HRM Project Final

SECOND YEAR MBA (HR) INTERNSHIP REPORT ON
“TRAINING AND DEVELOPMENT

PRACTICES UNDERTAKEN BY HMT PINJORE”
SUBMITTED BY:
NAME OF STUDENT ROLL NUMBER

GAGANDEEP 21MBA2020
SESSION – 2021-2023
-: COLLEGE: -
CHANDIGARH UNIVERSITY, PUNJAB
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ACKNOWLEDGEMENT
“Acknowledging the debt is not easy for us as we are indebted to so

many people”
I take this opportunity in expressing the fact that this project report
is the result of incredible amount of encouragement, co-operation
and moral support that I have received from others.
Words alone cannot express my deep sense of gratitude to MS.

SAKSHI ARORA, who provided me an opportunity to do a project
on training and development practices undertaken by Government
Company like HMT MACHINE TOOLS LIMITED, PINJORE.
His valuable guidance and support made this project work an
enlightening educational experience. His consistent support and co-
operation showed the way towards the successful completion of
project. I would like to express my deep sense of gratitude to all the
Employees of HMT Machine Tools Limited, Pinjore who directly
or indirectly helped me during my Internship Training.
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CONTENTS
INTRODUCTION 04-15
 FEATURES OF TRAINING AND DEVELOPMENT

 TYPES OF TRAINING AND DEVELOPMENT
 NEEDS AND BENEFITS OF TRAINING AND DEVELOPMENT
 NEEDS OF INDUSTRIAL TRAINING
OBJECTIVES 15-15
 TRAINING AND DEVELOPMENT PRACTICES UNDERTAKEN

AT HMT MACHINE TOOLS LIMITED, PINJORE
COMPANY PROFILE 20-35
HISTORY OF THE COMPANY

METHODOLOGY 35- 55
 TRAINING PROGRAMS UNDERTAKEN FOR THE NEW

RECRUITS BY HMT MACHINE TOOLS LIMITED, PINJORE
 DEVELOPMENT PROGRAMS UNDERTAKEN FOR THE
EXISTING EMPLOYEES BY HMT, PINJORE
 TRAINING PROGRAMS UNDERTAKEN FOR THE NEW
RECRUITS BY HMT MACHINE TOOLS LIMITED, PINJORE
 DEVELOPMENT PROGRAMS UNDERTAKEN FOR THE
EXISTING EMPLOYEES BY HMT, PINJORE
TRAINING AND RETAINING OF SECRETARIAT SUPPORT 56-59
OFFICER ON MODERN OFFICE
FINDINGS AND CONCLUSION 60-63
EVALUATION OF THE TRAINING METHODS OF HMT

MACHINE TOOLS LIMITED, PINJORE
BIBLIOGRAPHY
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INTRODUCTION TO TRAINING &
DEVELOPMENT
“There is nothing training cannot do. Nothing is above its reach. It can
turn bad morals to good; it can destroy bad principles and recreate good
ones; it can lift men to angel-ship.”
-Mark Twain
Training is the most important activity, which plays an important role in the
development of human resources. To put the right man at the right place with the
trained personnel has become essential in today’s globalized market. No organization
has a choice on whether or not to develop employees. Nowadays training has become
an important function of Human Resource Management.
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Human Resources are the lifeblood of any organization. Only through well-
trained personnel, can an organization achieve its goals. Human Resource
Management refers to the policies, practices and systems that influence
employees’ behavior, attitudes, and performance. Human resource
practices play a key role in attracting, motivating, rewarding and
retaining employees. Other human resource management practices include
recruiting employees, selecting employees, designing work, compensating
employees and developing good employer-employee relations. The
importance placed on ‘Training’ is great on comparison to other human
resource management practices. To be effective, training must play a
strategic role in supporting the business. Increasingly, training and
development is playing an important and strategic role in the economic
success of business organizations. Business organizations recognize that
they now operate in a new global economy. It is an economy that involves
the use of advanced technologies and increased responsiveness to
customers’ needs. Global economy requires greater and greater innovation
and flexibility in production, service delivery and market know-how.
Business organizations realize more than ever that employee knowledge
gained through training and development has become a strategic necessity
and more and more the sources of strategic advantage.
It is interesting to see how the terms training and development differ.

Oxford dictionary defines the two terms as follows:
 Training: to instruct and discipline in or for some particular art,

profession, occupation or practice, to make proficient by such
instruction and practice.
 Development: to unfold more fully, bring out all that is potentially

contained in.
The basic difference between training and development is that 'Training'

focuses on specific job knowledge and skill is to be applied in the short
run. On the contrary, 'Development' focuses on broad knowledge and
insights that may be required for adaptation to environmental demands in
future. It is a process by means of which an individual attains overall
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improvement in ability and competence, makes progress towards maturity
and actualization of personality.
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There needs to be a coherent and well-planned integration of training, and
continuous development in the organization if meaningful growth at
individual and organizational level is to be achieved and sustained. It is
vital to make training and development serve the ends of the business as
well as promoting the growth of individuals; and it is essential to think and
act strategically instead of continually reacting in an ad hoc fashion to
the most obviously pressing needs of the moment.Obviously, there is need
for developing systematic approach to training and development.
FEATURES OF TRAINING AND DEVELOPMENT
Training isn’t a one size fits all, so there isn’t one simple answer, but there are a
few things that are consistently present in all the best training programs. Below
you’ll find the top characteristics that we’ve seen in the most successful
programs.
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1. Effective program management - A high quality training
program starts with a person with a champion. We all call
this person the program manager. An ideal training program
manager is inherently curious, open minded, motivated and
invested in developing employees’ skills to help them reach
their potential. Additionally, this person is usually tasked with
marketing the training program internally, so that employees
are aware of development skills include problem solving,
business acumen leadership skills.
2. Needs assessment- A needs assessment can be conducted
through research, interviews and internal surveys. At the core
of any effective training program is correctly identifying who
needs to be trained, and on what skills or topics. A training
need is the gap between current
Performance and required performance.
3. Goals and metrics- Training is an area that can be difficult to
quantify. However, when the program manager is able to
determine organizational needs that are aligned with the
business quantifying training becomes much easier. When
developing goals, make sure metrics give the whole picture,
including quantity, quality, time, cost and effectiveness.
4. Leadership buy-in - One of the keys to a successful training
and development program, and possibly the most important, is
leadership buy-in from the top down. Having leadership
support helps to drive the importance of a program, assist with
accountability and establish appropriate expectations. Senior
leaders will want to know how the training program
can impact the bottom line. So the junior leaders must be
prepared when they present their ideas.
5. Relevancy - Providing relevant training content is key to a
good training program, to ensure your learners are engaged and
continue to come back for more. The content that are presented
to the employees must be applicable and timely to help them
with their daily duties, expand their mind, and provide them
with quick take -ways that can immediately be applied.
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6. Creativity - Creativity can start with a program launch that has
a theme – it can be as simple as a corporate university or
college layout. Branding the training initiative with a logo or
mascot can add a level of fun and familiarity as the program
continues. Other creative ploys could include
Seasonal themes and contests.
7. Marketing and communication - Having a marketing is an
integral part of the implementation and an essential component
of a successful learning and development program. A
successful marketing plan includes not only initial launch
activities, but also strong ongoing efforts throughout the
program. Any communication sent out to employees
should include not only an overview and clearly defined
expectations, but also how an employee what’s in for them.
8. Training reinforcement - Training reinforcement is a series
of small lessons or learning activities that support a core
concept skill. By continuing to teach what was learned at a
seminar or from a video, employees will not only remember
more, but they will also be more likely to apply it
to their everyday work.
Types of Training and Development
Methods of training
There are mainly two types of training.
 On-the-job training
 Off-the-job training
 On-the-job training- when employees are trained while they are

performing the job then it is known as On-the-job training. Under
this method the employees learn by doing. This method is suitable
only for technical jobs and the advantage of this method is
employees can learn the practical problems while working on the job.
The biggest disadvantage of On-the-job training is that it results in
the wastage of resources. Whenever employees are
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dealing with expensive and sophisticated machinery then On-the- job
methods of training should be avoided.
 Off-the-job training- Off-the-job training means training the

employees by taking them away from their work position which
means employees are given a break from the job and sent for
training. This method for training is more suitable for managerial
job positions as conferences, seminars, are held to train the
managers.
On- the -job training Off- the- job training

1) Apprenticeship 1) Conference or classroom
/Programme training lectures
2) Job rotation 2) Vestibule training
3) Internship 3) Films
4) Coaching 4) Case study
5) Induction or orientation 5) Computer modelling and

training programmed instruction
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NEED AND BENEFITS OF TRAINING AT THE
INDIVIDUAL, OPERATIONAL AND

ORGANIZATIONAL LEVELS.
Training has become a necessity for all the organization in today’s

dynamic business environment. It helps the employees to perform their
jobs more efficiently and effectively resulting in long-term benefits for
both the employees as well as the organizations.
Training can be multi-dimensional. It can be specifically used to develop

skills and knowledge that may be used at an Individual, Operational,
Organizational level.
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Need for individual training: -
Individual skills include self-management, communication and

interpersonal abilities needed to successfully perform in the organizational
and social context of the project and support groups.
Individual training offers the following benefits: -

I. Quality of work is improved.
II. It increases the productivity.
III. Provides employees greater flexibility and responsiveness to
change.
IV. There is less wastage and reduction in maintenance and repair
costs.
V. There is improvement in employee morale.
Thus, we see that the individual or employee training provides

employees an opportunity to improve their job skills, knowledge and
abilities thereby strengthening the services and operations of the entire
organization.
Need for operational training: -
Operational training includes training that helps an employee to develop,

maintain, or improve his technical skills. Technical skills are those skills
where he uses his knowledge, tools and other equipment to perform a task
efficiently.
Training in technical or operational skills helps an employee to

I. Use the equipment in a correct and scientific manner.
II. Choose the correct tools required to complete a specific task.
III. Learn to use new technology and tools.
IV. To prevent industrial accidents and health hazards.
V. It facilitates team work.
Operational training thus increases efficiency and productivity of an

employee by enhancing his ability to use skills and resources available
as required by his job.
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Need for organizational training: -
Organizational training includes training to support the organization’s strategic business
objectives and to meet practical training needs that are common across projects and
support groups.
The purpose of organizational training is to develop the skills

and knowledge of people so they can perform their roles
effectively and efficiently.
I. Pertain to behavior within and according to
employee’s organization structure
II. Take on role and responsibilities as required by the organization
III. Adhere to the organization’s general operating principles and
methods.
IV. Facilitate implementation of organizational
STRATEGIC planned change efforts such as OD,TQM, BPR,ISO.
An organizational training programme should identify the training needed by the

organization, obtain and provide training to address those needs, establish and maintain
training capability and records and assess its effectiveness. This will result in overall
development and ultimately an increase in the profitability of the business.
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NEED FOR INDUSTRIAL TRAINING
Nothing is changing faster than a factory. Fierce global competition,

new regulatory requirements and technical innovations are combining to
redefine manufacturing effectiveness and create a new way of life on
the factory floor. TQM, JIT, World Class Manufacturing, ISO 9000,
Process Safety Management, Total Productive Maintenance, the
computer-integrated enterprise, agile manufacturing-new innovations and
initiatives continually challenge industrial management like never before.
It is not likely to stop.
If change has challenged management, think of how it challenges workers.

The heyday of mass production is long gone as organization gear up to
meet global competition and customer demand for quality. Increasingly
workers are managing themselves in sophisticated self-directed teams.
Now supervisors are expected to be coaches instead of bosses.
In today’s high-performance plants, manual labour is becoming less

important. Workers use computers to control and monitor processes.
Instead of doing, workers process information and make decisions. Instead
of doing the same thing over and over, workers are becoming multi-skilled
so they can accomplish whatever their job or team requires. The role of the
knowledge worker is expanding on the plant floor just as in the rest of the
society.
To meet these challenges and match international rivals, organizations need

educated skill and sophisticated workers. It is not easy to get them.
Workers are coming out of school unequipped to learn in traditional
ways- unable to successfully function in the modern world. Many
businesses have difficulty in finding and developing qualified workers.
What can be done about it? For more industrial enterprises, the answer is
training. It is the bridge between the technology of the plant and the
workers who use that technology. Training is a key factor in determining
manufacturing effectiveness. No matter how sophisticated your processes
and systems, they are only good as your workers.
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In the last few years, industrial training based on established principles of
adult learning has proven to be valuable tool in raising productivity and
increasing competitiveness. Effective training transforms workers into
learners and problem-solvers even when all other educational approaches
have failed.
OBJECTIVES:
TRAINING AND DEVELOPMENT PROGRAM IN HMT

MACHINE TOOLS LIMITED, PINJORE
PRODUCTION & MANUFACTURING SECTOR:
IT Training is specific to the Information Technology (IT) industry, or to

the skills necessary for performing information technology jobs. IT
Training includes courses related to the application, design, development,
implementation, support or management of computer based information
systems.
The main objective of the study paper is to find out the types of training
and development and evaluation undertaken by Tata Consultancy
Services and Cognizant Business Consulting
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COMPANY PROFILE
HMT MACHINE TOOLS LIMITED,

PINJORE - 134101
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 HMT is incorporated on 7th February 1953 by the government of India as a machine
tools manufacturing company. Over the years diversified into Watches, Tractors,
Printing Machinery, Metal Forming Processes, Die casting & Plastic Processing
Machinery and CNC (Computer numerical control) Systems & Bearings. Today, HMT
comprises five subsidiaries under the ambit of a Holding Company, which is also
manages the tractor business directly. HMT head office is located at Bangalore (HMT
BHAVAN, 59, BELLARY ROAD, BANGALORE– 560032, INDIA). The Machine
Tool Division at HMT Bangalore was the oldest manufacturing unit of the company and
the product lines consists of 16 types of metal working machine.
 HMT is synonymous with excellence in precision engineering in India from simple

lathes to multi-station transfer lines, from standalone CNC machines to state-of-the-art
CNC machines, leading to factory automation, HMT's broad range of machine tools
cover general purpose machines, special purpose machines and CNC machines to meet
the application need of every industry. HMT also has the distinction of manufacturing
its own CNC system in association with Siemens.
 HMT's commitment to development of machine technology is reflected in the fact that

HMT has as many as 7 exclusive machine tools units with ISO 9001 certification.
 It was in the early post-independence era that HMT began in a small way to meet a big
commitment.
 To manufacture mother machines to build modern industrial India'
HMT was conceived by the Government of India in 1949, and was incorporated in 1953, with
the objective of producing a limited range of machine tools, required for building an industrial
edifice for the country.
 The 1960s:
 With the success achieved in the initial years in absorbing the technology and in
attaining production competence far ahead of the original plans, the Company launched
a bold plan of diversification and expansion which resulted in the duplication of the
Bangalore Unit and the setting up of new units at Pinjore, Kalamassery and Hyderabad.
 In 1967s
Recession struck the Indian Engineering Industry and the consumption of machine tools dipped
drastically. The traumatic years of recession did indeed serve to bring to the fore two latent
strengths of HMT, namely, the urge to survive and the confidence to innovate. With these
strengths at full play, the company emerged from the recession.
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 With the world's widest range of machine tools and associated services under a single
corporate entity.
 With action plans firmly launched for diversification into Presses and Press Brakes,
Printing Machines, Die Casting and Plastic Injection Moulding Machines, that were
considered to have economic cycles that are different from those of machine tools.
 With export markets of enormous potential under active development.
 The 1970s:
 The ‘70s witnessed the fructification of all thew diversification plans as envisaged
 HMT setup
 HMT International Limited as a subsidiary company to channel HMT's products and

technical services abroad.
 HMT took over Machine Tool Corporation at Ajmer as its sixth Machine Tool Unit.
 THE 1980s
In the '80s HMT as a part of vertical integration efforts, launched units to manufacture
 CNC systems at Bangalore.

 Ball screws
 THE 1990s
 Formulation of Machine Tools Business Group as part of Business Reorganisation.

 Formulation of Central Reconditioning Division at Bangalore.
 The New Millennium
 Formation of HMT Machine Tools Limited as a wholly owned subsidiary of HMT

Limited.
 Consolidation of Bangalore based manufacturing facilities.
 Merger of Praga Tools Limited, a subsidiary of HMT Limited with HMT Machine
Tools Limited.
 The strategic plans of the subsidiary is coordinated by the holding company HMT
Limited.
 To navigate through the challenges of new millennium, HMT Machine Tools Limited
seeks strategic alliances from global leaders to synergise its own strengths with
symbiotic inputs from the partner.
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COMPANY PROFILE
 The Machine Tool Limited was incorporated by the Government of India in 1953 as
facility to p[produce Tool Room Lathes at Bangalore in collaboration with M/s
Oerlikon OF Switzerland with the capacity to manufacture around four hundred
machine per year.
 The product diversification efforts took the company to the business of watches in 1962,
Tractors in 1971, Die Casting and Plastic Processing Machinery in 1971,
Printing/Machinery in 1972, Lamps and Lamp Machinery in 1976, Food Processing
Machinery in 18980, CNC system in 1986, Ball Screws and bearings in 1986,
Reconditioning in 1990.
 By successfully assimilating technology through collaboration and further backed by its
own R & d efforts, the company has pawed way for self-sufficiency to supply goods
and services to thew major industrial sectors in agriculture, automobile, defence and
strategic sectors etc.
 In per unit of a name justifying the multi-product activities. Hindustan Machine Tools
Limited its identity as HMT Ltd.
VISION & VALUES OF HMT LTD

 Vision
To be the world's largest and most admired CNC Grinder Manufacturing Company.
 Corporate Mission
 To establish ourselves as one of the work's premiere companies in the engineering field
having strong international competitiveness.
 To achieve market leadership in India through ensuring customer satisfaction by

supplying internationally competitive products & services at most affordable prices.
 To achieve sustained growth in the earrings of the group on behalf of shareholders.
 Values
 Entrepreneurship
HMT foster an entrepreneurial spirit in our business and value the ability to foresee
opportunities early in the cycle and act on them swiftly. Whether it is developing growth
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projects or it is debottlenecking the existing assets they ensure an entrepreneurial spirit at
the heart of the workplace.
 Growth
They continue to deliver industry-leading growth and generate significant value for the
shareholders. Their growth is unique and are confident that they will continue to deliver
significant growth for shareholders in the future. They are not the only beneficiary of their
growth They see growth as a means to enhance the wealth and prosperity of the society at
large. Excellence
Achieving excellence in all that they do is the way of life. They consistently deliver projects
ahead of schedule at industry-leading costs of construction and within budget. They are
one of the best cost CNC Grinder Manufacturers and their ongoing initiatives should help
them to further sharpen our cost performance. Equally important to them is achieving
excellence in health, safety and environment performance.
 Trust
They value and cherish the trust reposed in them by their stakeholders. They recognize that
they must responsibly deliver on the promises they make to earn that trust. They constantly
strive to meet stakeholder expectations and deliver ahead of expectations. They always
behave in a manner that is consistent and upholds our value system Their desire and ability
to act in a competent manner would help them to further build upon the trust of their
stakeholders.
 Sustainability
They pursue sustainability within the framework of well-defined governance structures and
policies and with the demonstrated commitment of their management and employees. Their
sustainability team comprises over 200 full time resources including field workers. With the
use of appropriate technology and best in class practices, they always endeavorto minimize the
damage to the environment, and they do not miss any opportunity to leave a positive mark.
Their growth and business policy hinges around the philosophy of inclusive growth with a clear
focus on neighborhood communities.
PRODUCTS OFFERED BY THE HMT MACHINES TOOLS LTD

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 Horizontal Machining Centres, Vertical Machining Centres
 Vertical and Horizontal Broaching Machines
 General Purpose Milling Machines
 Special Tooling & Fixtures, Job Works
 Reconditioning of Milling and Broaching Machine
 CNC machining centres.
 Watches and Tractors and its Spare-parts
 Metal Forming Presses
 Printing Machinery
 Plastic Processing Machinery
HINDUSTAN MACHINE TOOLS LIMITED
 Type- Public Sector Undertaking

 Founded- 1953
 Headquarter- Bangalore
 Key People- A.K. JAIN (Chairman & Managing Director)
 Industry- Engineering
 Products- Machine Tools, Tractors, Watches
 Website:www.hmtindia.com
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HUMAN RESOURCE MANAGEMENT (HRM), ITS DEFINITIONS
According to Lean C. Muggings the term HRM means, “the total knowledge,skills,abilities, talent and aptitude of an
Organisation workforce as well as the value, attitude and beliefs of the individual involved”.
Human Resource Management (HRM) is the term used to describe formal et devised for the management of people within
an organization. These human resources are generally divided into three major areas of management: staffing, employer
compensation, and defining/ designing work. Essentiality, the purpose of HRM is to maximize the productivity of an
organization by optimizing the effectiveness of its employees. This mandateis unlikely to change in any fundamental way,
despite the ever-increasing pace of Change in the business world. As Edward L. Guman observed in the re Business
Strategy, "the basic mission of human resources will also be to acquire, develop, and retain talent, align the workforce with
the band de an excellent contributor to the business. Those three changes will never.”
Until fairly recently, an organization's human resources department consigned to lower lungs of the corporate hierarchy,
despite the fact that as mandate is to replenish and nourish the company's workforce, which is often a cited-legitimately -as
an organisation's greatest resource but in recent years of the importance of human resources management to a company's
overall health has grown dramatically. This recognition of the importance of HRM extends to small businesses, for while
they do not generally have the me volume of human resources requirements as do larger organisations, they too face
personnel management issues that can have a decisive impact on business health As Irving Burstiner commented in The
Small Business Handbook "Hiring the right people-and training them well-can often the difference between scratching out
the barest of livelihoods and steady. business growth. Personnel problems do not discriminate between small and big
business. You find them in all businesses, regardless of size.”
Principles of Human Resource Management
Business consultants note that modern human resource management is guided by several overriding principles. Perhaps the
paramount principle
is a simple recognition that human resources are the most important assets of an organization; a business cannot be
successful without effectively managing this resource. Another important principle, articulated by Michael Armstrong in his
book A Handbook of Human Resource Management, is that business success "is most likely to be achieved if the personnel
policies and procedures of the enterprise are closely linked with, and make a major contribution to, the achievement of
corporate objectives and strategic plans." A third guiding principle, similar in scope, holds that it is HR's responsibility to
find, secure, guide, and develop employees whose talents and desires are compatible with the operating needs and future
goals of the company. Other HRM factors that shape corporate culture-whether by encouraging integration and cooperation
across the company, instituting quantitative performance measurements, or taking some other action-are also commonly
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cited as key components in business success. HRM, summarized Armstrong, "is a strategic approach to the acquisition,
motivation, development and management of the organization's human resources. It is devoted to shaping an appropriate
corporate culture, and introducing programs which reflect and support the core values of the enterprise and ensure its
success."
Position and Structure of Human Resource Management
Human resource management department responsibilities can be broadly classified by individual, organizational, and career
areas. Individual management entails helping employees Identify their strengths and weaknesses; correct their shortcomings;
and make their best contribution to the enterprise. These duties are carried out through a variety of activities such as
performance reviews, training, and testing. Organizational development, meanwhile, focuses on fostering a successful
system that maximizes human (and other) resources as part of larger business strategies. This important duty also includes
the creation and maintenance of a change program, which allows
The organization to respond to evolving outside add Internet influence is the 3rd responsibility career development entails
matching individuals with the most suitable jobs at career path within the organization
Human resource management functions are ideally positioned near the theoretic centre of the organization with access to all
areas of the business since the HRM department or Manager is charged with managing productivity and development of
workers at all level, human resource personnel should have access to and the support of key decision makers. In addition, the
HRM department should be situated in in such a way that it is able to effectively communicate with all areas of the
company.
HRM structures vary widely from business to business shaped by the type, size, and governing philosophies of the
organization that they serve. but most organizations organise HRM functions around the clusters of people to be helped- they
conduct recruiting administrative and other duties in a central location different employee development group for each
department and necessary to train and develop employees in specialised areas, such as sales, engineering, marketing or
executive education. In contrast some HRM department are completely independent and are organised purely by function.
The same training department, for example, serves all our divisions of the organization.
In recent years, however, observers have cited a decided trend toward fundamental reassessments of human resources
structures and positions,” A cascade of changing business conditions, changing at organization structures, and changing
leadership has been forcing human resources departments to alter their perspectives on their role and functions almost over
overnight’” wrote John Johnston in business quarterly. “Previously, company structured themselves on a centralized and
compartmentalized basis- head office, marketing, manufacturing, shipping etc. They now seek to decentralize and to
integrate their operations, developing cross functional teams. Today, senior management expects HR to move beyond its
traditional, compartmentalized bunker’ approach to do a more integrated, decentralize support function. “Given this change
in exceptions, Johnston noted that “an increasingly common trend in human resources is to decentralize the HR function and
make it accountable to specific line management. This increases the likelihood that HR is viewed and included as an integral
part of the business process, similar to its marketing, finance, and operation counterparts.However, HR will retain
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centralized functional relationship in areas where specialized expertise is truly required,” such as compensation and
recruitment responsibilities.
Human Resource Management- key Responsibilities
Human resource management is concerned with the development of both individual and the organization in which they
operate. HRM, then is engaged not only in securing and developing the talents of individual workers, but also in
implementing programs that enhance communication and cooperation between those individual workers in order to nurture
organizations development.
The primary responsibilities associated with human resource management include job analysis and staffing, organization and
utilization of work force, measurement and appraisal of workforce, implementation of reward system for employees,
professional development of workers, and maintenance of workforce.
Job analysis consists of determining open with the help of other company areas- the nature and responsibilities of various
employment positions. This can an encompass determination of the skills that experience is necessary to adequately perform
in a position, identification of jobs and industry trends at anticipation of future employment levels and skill requirements.
“Job analysis is the cornerstone of HRM practice because it provides valid information about jobs that is used to hire and
promote people, establish wages, determined training needs, and make other important HRM decisions,” " stated Thomas S
Bateman and Carl P. Zeithaml in Management: Function and Strategy. Staffing. meanwhile, is the actual process of
managing the flow of personnel into, within through transfers and promotions), and out of an organization. Once the
recruiting part of the staffing process has been completed, selection is accomplished through job postings, interviews,
reference checks, testing, and other tools.
Organization, utilization, and maintenance of a company's work force is another key function of HRM. This involves
designing an organizational framework that makes maximum use of an enterprise's human resources and establishing
systems of communication that help the organization operate in a unified manner. Other responsibilities in this area include
safety and health and worker-management relations. Human resource maintenance activities related to safety and health
usually entail compliance with federal laws that protect employees from hazards in the workplace. These regulations are
handed down from several federal agencies, including the Occupational Safety and Health Administration (OSHA) and the
Environmental Protection Agency (EPA), and various state agencies, which implement laws in the realms of worker's
compensation, employee protection, and other areas. Maintenance tasks related to worker-management relations primarily
entail: working with labour unions; handling grievances related to misconduct, such as theft or sexual harassment; and
devising communication systems to foster cooperation and a shared sense of mission among employees.
Performance appraisal is the practice of assessing employee job performance and providing feedback to those employees
about both positive and negative aspects of their performance. Performance measurements are very important both for the
organization and the individual, for they are the primary data used In determining salary increases, promotions, and, in the
case of workers who perform unsatisfactorily, dismissal.
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Reward systems are typically managed by HR areas as well. This aspect of human resource management is very important,
for it is the mechanism by which organizations provide their workers with rewards for past achievements and Incentives for
high performance in the future. It is also the mechanism by which organizations address problems within their work force,
through institution of disciplinary measures. Aligning the work force with company goals, stated Gubman, "requires offering
workers an employment relationship that motivates them to take ownership of the business plan,"
Employee development and training is another vital responsibility of HR personnel. HR is responsible for researching an
organization's training needs, and for initiating and evaluating employee development programs designed to address those
needs. These training programs can range from orientation programs, which are designed to acclimate new hires to the
company, to ambitious education programs intended to familiarize workers with a new software system.
"After getting the right talent into the organization," wrote Gubman, "the second traditional challenge to human resources is
to align the workforce with the business-to constantly build the capacity of the workforce to execute the business plan." This
is done through performance appraisals, training, and other activities. In the realm of performance appraisal, HRM
professionals must devise uniform appraisal standards, develop review techniques, train managers to administer the
appraisals, and then evaluate and follow up on the effectiveness of performance reviews. They must also tie the appraisal
process Into compensation and incentive strategies, and work to ensure that federal regulations are observed.
Responsibilities associated with training and development activities, meanwhile, include the determination, design,
execution, and analysis of educational programs. The HRM professional should be aware of the fundamentals of learning
and motivation, and must carefully design and monitor training and development programs that benefit the overall
organization as well as the Individual. The importance of this aspect of a business's operation can hardly be over-stated. As
Roberts, Seldon, and Roberts indicated In Human Resources Management, "the quality of employees and their development
through training and education are major factors in determining long-term profitability of a small business. Research has
shown specific benefits that a small business receives from training and developing its workers, including: Increased
productivity; reduced employee turnover; Increased efficiency resulting in financial gains; [and] decreased need for
supervision."
Meaningful contributions to business processes are increasingly recognized aswithin the purview of active human resource
management practices. Of course,human resource managers have always contributed to overall businessprocesses in certain
respects-by disseminating guidelines for and monitoringemployee behavior, for instance, or ensuring that the organization is
obeying worker-related regulatory guidelines-but increasing numbers of businesses are Incorporating human resource
managers into other business processes as well. In the past, human resource managers were cast in a support role in which
their thoughts on cost/benefit justifications and other operational aspects of the business were rarely solicited. But as
Johnston noted, the changing character of business structures and the marketplace are making it increasingly necessary for
business owners and executives to pay greater attention to the human resource aspects of operation: "Tasks that were once
neatly slotted into well-defined and narrow job descriptions have given way to broad job descriptions or role definitions. In
some cases, completely new work relationships have developed; telecommuting, permanent part-time roles and outsourcing
major non-strategic functions are becoming more frequent." All of these changes, which human resource managers are
heavily involved in, are important factors in shaping business performance.
25
The Changing Field of Human Resource Management
In recent years, several business trends have had a significant impact on the broad field of HRM. Chief among them were
new technologies. These new technologies, particularly in the areas of electronic communication and Information
dissemination and retrieval, have dramatically altered the business landscape. Satellite communications, computers and
networking systems, fax machines, and other devices have all facilitated change in the ways in which businesses Interact
with each other and their workers. Telecommuting, for instance, has become a very popular option for many workers, and
HRM professionals have had to develop new guidelines for this emerging subset of employees.
Changes in organizational structure have also influenced the changing face of human resource management. Continued
erosion in manufacturing Industries in the United States and other nations, coupled with the rise in service Industries In
those countries, have changed the workplace, as has the decline in union representation in many industries (these two trends,
In fact, are commonly viewed as interrelated). In addition, organizational philosophies have undergone change. Many
companies have scrapped or adjusted their traditional, hierarchical organizations structures in favor of flatter management
structures. HRM experts note that this shift in responsibility brought with it a need to reassess job descriptions, appraisal
systems, and other elements of personnel management.
A third change factor has been accelerating market globalization. This phenomenon has served to increase competition for
both customers and jobs. The latter development enabled some businesses to demand higher performances from their
employees while holding the line on compensation. Other factors that have changed the nature of HRM in recent years
include new management and operational theories like Total Quality Management (TQM); rapidly changing demographics;
and changes in health insurance and federal and state employment legislation.
A small business's human resource management needs are not of the same size or complexity of those of a large firm.
Nonetheless, even a business that carries only two or three employees faces important personnel management issues. Indeed,
the stakes are very high in the world of small business when it comes to employee recruitment and management. No
business wants an employee who is lazy or incompetent or dishonest. But a small business with a work force of half a dozen
people will be hurt far more badly by such an employee than will a company with a work force that numbers in the hundreds
(or thousands). Nonetheless, "most small business employers have no formal training in how to make hiring decisions,"
noted Jill A. Rossiter in Human Resources: Mastering Your Small Business. "Most have no real sense of the time it takes
nor the costs Involved. All they know is that they need help in the form of a 'good' sales manager, a 'good' secretary, a 'good'
welder, or whatever. And they know they need some-one they can work with, who's willing to put in the time to learn the
business and do the job. It sounds simple, but it isn't."
Before hiring a new employee, the small business owner should weigh several considerations. The first step the small
business owner should take when pondering an expansion of employee payroll is to honestly assess the status of the
organization itself. Are current employees being utilized appropriately? Are current production methods effective? Can the
needs of the business be met through an arrangement with an outside contractor or some other means? Are you, as the
owner, spending your time appropriately? As Rossiter noted, "any personnel change should be considered an opportunity for
rethinking your organizational structure."
26
Small businesses also need to match the talents of prospective employees with the company's needs. Efforts to manage this
can be accomplished in a much more effective fashion if the small business owner devotes energy to defining the job and
actively taking part in the recruitment process. But the human resource management task does not end with the creation of a
detailed job description and the selection of a suitable employee. Indeed, the hiring process marks the beginning of HRM for
the small business owner,
Small business consultants strongly urge even the most modest of business enterprises to implement and document policies
regarding human resource issues. "Few small enterprises can afford even a fledgling personnel department during the first
few years of business operation," acknowledged Burstiner. "Nevertheless, a large mass of personnel forms and data
generally accumulates rather rapidly from the very beginning. To hold problems to a minimum, specific personnel policies
should be established as early as possible. These become useful guides in all areas: recruitment and selection, compensation
plan and employee benefits, training, promotions and terminations, and the Bike." Depending on the nature of the business
enterprise (and the owner's own comfort zone), the owner can even involve his employees in this endeavour. In any case, a
carefully considered employee handbook or personnel manual can be an invaluable tool in ensuring that the small business
owner and his or her employees are on the same page. Moreover, a written record can lend a small business some protection
in the event that its management or operating procedures are questioned in the legal arena.
Some small business owners also need to consider training and other development needs in managing their enterprise's
employees. The need for such educational supplements can range dramatically. A bakery owner, for instance, may not need
to devote much of his resources to employee training, but a firm that provides electrical wiring services to commercial
clients may need to implement a system of continuing education for its workers in order to remain viable.
Finally, the small business owner needs to establish and maintain a productive working atmosphere for his or her work force.
Employees are far more likely to be productive assets to your company if they feel that they are treated fairly. The small
business owner who clearly communicates personal expectations and company goals, provides adequate compensation,
offers meaningful opportunities for career advancement, anticipates work force training and developmental needs, and
provides meaningful feedback to his or her employees is far more likely to be successful than the owner who is neglectful In
any of these areas.
27
DEFINITIONS, FUNCTIONS OF HUMAN RESOURCE MANAGEMENT
 "AN ART OF ACQUIRING MAXIMUM EFFICIENCY".
Human Resource Management is an art of acquiring, developing and maintaining a competent workforce in such a
manner as to accomplish with maximum efficiency and economy, the functions and objectives of the Organisation.
 "HUMAN RELATIONS WITHIN THE ORGANISATION"
Human Resources Management is a part of Management function which is primarily concerned with the human
relationships within the Organisation. Its objectives is the maintenance of those relationship on a basis of which, by
consideration of the well-being of individual, enables all those engaged within the undertaking to make their
maximum personal contribution to the effective working of that undertaking.
 THE PROCESS OF PLANNING AND DIRECTING

HRM is the process of planning, and directing the application, development and ubilization of human resources in
employment.
 THE CODE OF WAYS OF ORGANISING AND TREATING
HRM is a code of the ways of organizing and treating individuals at works so that they will get the greatest possible
realisation of their intrinsic abilities, thus attaining maximum efficiency for themselves and their group and thereby giving to
the enterprise of which they are apart, determining competitive advantages and its optimum results.
28
Functions: The Major functions of HRM
1. It provides a set of techniques for handling people with professional standards.
2. It helps individuals to utilize their capacities to the maximum level possible and to attain not only Individual
satisfaction, but also satisfaction as part of the work group.
3. Profit growth Engineering functions
4. Manpower Planning
5. Recruitment and Selection
6. Induction
7. Training and Development
8. Motivation
9. Wage and Salary administration
10. Grievance Handling
11. Communication
12. Appraisal
13. Promotion, Transfer, Job rotation
14. Discipline and disciplinary action
15. Health, Safety and Welfare
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OBJECTIVES & SCOPE OF HRM
The broad objectives of HRM are classified as under;
Objectives
 To utilize the human resources more effectively
 To secure Right people for Right job at Right time in Right place
 To provide maximum individual development of the people in theOrganisation
As the social, economic and technologic al conditions are changing very fast, the scope of the HRM should also cope up
with the above areas in order to promote Industrial growth in our Country. Hence, the scope of HRM functions could be
viewed under fourfollowing areas;
SCOPE OF HRM
ORGANISATION: Planning, Motivation, Wage and Salary, Perks administration, integrating change techniques, Keeping
Organisation Sound and productive, Industrial Relations. Organisation Development.
WORK PLACE: - Adoption of changing technologies, Problems identifications, Behaviour approach, Grievance Handling,
Psycho-social approach.
HRM DEPTT: Process orientation, Concern with strategy, Research & Development, Pro-active, Personnel Policy,
Development of the department.
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INDIVIDUAL: Personality Development, Communication, Leadership, Quality of work life, Employment Security.
part from this, the following scope also comes under the preview of HRM;
1. Career Growth
2. Performance appraisal
3. Wage Policy
4. Welfare
5. Training and Development Employee Relation
7. Community Development
In order to respond to the emerging changes in the Socio-economic-political environments, the scope of HRM should also be
diverted into the following aspects.
1. Anticipating Problem areas
2. Diagnosing the environment
3. Becoming relevant to top management
4. Developing HR policies for long term purposes.
5. Professionalism and behavioural approach
6. Relationship with line managers
7. Research Orientation etc.
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PATTERN AND PHILOSOPHIES OF HRM
HRM is the development of people and not the direction of things. Management and HRM are one and the same, they should
never be separated. But we should keep the fact in mind that all organisation basically consists of individuals and only
through proper utilization of men, material and money the goals of organization are achieved. The art of managing all the
resources within the organization is called Human Resources Management.
In fact, the importance of managing human resources is considered so great that some have defined management as
synonymous with HRM. Basically, the job of HRM Manager is to direct the activities of the people under him to reach pre-
determined objectives with the optimum use of the resources available to him. The Job of management can be looked upon
as a process involving basically five steps namely: Planning, Staffing, Organising, Motivating and controlling. Similarly, to
any other form of management, HRM is involved in the proc ess of planning and directing, the application, development and
utilization of human resources in employment.
However, there are four basic patterns in dealing with problems regarding human resources in an Organisation;
 Identifying the symptoms in the given situation.
 Diagnosing the cause of trouble
 Deciding how to deal with trouble
 Starting the treatment
But the philosophy of HRM viewed by some top-level personalities was people tinkering in highly specified and restricted
areas. It was considered to be not a unified, comprehensive function crucial to the welfare of the business but a minor
function to be drawn up when needed and then delegated to purely custodial duties. For one thing, many people engaged in
HRM work were deficient in training. Since their training and experience had been in fragmentary areas of HRM, they had
become specialists in the worst sense of the word and they could not gain rapport with other functional managers. In
addition, there had been too busyness in HRM work and far too little thinking, planning and philosophizing.
32
Because of technological advancements and a fast industrial growth HRM philosophies on human management is considered
to be the most important of all other factors of production. Machinery and materials are inert factors but man with his ability
to think, to conceive to feel and to plan has become most difficult to inspire, control and motivate. Today, in employing and
supervising people in business enterprises a manager must be more than good at handling human resources.
At one time in our history, linking people appeared to be sufficient for choosing to work in the field of HRM. Preferring to
work in the field of human beings rather than objects is still important but is grossly insufficient. Not only most of the
organizational requirements be met but also the HRM Manager must be greatly concerned with the expectations of both the
employees and society at large. This is because the employee is simultaneously an instrument of the firm, a human being and
a citizen. The modern HRM Manager therefore, requires a broad background in such fields as psychology, sociology,
economics and management. It requires a capacity to project himself into other positions without losing his own perspective,
an ability to understandthat which is not logical and a skill in predicting human behaviour.
Also, we may say that the philosophies of management are centred around the human aspects, and may be grouped as;
 Planning
 Organizing
 Staffing
 Directing
 Controlling
 Reporting and
 Budgeting etc.
A good management philosophy, therefore, has always meant two things viz.
1. Getting the cooperation
2. Getting effective results with people
Apart from the other 4 M's (Materials', Machines, Money, Men) the Management takes a lion's share to achieve the
Organizational goals. A skilful HRM Administrator with his special leadership capacity gets the best result out of the Human
Resources.
If we say Management is to get the effective result from Human Resources available, then the HRM is a basic management
function. The philosophy of Management also embraces the other types of management such as
 Production Management
33
 Sales Management
 Marketing Management and so on
To sum up, in a dynamic business environment, there will be clear cut pattern and philosophy for managing the people and
directing them for a better result. The philosophy must be flexible, innovative, dynamic and rational approaches must be
revived systematically through continuous process of audit to ensure appropriate philosophy and patterns for the changing
conditions.
HRM as a Behavioural Science
As we may have seen earlier, management of human resources embraces other social sciences, the contribution of
behavioural science to deal with human problems are very vital indeed.
The Modern employments with professional HRM have to provide assurance for the overall quality of work life rather than
mere economic support. In this context, creating a congenial working atmosphere and good human relations climate is the
prime duty of professional HRM. Here argumentation of communication with the employees is an essential requirement,
which is the basic aspect of behavioural sciences. Communication is not only transmission of information but human
dialogue. In this dialogue Union Management relations are exposed for bringing a better settlement. For an effective
communication exercise, the HRM has to depend on behavioural science. Another behavioural aspect to be dealt with, in an
Organisational working atmosphere is Grievances. Once the employees’ bread and butter needs are more or less satisfied,
the employees are likely to motivate only when their next higher order needs, e.g. social and psychological needs are catered
to. The grievances are arisen due to various psychological and economic factors.
Human side of management without the contribution of behavioural Science Is, like a man going to deep water without
knowing swimming.
RESEARCH METHODOLOGY
Research Methodology in a way is a written game plan for conducting research. Research methodology may have
dimensions. It includes research methods and also considers the logic behind the methods used in the context of the study. It
may also be understood as the science of the study and minimizes the degree of uncertainty of making wrong choices. It
helps to understand assumptions underlying various techniques and the criteria by which they can decide that certain
34
techniques will be applicable to certain problems and others will not. Therefore, in order to solve research problem, it is
necessary to design research methodology for the easy and accurate solution of the problem.
1. Data Collection Design
Human Resources Development in HMT Machine Tools Limited, Pinjore
Training Facility: The training centre came under the HRM department. HMT has given a very high priority to Human
Resource Development (HRD) through training &development activities. The training look after the training needs of an
employee right from the time to join as a fresh recruit through to his growth in the company hierarchy. HMT approach to
HRD is there for multi disciplining, multi-function, needs based and spans all levels of personnel. Previously, both the units
example the Machine Tool Unit and the Tractor Unit, at HMT Pinjore have combined Training Centre but now the units
have their separate Training Centre.
The Training at the HMT can be categorized into: -

 Technical Training
 Personnel Development Programmes &
 Organization Development
Training Centre
The training centre is managing the following broad categories of Training activities for the units in Pinjore Vice Versa viz:
MTP&TRP.
Different Training Programmes started by the HMT LTD. for collecting data about the employees are as follows: -
Apprentice training: - The apprentice Training is design to equip the trainees with discipline better lateral and vertical
relationship, dedication to work, Professional development, habit of Learning and practicing, adaptability to change and hard
work.
The training centre is engaging both fresh SSLC and EX-ITI's for trade. Apprentice act lays down rules governing the trade
apprenticeship training intended to shape up to trade man in various trade in 1961.Rules governing apprentice training of
graduate / diploma /vocational apprentice training are covered by apprentice act 1973.
Customer Training: - By acquiring knowledge about their new Machine the customer will be able to provide guidance and
act as a pivot to unkept the Machine and To build the work culture of their organisation. Training imported customer's
personnel to equip them suitably for better upkeep of our machines at their work. For CNC machines not only maintenance
but the programming and machine operation also have to be taught to them.
35
Employee training: In order to upgrade the skills and knowledge of our employees to active continuous improvement in the
quality of processes and product to ensure maximum customer satisfaction.
In order to comply with stipulations under ISO9001 Series of standards and to upgrade the skills and knowledge of our
employees to achieve continuous improvement in the quality of process and product to ensure maximum customer
satisfaction. It is mandatory to train the employees in regular and systematic way.
Multi-Skills Training: - To improve the practical implementation skills to build conducive work culture for improving
productivity in the organisation.
Direct workman released for multiple skill training treated as indirect and no job booking will take in his ticket no. During
this period. The multi skills trainees are given 2-3days reorientation in training centre and send back to the area of trade
identified for skill diversification. The normal period of training is three months, which may be extended to another three
months when progress is not satisfactory.
Sources of Data Collection
There are two sources of Data collection which are as follows: -
PRIMARY DATA SECONDARY DATA
Interviews Books
Questionnaire Journal Reports
36
Observations Training Centre Data Bank
The report maintained by the training centre and also from the HRM dept.
2. SAMPLING AND SAMPLING DESIGN
1. SAMPLING:
Sampling can be defined as the selection of some part of an aggregate or totality on the
basis of which a judgment or inference about the aggregate or totality is made. In other words
it is the process of obtaining information about an entire population by examining only a part of
it.
Sampling is an integral part of the data collection process as it is not feasible to secure data from each and every unit of
entire population.
2. SAMPLING DESIGN:
A sampling design is a definite plan for obtaining a sample from the sampling frame. It refers to
the technique or the procedure that is adopted in selecting the sampling units from which
inferences about the population is drawn. Sampling design is determined before the collection
of the data. Several decisions have to be taken in context to the decision about the appropriate sample
selection so that accurate data is obtained and efficient results are drawn.
 SAMPLING TECHNIQUES
Stratified random sampling and convenience sampling technique wasadopted for the study.
 SAMPLING UNIT:
Employees both who had undergone training and had not undergone raining so far in the organization and their respective
dept. heads were selected for the study.
 SAMPLING FRAME
Employee respondents as well as HOD respondents were selected from 10 dept. of the company for the study.
 SAMPLING SIZE
37
50-Employee respondents
10 = HOD respondents
 SAMPLING SIZE
50-Employee respondents
10= HOD respondents
Total sample size = 60 respondents
 Methods Suggested for sampling for training by the HRD/Training Centre are as follows:
Category Area Methods
1. Training for Workmen Creating a sense of Information sharing using examples from epic
belongingness stories, audio visuals, hands on experience on
Introduction of new trainers’ kits.
technologies and systems
2. Supervisors Organizing and integrating shop Audio visual of case studies and discussions on
floor operations including human them. Video based training and self-learning
relations. and refreshes at regular intervals through
Leadership skills to motivate computer-based training.
workmen in Implementing new
technologies.
3. Managerial staff Ability to plan, implement and Problem based analysis. Learning through
anticipate problems in technology compute simulation.
improvements and human
38
relations.
4.High level executives Corporate business plans and Computer simulation.

technology forecasts.
SIGNIFICANCE AND SCOPE OF THE STUDY
Training is the corner stone of sound management, as it makes employees more effective and productive. Training is
essential for building confidence, commitment and competence. It must aim to cultivate a new attitude and behaviour in
human personality. Training is a widely expected problem-solving device. It helps employees to function more effectively in
their present position by exposing them to the latest concepts, information and techniques and developing the skills, they
need in their particular’s fields. The ultimate success of the training depends upon the change in behaviour of the trainees,
who in turn can inject efficiency and effectiveness in their services, Actions. training is aimed at creating a situation in
which employees can act optimally.

The level of competence of public services personnel involved in the execution of the project and training them in modern
concepts and techniques administration and management can raise implementation of development plans. Training is well
articulated effort to promote competence in the public services by imparting professional knowledge, by broadening of
vision and adoption of correct patterns of behaviour among the employees regarding their existing functional
responsibilities. It also enables the employees to equip themselves for senior administrative position in future.

This study covers the analysis of the present system of training followed in the organization. The purpose of the study is to
evaluate the training programmes. To justify the cost effectiveness of the training programmes. To give feedback of the
training programmes to give feedback of the training results, To make necessary changes. In the identification and
development needs of the individual and to propose a suitable solution in order to improve the training programme in future.

39
3.DATA ANALYSIS DESIGN
Data analysis is defined as a process of cleaning, transforming, and modelling data to discover useful information for
business decision-making. The purpose of Data Analysis is to extract useful information from data and taking the decision
based upon the data analysis.
 Tools and Techniques of Data Analysis: -

The data collected using the questionnaire were analysis and tabulated using appropriate tools like percentage method and
weighted average method etc.
 Percentage Method: - In this method percentage are identified in the analysis and they are presented by way of Bar
chart and pie chart in order to have better understanding.
1. Data Analysis of Employee Respondents
 Personal Data: -
1.1 Age Group of Employee Respondents
Category Below 40 40-50 Above 50 Total

No. of Respondents 3 7 10 20
%age of Respondents 15 35 50 100
120
100
80
60
40
20
0
Below 40 40-50 Above 50 Total
No. of Respondents %age of Respondents
1.2 Educational Qualification of the Employee Respondent

40
Category Diploma Graduate Post Graduate Post Degree Total
No. of Respondents 5 4 3 8 20
%age of
Respondents 25 20 15 40 100
120
100
80
60
40
20
0
Diploma Graduate Post Graduate Post Degree Total
1.3 Experience of the Respondent
Below
Category Below15 15-25 25 Total
41
120
100
80
60
40
20
0
Below15 15-25 Below 25 Total
1.4 Types of Training Attended
Technical Administrative
Category Training Training Both Total
%age of
Respondents 50 30 20 100
120
100
80
60
40
20
0
Technical Training Administrartive Both Total
Training

42
1.1 Age Group of HOD Respondents

%age of
120
100
80
60
40
20
0
1.2 Experience of HOD Respondents

No. of
%age of
43
120
100
80
60
40
20
0
1.3 Identification of Training Needs on Three-Dimensional Skill Framework.
Category Conceptual Functional Both Total

No. of
%age of
120
100
80
60
40
20
0
Conceptual Functional Both Total
1.4 Methods in identifying Training needs.
44
Category Group Discussion Functional Both Total
No. of
%age of
120
100
80
60
40
20
0
Group Discussion Functional Both Total
3. Weighted Average Method
Weighted Average Method is used to find out the relative importance of different components required for training and
development.
 Employee’s opinion about the beneficially training components.
Components Rank 1 11 111 1V V Mean Weighted Rank

Weighted 10 8 6 4 2 Score Average
Allotted
Appropriate TrainingDesign 16 21 4 2 2 364 12.13 11
Appropriate Venue 5 24 9 4 3 318 10.60 V
Right Duration 10 26 4 3 2 348 11.60 1V
Proper Training Tools 23 15 4 2 1 392 13.07 1
Timing Feedback 13 22 6 2 2 354 11.80 111
 Department Heads opinion about the beneficially Training Components
45
Components Rank 1 11 111 1V V Mean Weighte Rank
Weighted 10 8 6 4 2 Score d
allotted Average
Appropriate Training Design 7 1 1 1 0 88 2.93 1
Right Duration 4 3 1 1 1 76 2.53 1V
Timing Feedback 5 2 1 1 1 78 2.60 111
DATA ANALYSIS DESIGN
Data analysis is defined as a process of cleaning, transforming, and modelling data to discover useful information for
business decision-making. The purpose of Data Analysis is to extract useful information from data and taking the decision
based upon the data analysis.
 Tools and Techniques of Data Analysis: -

The data collected using the questionnaire were analysis and tabulated using appropriate tools like percentage method and
weighted average method etc.
 Percentage Method: - In this method percentage are identified in the analysis and they are presented by way of Bar
chart and pie chart in order to have better understanding.
1.1 Age Group of Employee Respondents

This graph shows
thatage of no. of respondents below 40 is 3 respondents and above 50 is10 respondents. It shows that out of 20 respondents
10 respondents age above 50 and this shows that they have more knowledge about the training.
46
1.2 Educational Qualification of the Employee Respondent
Category Diploma Graduate Post Graduate Post Degree Total

No. of Respondents 5 4 3 8 20
%age of
Respondents 25 20 15 40 100
120
100
80
60
40
20
0
Diploma Graduate Post Graduate Post Degree Total
This graph shows thatno. of respondents whose educational qualification is diploma has 5 respondents is around 25 precents.
And post degree employeesare around 8 respondents with 40 percent.this shows that morequalification leads more
experience and learning about the training.
4.3 Experience of the Respondent
Below
Category Below15 15-25 25 Total
47
120
100
80
60
40
20
0
Below15 15-25 Below 25 Total
This graph shows that no. of respondents who thinks that Experience is very much crucial for Training and development out
of 10 respondent’s categories of below 25 has vast experience of training with 50 percent out of 100 percent.
1.4 Types of Training Attended
Technical Administrative
Category Training Training Both Total
%age of
48
120
100
80
60
40
20
0
Technical Training Administrartive Both Total
Training
This graph shows that no. of respondents who are attendings Training and development out of 10 respondent’s categories of
20 respondents 10 respondents attending technical training and 6 respondents attending administrative training and
theirpercentage are 50 and 30 percent out of 100 percent. Rest is attending both training with 20 percent.
1.3 Age Group of HOD Respondents

%age of
49
120
100
80
60
40
20
0
This graph shows that age of no. of HOD as respondents below 40 is 2 respondents and above 50 is 3 respondents. It shows
that out of 20 respondents 10 respondents age 40- 50 have more knowledge about the training.
1.4 Experience of HOD Respondents

No. of
%age of
50
120
100
80
60
40
20
0
This graph shows that no. of Head of Department as respondents who thinks that Experience of HOD is very much crucial
for Training and development out of 10 respondent’scategories of 20-25 has vast experience of training with 50 percent out
of 100 percent.
1.3 Identification of Training Needs on Three-Dimensional Skill Framework.
Category Conceptual Functional Both Total

No. of
%age of
51
120
100
80
60
40
20
0
Conceptual Functional Both Total
This graph shows that no. of Head of Department as respondents who thinks that Identification of Training Needs on Three-
Dimensional Skill Framework Training needs those respondents is in functional category 6 respondents out of 10 with 60
percent out of hundred.
1.4 Methods in identifying Training needs.
Category Group Discussion Functional Both Total

No. of
%age of
52
120
100
80
60
40
20
0
Group Discussion Functional Both Total
This graph shows that no. of Head of Department as respondents who thinks that Methods is important in identifying
Training needsthose respondents is in functional category 6 respondents out of 10 with 60 percent out of hundred.
53
6. Weighted Average Method
Weighted Average Method is used to find out the relative importance of different components required for training and
development.
 Employee’s opinion about the beneficially training components.
Components Rank 1 11 111 1V V Mean Weighte Rank

Weighted 10 8 6 4 2 Score d
Allotted Average
Right Duration 10 26 4 3 2 348 11.60 1V
Timing Feedback 13 22 6 2 2 354 11.80 111
 Department Heads opinion about the beneficially Training Components
Components Rank 1 11 111 1V V Mean Weighted Rank

Weighted 10 8 6 4 2 Score Average
allotted
Right Duration 4 3 1 1 1 76 2.53 1V
Timing Feedback 5 2 1 1 1 78 2.60 111
54
TRAINING AND RETRAINING OF SECRETARIAL SUPPORT OFFICERS ON MODERN
OFFICE
For decades now, fast changes have been taking place in all facets of human life including the office itself.
This is as a result of technological advancement. Every office in today’s business world, be it government,
industry or other human endeavours, require facts and accurate information for quick decision-making.
The office workers including the secretarial support officers expect certain support from the organization
into which he/she is employed. This support can be technological (machines and equipment) and human.
In offices of past, manager’s dictated memos and letters and secretaries typed them.
Most recently, modern offices have developed word processing centres and relied on personal computers
and even electronic mail in an effort to lessen the need for secretarial support and make the employee-
secretary very productive.
Some years back, retraining of employee is not as important as it seems so optional But due to
advancement in technology which has changed the direct role of a secretary in today’s modern office who
typically needs more skills in order to handle modern office equipment arose the need for training and
retraining in every organization.
Training is the systematic building or improvement of a person’s knowledge, skill and attitude for
satisfactory performance. He further stressed that the survival and success of any organization to a large
extent depends on well qualified and result oriented employees. This is because any organization that has
abundant manpower resources that can be harnessed or controlled within its domain will continue to play a
leading role in the pursuit of her goals and objectives.
On the other hand, retraining of workers involve the renewal or updating of worker’s skills, knowledge,
attitude, work habits and competencies to enable them perform their assigned responsibilities creditably.
55
What is Retraining?
Retraining is a function of observed training needs and the number of changes which have taken place in
the techniques of production.
Retraining on the other involves the renewal or updating of worker’s skills, knowledge, attitude, work
habits and competencies to enable them perform their assigned responsibilities creditably. retraining is a
function of observed training needs and the number of changes which have taken place in the techniques of
production.
Re-training of workers is very vital to the productivity of any organization considering the technological
changes taking place in the world of work. This means workers must be retrained to acquire the necessary
skills and knowledge to be able to meet with these changes and perform their assigned roles in the
organization towards the achievement of organizational goals. This may be the reasons why always opines
that retraining is seen as expression of management’s desire to assist workers to attain the apex of self-
fulfillment. Thus, retraining is a tool used in updating the skills of workers as may be required by change
in work activities.
56
Who is a Secretarial Support Officer?
A secretarial support officer is a person who is responsible for the provision of confidential secretarial,
administrative support and project-based services that contribute to achieving the business goals.
Secretarial support officer who is also known as an executive support officer is a person employed with the
sole responsibility for the provision of administrative support to staff, including researching and drafting
responses to assigned ministerial and departmental questions, providing advice on administrative standards
and procedures, arranging travel, accommodation and preparation of itineraries.
Importance of Training and Retraining in Modern Officers
Some organizations, small and large shy away from training and retraining effort because, they think that,
by developing or upgrading the skill of the workforce, their employees will be more marketable to their
competitors. This explain why organizations prefer top training employees in areas or skills specific to
them, while some other organizations prefer to poach using money as an attractor, thereby, investing little
or nothing in training. But contrary to this above believe, training and retraining makes employees feel
Secure and challenged particularly in organizations where talents and skills are highly valued (Fen, 2000).
Thus, training is not only desirable but also necessary if an organization wants to maintain its employees.
The following important of training and development.
 Training and retraining increases productivity i.e. it ensure a rapid growth in output.
 Training and retraining reduce the rate of accident i.e. it enables the employees to be more
conscious and efficient in discharging responsibility
57
 Training and retraining also reduces the cost of supervision i.e., if there is an efficient training
and retraining, the service of the supervisor will no longer be required.
It also enhances employees' morale i.e., Training and retraining serve as a motivational factor to
employees
Benefits of Training and Retraining of Secretarial Support Officers
Modern office and their workers directly or indirectly benefit from training and retraining in one way or the other.
Some opines that there are specific benefits that small businesses receive from training and retraining its workers, which
includes:
 Increase job satisfaction and moral among employee
 Increase employee motivation
 Increase efficiencies in processes, resulting in financial gain
 Increased capacity to adopt new technologies and methods
 Increased innovation in strategies and product
 Reduced employees turn over
 Enhanced company image, e.g., conducting ethics training (not a good reason for ethics training)
 Risk management, e.g., training about sexual harassment, diversity training.
58
Findings of the Study
 Compensation and Benefits: Compensation basically consists of direct and indirect
compensation and HMT LTD is very much concerned about both these types of
compensation. They offer attractive package that is in per with current market practice
in similar sector. They also offer bonuses and yearly incremental. For long term
benefits, HMT LTD has provision of Gratuity, Provident Fund. They also have leave
planning for employees consisting of different kind of leaves according to employee
needs.
 Performance Evaluation: The evaluation of employee’s performance of HMT LTD is
not properly done by the HR division.
 Officers of the organization are competent even though many of them simply know the
working procedure of what they are doing but don’t know the philosophy behind doing
those.
 Service quality of HMT LTD is commendable. It is very important for every
organization serve its customers so that it creates a loyal customer base who will
repeatedly buy its products and carry a long-time relationship with the company as well
as work as a spoken person to promote the products of the company to peers, friends,
relatives, etc. This organization is really good at its service quality.
59
Recommendations
 The organization should practice proper HMT LTD guideline. The purpose of Human
Resource Management is to improve the productive contribution of people.
 To get effective and efficient employee, the organization should arrange proper training
and development programs.
 The entire HR department should be well informed regarding the employment personal.
 Theorganizationshouldprovidewelldirectcompensationaswellasdirecttoitsstaffs.
 The management should have job evaluated salary structure, which is most competitive
than other organizations in the country.
 To evaluate employee’s performance; the management should follow promotion policy
properly.
 In order to get competitive advantage and to deliver quality service, top management
should try to modify the services.
 Periodical performance appraisal and giving recognition and rewards to the qualified
employees to keep motivating them.
 Proper training needed for ensuring efficient performance of the employees.
 HMT LTD Management should hire specialist for each individual sector.
 The management should create customers database and continuously informing the
investors about the available facilities or opportunities which will work to achieve twin
goal at a time; one is direct marketing and another is large pool of customers database.
60
Results of the study
 80% of the employees get the training in their organization.

 The main factor which determines the need of training is prior performance of the
employee.
 yes70% of the respondents are comfortable in discussing training needs superior
whereas 30% are not comfortable
 The main objective of training is to improving salesmanship followed by the Improving
prospecting because the training programme was designed for sales persons of the
company.
 60% says it is necessary to get trained each employee whereas 40% are not necessary to
get trained each employee.
 Basically, new recruits need training as they are new in their job thus, they are selected
for the training.
 The normal duration for imparting the training was considered to be the 1 week and
65% of the employee agree with this time period and considered that 2-3 days is too
short and 1 month is too long.
 As training programme was designed for the sales persons the lecture was considered to
be the best basic method of training followed by the group discussion.
 Company’s trainer is basically responsible for giving training to the sales persons and
for some specific purpose the trainer comes from outside.
 30% of respondents thinks that the content of the training is attitude towards training
and 60% of respondents thinks that the content of the training is knowledge of
company, competitors, and customers and 10% of respondents thinks that the content of
training is time management.
 90% of the employees are asked to fill the feedback form as to know the effectiveness
of the training programme. It also helps in improving the training programme design for
future.
 Questionnaire and observation were considered to be the suitable method for the
evaluating the training programme.
61
CONCLUSION
Training programmes are an integral part of most organization across the globe. Training is
important for the achievement of organizational objectives. To maintain competitive advantage,
it has become imperative or companies to provide ongoing training and development to its
employees. Through training employees gain skills, abilities, knowledge and attitude that help
them performed more effectively i the present and future jobs. Training serves the organization
by providing a number of important functions:
1. Improving performance
2. Updating employees’ skills
3. Promoting job competency
4. Solving problem
5. Preparation for promotion 6. Orienting new employees
The study reveals that HMT has made good beginning, but it has to go away in its training and
development process. The company maintains a corporate calendar, which list out the
programmer’s schedules for each year. The organization must also prepare long range training
programmes. Top management interest and active support should be there in a need assessment
process. The effectiveness of the training programmes both in individual and organizational
level are satisfactory in nature. The impact of training is also good.
To be successful, training must be effectively managed, applying the basis of good

management to the training functions; training administrator must promote co-operation
between line and staff, receive top management support for the training function, ensure that
personnel who conduct on the job training know how to train, and are rewarded for the training
efforts, build Flexibility into the scheduling process, recognize, performance problems that can
and cannot be solved through training, design and objective evaluation system and periodically
audit the overall training function through an outside consultant.
62
THANK YOU
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SECOND YEAR MBA (HR) INTERNSHIP REPORT ON

“TRAINING AND DEVELOPMENT

NAME OF STUDENT ROLL NUMBER

CHANDIGARH UNIVERSITY, PUNJAB

“Acknowledging the debt is not easy for us as we are indebted to so

Words alone cannot express my deep sense of gratitude to MS.

 FEATURES OF TRAINING AND DEVELOPMENT

 TRAINING AND DEVELOPMENT PRACTICES UNDERTAKEN

HISTORY OF THE COMPANY

 TRAINING PROGRAMS UNDERTAKEN FOR THE NEW

TRAINING AND RETAINING OF SECRETARIAT SUPPORT 56-59

OFFICER ON MODERN OFFICE

FINDINGS AND CONCLUSION 60-63

EVALUATION OF THE TRAINING METHODS OF HMT

It is interesting to see how the terms training and development differ.

 Training: to instruct and discipline in or for some particular art,

 Development: to unfold more fully, bring out all that is potentially

The basic difference between training and development is that 'Training'

FEATURES OF TRAINING AND DEVELOPMENT

Types of Training and Development

 On-the-job training- when employees are trained while they are

 Off-the-job training- Off-the-job training means training the

On- the -job training Off- the- job training

4) Coaching 4) Case study

5) Induction or orientation 5) Computer modelling and

INDIVIDUAL, OPERATIONAL AND

Training has become a necessity for all the organization in today’s

Training can be multi-dimensional. It can be specifically used to develop

Individual skills include self-management, communication and

Individual training offers the following benefits: -

Thus, we see that the individual or employee training provides

Need for operational training: -

Operational training includes training that helps an employee to develop,

Training in technical or operational skills helps an employee to

Operational training thus increases efficiency and productivity of an

The purpose of organizational training is to develop the skills

An organizational training programme should identify the training needed by the

Nothing is changing faster than a factory. Fierce global competition,

If change has challenged management, think of how it challenges workers.

In today’s high-performance plants, manual labour is becoming less

To meet these challenges and match international rivals, organizations need

TRAINING AND DEVELOPMENT PROGRAM IN HMT

IT Training is specific to the Information Technology (IT) industry, or to

HMT MACHINE TOOLS LIMITED,

 HMT is synonymous with excellence in precision engineering in India from simple

 HMT's commitment to development of machine technology is reflected in the fact that

 To manufacture mother machines to build modern industrial India'

 With export markets of enormous potential under active development.

 HMT International Limited as a subsidiary company to channel HMT's products and

 CNC systems at Bangalore.

 Formulation of Machine Tools Business Group as part of Business Reorganisation.

 The New Millennium

 Formation of HMT Machine Tools Limited as a wholly owned subsidiary of HMT

VISION & VALUES OF HMT LTD

 To achieve market leadership in India through ensuring customer satisfaction by

 To achieve sustained growth in the earrings of the group on behalf of shareholders.

PRODUCTS OFFERED BY THE HMT MACHINES TOOLS LTD

HINDUSTAN MACHINE TOOLS LIMITED

 Type- Public Sector Undertaking