brief Too detailed
79 1 2 3 4 5
7. Organization and direction Disorganized Well organized 1 2 3 4 5
8. Treatment of the topic Abstract Practical 1 2 3 4 5
Please state the three most important ideas or concepts that you have learned from the training sessions in the organization.
1.______
2.______
3.______
80 8. RReeferreenncceess
• http://www.bluestarindia.com
• http://www.businessballs.com/traindev.htm
• http://www.moneycontrol.com/
• “TRAINING NEEDS ASSESSMENT” By Janice A. Miller, SPHR and Diana M. Osinski, SPHR February 1996 Reviewed July 2002.
• “Human Resource Management” By Ashwathapa
• http://economictimes.indiatimes.com/
• www.scribd.com
81