A

PROJECT REPORT

ON
TRAINING NEED IDENTIFICATION PROCESS
IN

MOSER BAER INDIA LIMITED
A REPORT SUBMITTED IN PARTIAL FULFILLMENT OF
THE REQUIREMENTS FOR THE AWARD OF THE
DEGREE OF BBA
SUBMITTED TO SUBMITTED BY
KAPIL KUMAR
Mr. PANKAJ KUMAR Roll No. 7!""!#
BATCH$ BBA
SESSION$%!&&$&'
(A))*l*+,-. B/ CCS U0*1-r2*,/ 3M--r4,5
COLLAGE OF EDUCATION BILAS PUR GREATER NOIDA
1
Declaration
I, KAPIL KUMAR, student of BBA COLLAGE OF EDUCATION BILAS PUR.
GR. NOIDA hereby declare that the summer training project work titled
TRAINING NEED IDENTIFICATION PROCESS submitted in partial
fulfillment of the requirements for the award of the degree of BBA is my original
work.
The contents of the study in full or parts hae not been submitted to any other
institution or uniersity for the award of any !egree.
"lace#
!ate# $%"I& $'(%)

*
ACKNOWELDGMENT
I take this opportunity to express my profound gratitude and deep regard to, Mr. Sanjay Sengar
(General Manager of Sales & Marketing at Moser !aer "n#ia Lt# and Mr. Sa$%in Mal%otra
(De&'ty Manager of After Sales Ser(i$es) for guiding me throughout this project. for his
exemplary guidance, monitoring and constant encouragement throughout the course of this
project work. The help and guidance given by him time to time shall carry me a long-way in
journey of life on which I am about to embark.
I would like to thank to Mr *ankaj K'+ar (*rofessor) College of E#'$ation !ilas&'r) Greater
Noi#a for his valuable guidance and support throughout the lifetime of this project. I am
indebted to his for his guidance.
!!A ,
t%
Se+. KA*"L K-MA.
.oll No. /012213
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I1T).!'0TI.1


7
I1T).!'0TI.1
Training is the continuous, systematic deelopment among all leels of
employees of their knowledge and their skills and attitude . we can say that
training is the organiAed procedure by which an employee learns knowledge and
skill for doing a particular job.
Training is required 4 when productiity is
decreasing ,
?hen new technology is taking place , when organiAation is not meeting its goal .
we can say that training is the way to meet the desired result . training is conducted
on the basis of organiAational needs , group needs or indiidual needs. Training
need identification is a tool to identify what educational courses or actiities
should be proided to employees to improe their work productiity.
OBJECTIVES
To identify the needs of training in the organiAation.
To identify the T1I process in the organiAation.
To identify that 3) deptt. "roides adequate training for growth = deelopment of
employees.
To check training programmes are conducted at regular interal.
To identify that time duration gien for training is sufficient.
To identify that training programmes motiate employees to learn = apply new
knowledge and skills to the job.
To identify the need fulfillment through appropriate training in the organiAation.
To identify the parameters which are used for identification of training needs.

8
SCOPE
,asically, there are two types of the training B ,ehaioral = /unctional.
The scope of training coers behaior aspect = functional aspect for a particular
organiAation. ,ehaioral training deals with team work , communication , conflict,
etc. functional training coers all the functional area of the particular organiAation.
,oth types training helps the organiAation to improe the productiity.
)esearch report comes to light the facts which hamper the T1I process in the
organiAation.
LIMITATIONS
T1I process does not address areas like employment ,organiAational change and
deelopment.
The focus of T1I process is building more on the job competencies rather than
deeloping managerial skills for future goal.
1either the T1I process is linked with potential appraisal nor succession plan
which may leae the training process incomplete.



>

03%"T-) 4*

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9

0.("%15 ")./I&-
(oser ,aer is a world leader in the deelopment and manufacture of remoable
data storage media, headquartered in 1ew !elhi, and is one of IndiaCs leading
technology companies. -stablished in 1;9+, the company successfully deeloped
cutting edge technologies to become the worldCs second largest manufacturer of
.ptical 2torage media like 0!s and !D!s.
The company also emerged as the first to market the neEt4generation of storage
formats like ,lue4ray !iscs and 3! !D!. )ecently, the company has transformed
itself from a single business into a multi4technology organiAation, diersifying into
eEciting areas of 2olar -nergy, 3ome -ntertainment and IT "eripherals =
0onsumer -lectronics.
(oser ,aer has a presence in oer 9* countries, sericed through siE marketing
offices in India, the '2, -urope and Fapan, and has strong tie4ups with all major
global technology players.
(oser ,aer has the distinction of being preferred supplier to all top global .-(
brands.
(oser ,aer stands committed to supplying highest quality fully licensed media to
its customers.
(oser ,aerCs products are manufactured at its three state4of4the4art manufacturing
facilities. It has oer 8,<<< full4time employees and multiple manufacturing
facilities in the suburbs of 1ew !elhi

;

4"STO.5 O6 MOSE. !AE.
Milestones on4the ro! to le!ershi"#$
1;9+ 4 5ear of Incorporation
1;97 4 "roduction of 9.<GH7.*7G disks commences
1;9> 4 "roduction of +.7G disks commences /irst "ublic Issue
1;;9 4 (oser ,aer India gets I2. ;<<* certification
1;;; 4 "roduction of 0!4)s commences
*<<< 4 "roduction of 0!4)?s commences
*<<* 4 "roduction of cake and jewel boEes begins
*<<+
-ntry into !D!4) formats commissioning of the worldCs single4largest
optical media production facility in :reater 1oida.
&argest4eer Indian manufacturing deal with Imation 0orp, '2%
Introduction of the C(oser ,aerC brand in the Indian market.
*<<6
Technology license agreement with 3ewlett4"ackard to manufacture optical
media using C&ight scribeC technology.
"riate equity firm ?ar burg "incus &&0 inests I16; million Jabout )s 8>7
croreK in (oser ,aer.
%greement with 3ewlett4"ackard to manage the manufacturing, marketing
and distribution of 3"4branded !D!L)s, !D!L )?s, 0!4)s and 0!4
)?s, storage media in India and the 2%%)0 region.
1<
(oser ,aer named as contributing member of the ,lu4ray !isc %ssociation
*<<7
I2. 16<<1 = .32%2 19<<1 certification for (oser ,aer plants.
0ommencement of "hase III of :reater 1oida "lant.
*<<8
"roduction of %danced /ormats J!&41"H*"K.
"hoto Doltaic "roject 0ommenced.
/oray into 0ontent = 3ome Dideo -ntertainment.
*<<>
!D!) H %danced /ormat )amp4up J"lant4IIIK.
(oser ,aer recommended for 2%49<<< 0ertification.
11
Vision
GTouching eery life across the globe through high technology products and
sericesG
Mission
?e will drie growth through our eEcellence in mass manufacturing.
?e will moe up the alue chain through rapid deelopment of technology,
products and serices.
?e will leerage our relationships, distribution, cost leadership and Gcan doG
attitude to become a global market leader in eery business
Values
Te%&or'#
Thinking and working together across functional silos, hierarchies, businesses and
geographies. 0o4operating = supporting each other towards common goals.
Inte(rit)#
0onsistently behaing and taking decisions in an ethical, trustworthy and fair
manner in all spheres of life.
Pssion#
(issionary Aeal coming out of oneCs heart to drie to the goal which gies one a
feeling of Gdo it with prideG and Gloe to be thereG. % feeling that encourages one to
dream = realiAe the dreams. 2elf4commitment to gie more than 1<<M = create
alues.
1*
S"ee!#
(eeting and eEceeding customerCs eEpressed or implied eEpectations by a Gdo itG
attitude and by doing right, first time, on time and eery time.
*+i,' F,ts
%mong the top two media manufacturers in the world
-ntered the highly eEciting and emerging global technology space of
photooltaic in mid4*<<7
/oray into the fast growing 3ome -ntertainment ,usiness in *<<8.
In4house deeloped and patented technology has been considered as one of
the four standard media to be included in the ,lue4ray !isk %ssociation
The first storage media company in the world to ship 3! !D!s using a
special disc structure using common materials.
&owest4cost manufacturer of optical media in the world
3ighly )=!4focused company
.-( supplier to all the 1* leading storage media brands in the world.
Lo,tions o- MBIL
1. Cor"orte .e!/+rters# 1ew !elhi, India
*. In!in O--i,es# (umbai, $olkata, 0hennai and ,angalore
+. 0orl!&i!e O--i,es# The 1etherlands, '2% J1ew 5ork and
0aliforniaK, Fapan, (iddle4-ast
1+
Co67+0/ Pol*8*-2
?hen youCre running a small business, thereCs not a lot of time for personnel
management. %fter all, you hae clients to meet and projects to complete. 2o you
let employees work independently, unless or until itCs eident there are problems.
Then you step in.
In order to gie staff members the feelings of autonomy and ownership, they need
to know the rules. These go beyond what time to show up, acation time and health
benefits. 5ou need a written company policy that coers computer and Internet use.
% companies policies and procedures are manual guides both managers and
employees as to what is eEpected and can preent misunderstandings about
employer policy. In addition, superisors and managers are more likely to
consistently apply policies if they are clearly communicated in writing. %nd is
probably your first line of establishing an affirmatie defense strategy. It is true that
written policies, like any record, can be used against an organiAation in a lawsuit.
CSR Poli,)
%t (oser ,aer, we beliee that 0orporate 2ocial )esponsibility J02)K is the way
to conduct business that achiees a balance or integration of economic,
enironmental and social imperaties while at the same time addressing
stakeholder eEpectations. 'nder its 02) policy, the company affirms its
commitment of seamless integration of marketplace, workplace, and enironment
and community concerns with business operations. (oser ,aer uses 02) as an
integral business process in order to support sustainable deelopment and
constantly endeaors to be a good corporate citiAen and enhance its performance on
the triple bottom4line.
CSR M*22*o0
?hilst being committed to eEcellence and total customer satisfaction
through teamwork, ceaseless innoation and timely deliery of quality
products of international standards, we recogniAe our responsibilities towards
social and enironmental dimensions of our business and thus aim to isibly
play a leading role within our sphere of influence.

16
?e will strie to be a leader while continuing our business in a socially and
enironmentally responsible manner. ?e affirm our commitment to contribute
to nation building measures through improing quality of life of our
workforce, their families and the communities of the area we eEist and beyond.
T.E STRUCTURE
0ommunity !eelopment ehicle, (oser ,aer Trust is headed by 02) 3ead
of (oser ,aer
Trustees are senior leaders from the company
/unctional scorecard and $)%s align initiaties with companyNs strategic
objecties
)egular board leel reporting to 02) 0ommittee
"rograms eoled after stakeholder dialog and hae independent budget,
action plans and targets
0ommunity programs designed to meet (illennium !eelopment :oals J(!:sK
in (,I&Ns sphere of operations4 as contribution to nation building.
Co%%+nit) De1elo"%ent

)ecogniAing that gien its deeloping country conteEt, community deelopment
forms an important element of 02), we hae established the (oser ,aer Trust 4 a
dedicated ehicle set up for this purpose focusing on the issue of health, lielihoods
and digital literacy in our surrounding areas while we continue to work on larger
issues like recycling of plastics, access to education for isually challenged
children, disaster preparedness on a broader leel. .ur community deelopment
programs are undertaken after stakeholder dialog and hae a strong sustainable
deelopment component to ensure that our initiaties contribute to achieing the
millennium deelopment goals in our sphere of influence.
0orporate 2ocial )esponsibility 4 :reen 0ompany
E.S Poli,) $
17
?e are fully committed to deelop and operate a safe, healthy and clean
enironment to protect ital human resources, plant, machinery and the
enironment from the haAards and risks through#
o 0omplying with applicable enironmental, health = safety legislations and
all requirements of interested parties.
o 0ontinually improing the processes and work practices for pollution
preention and risk minimiAation through objectie drien targets.
Cor"orte So,il Res"onsi2ilit) $ Certi-i,tions 3 Re,o(nition
o (oser ,aer, being a responsible company, has secured prestigious
certification of I2. 16<<1#*<<6 for enironment management audited by
!1D.
o (oser ,aer has also secured .32%2 19<<1#*<<1 standards for 3ealth =
2afety (anagement audited by !1D.
o (,I& is one of the ery few companies to get 2% 9<<< certification for
being socially accountable.
o 2ony :reen "artner 0ertification for product enironmental management
system from 2ony Fapan securing ;8.7M 44 highest score eer for any
company audited by 2ony worldwide.
o /I)2T in I1!I% to receie "heto2anity 0ertificate from :oernment of
India (inistry of %griculture with permanent code no I14<<143T alid in
International (arket.
o )ecipient of the prestigious :olden "eacock %ward for .ccupational 3ealth
= 2afety, *<<>.
MBIL .AS T.E FOLLO0ING CERTIFICATES #
18
(oser ,aer, being a responsible company, has secured prestigious certification of
ISO 45664#7665 for enironment management audited by !1D

(oser ,aer has also secured O.SAS 48664#4999 standards for 3ealth =
2afety (anagement audited by !1D

(,I& is one of the ery few companies to get SA 8666 certification for
being 2ocially accountable.

2ony :reen "artner 0ertification for product enironmental management

system from 2ony Fapan securing ;8.7M 44 highest score eer for any
company audited by 2ony worldwide.

/I)2T in I1!I% to receie "hoto 2anity 0ertificate from :oernment of
India (inistry of %griculture with permanent code no I14<<143T alid in
International (arket
)ecipient of the prestigious :olden "eacock %ward for .ccupational
3ealth = 2afety, *<<>.
-/5 *<<9 2pecial %ward to (r. !eepak "uri, 0(!, (oser ,aer.
:olden "eacock -nironmental -co B Innoation %ward *<<9
!r. !eepak "uri was conferred "%!(% 23)I on *8
th
Fanuary by the
"resident of India for his distinguished contribution towards the sustained
growth of the Indian Industry.
1>
HUMAN RESOURCE
PRACTICES
IN
MOSER BAER INDIA LIMITED

19
HR- ORGANIZATIONAL CHART


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*<
PRODUCTS AND SER9ICES
O7,*8+l 2,or+:- 6-.*+ ;
)ecordable 0ompact !iscs J0!4)K,
)ewritable 0ompact !iscs J0!4)?K,
"re4recorded J0!H!D!K.
!igital Dersatile !isks J!D!4)K
)ewritable !igital Dersatile !isks J!D!4)?K,
&ight 2cribe4enabled media.
!D! "latinum
(ini !D!
!D!L) !< &
*1
(ini 0! )ecordable
(oser ,aer :old
(oser ,aer platinum
M+:0-,*8 D+,+ S,or+:- M-.*+;
(icro /loppy disks J(/!K
%udiocassettes
!igital %udio Tapes
O,<-r Pro.48,2;
P<o,o1ol,+*8; Crystalline Silicon cells and module
E0,-r,+*06-0,; Distribution of movies, film production and theatrical distribution
IT P-r*7<-r+l2 +0. Co0246-r El-8,ro0*82; Optical Disk Drives, Headphones,
Keyboards, Optical Mouse
**

03%"T-) 46
T)%I1I1: 1--! I!-1TI/I0%TI.1
*+
TRAINING NEED IDENTIFICATION
Introduction
Training need identification is a tool utiliAed to identify what educational courses
or actiities should be proided to employees to improe their work productiity.
3ere the focus should be placed on needs as opposed to desires of the employees
for a constructie outcome. Inorder to emphasiAe the importance of training need
identification we can focus on the following areas#4
To pinpoint if training will make a difference in productiity and the bottom
line.
To decide what specific training each employee needs and what will improe
his or her job performance.
To differentiate between the need for training and organiAational issues and
bring about a match between indiidual aspirations and organiAational goals.
Identification of training needs JIT1K, if done properly, proides the basis on which
all other training actiities can be considered. %lso requiring careful thought and
analysis, it is a process that needs to be carried out with sensitiity as peopleCs
learning is important to them, and the reputation of the organiAation is also at stake.
Identification of training needs is important from both the organiAational point of
iew as well as from an indiidualCs point of iew. /rom an organiAationNs point of
iew it is important because an organiAation has objecties that it wants to achiee
for the benefit of all stakeholders or members, including owners, employees,
customers, suppliers, and neighbors. These objecties can be achieed only through
*6
harnessing the abilities of its people, releasing potential and maEimiAing
opportunities for deelopment.
Therefore people must know what they need to learn in order to achiee
organiAational goals. 2imilarly if seen from an indiidualCs point of iew, people
hae aspirations, they want to deelop and in order to learn and use new abilities,
people need appropriate opportunities, resources, and conditions. Therefore, to
meet peopleCs aspirations, the organiAation must proide effectie and attractie
learning resources and conditions. %nd it is also important to see that there is a
suitable match between achieing organiAational goals and proiding attractie
learning opportunities.
%lso in order to bring a synchroniAation between organiAational and indiidual
objecties people need to question the way they do things. %nd this is precisely the
hidden objectie behind any training need identification process. It should ideally
be a long4term process of encouraging employees to take an actie inolement in
their own deelopment, thus increasing their commitment to learning, to their
work, and to the organiAation as a whole.
Different Levels at which it is to be Conducted
Identification of training needs can be done at three leels to ascertain three kinds
of needs: -
Organizational Needs -
These concern the performance of the organiAation as a whole. 3ere identification
of training needs is done to find out whether the organiAation is meeting its current
performance standards and objecties and if not, eEploring ways in which training
or learning might help it to do so. 2ometimes organiAational training needs are also
identified when the organiAation decides that it has to adopt a major new strategy,
create a new product or serice, undergo a large4scale change programme, or
deelop significant new relationships, such as joining with others to form new
partnerships.
Group Needs -
2ince working in groups and teams hae become ery much prealent in todayCs
corporate world that is why nowadays there is increased emphasis gien on team
effectieness and team performance. 2o training needs are nowadays een
identified at the group leel. Training needs here are concerned basically with the
performance of a particular group, which may be a team, department, function,
sub4unit, or so on. Information about this groupCs performance may identify areas
of need 4 which, again, may be for training or other interentions. It is used to find
*7
out how efficiently a particular team or group goes about its business and meets its
current objecties.
Individual Needs -
These concern the performance of one or more indiiduals Jas indiiduals, rather
than as members of a groupK. 3ere identification of training needs is about finding
out to what eEtent indiiduals need to learn or be trained in order to bring their
current performance up to the required leel as a result of changes in methods and
processes that call for new competencies and skills.
TRAINING PROGRAMMES IN MOSER BAER
.):%1IO%TI.1%& T3)'2T %)-%2 J.T%K
$now your policy
,alance score card awareness
(,I& ision, mission and alues
"erformance management system workshop
:allup workshops
.pen communication = feedback workshop for performance management
I1!'0TI.1
)oll associateNs induction
Induction to sr. mgmt
Induction for 3. associates
Induction to management trainees
").0-22 I(").D-(-1T
72
$aiAen
?aste management
%danced 2"0
0ost of quality
0ycle time reduction
:roup problem soling
/(-%4 failure mode = effect analysis
Introduction to !.-
(easurement system analysis
(initab application
T"(4 Total "lanned (aintenance
TP(4 Total Puality (anagement
*8
2I@ 2I:(%
,asic awareness programme on siE sigma
5ellow belt certification programme
:reen belt training
,lack belt training
%dance yellow belt
I(2 J I1T-:)%T-! (%1%:-(-1T 252T-(2K
I(2 %wareness
&egislatie requirements
2% 9<<< %wareness
Training programme for I(2 internal auditors
2% 9<<< internal auditor certification programme
-32
3andling of haAardous chemicals for .(:H "rinting H &ab H 'tilities
2afety awareness on maintenance
/ire fighting training
:eneral safety awareness
/irst aid
,ehaioral programmes
Time management
Team building
0ommunication skills
0onflict management
Influencing skills
"resentation skills
Train the trainer
0oaching , counselling , mentoring
0reatiity = innoation
-nterprenurial behaior
0ustomer focus
!riing = managing change
"roblem soling skills
1egotiation skills

!-D-&."(-1T%& ").:)%((-
(,I& management deelopment programme
*>
2taying %head 41 deelopment programme for technicians
2taying %head 4* deelopment programme for engineers
2taying %head 4+ deelopment programme for middle management
FUNCTIONAL : TEC.NICAL
"roject management
"roduction planning = control
(aterial management = inentory control
!isk handling
0omputer skills J eEcel , word , power point K
-lectrical dries awareness programme
&ab
&< training programme
&1 training programme
&* training programme
!ye handling dye preparation Jall formatK
(achine process parameter
(anufacturing concept
?orking principle of 'D4spectrophotometer , 3"&0 ,:0
:&" J good lab practices K
0!) H !D!) ").!'0TI.1 H").0-22
(achine process parameter
(anufacturing concept
P(" = product parameter
,onding process !D! )
2puttering process
(olding defects = its solution
%!(I1.
Inspection skills
Digilance JsecurityK
-ent management
%sset management
I1/.)(%TI.1 T-031.&.:5
2erers
1etworking skills
"rogramming languages
-)"4 userNs training
*9
$now IT security policy and framework J awareness programmeK
'TI&ITI-2
TransformerNs training
-Eide battery maintenance
2witchgear awareness
(oter maintenance
2T.)-2
2tores = warehousing awareness
?arehouse management
3)
Thomas profiling awareness session
Thomos profiling
0ompetency based interiewing skills
*;
(.2-) ,%-) I1!I% &I(IT-!
J 3) !-"TT.K
T)%I1I1: 1--! I!-1TI/I0%TI.1 /.)(
-mp I! -mp. 1ame !esignation !epartment
2.1.. !etails of
taskHrole
J%
K
?eightage
M J,K
)equired role
competencies
J0K
0ompetency
)ating J!K
)eason for
gap J-K
correctie
actionJ/K
1
*
+
6
7
!. 0ompetency rating
)ating !efinition
1 2tarted learning
* 0an perform under guidance H superision
+ 0an work H perform independently
6 0an work H perform independently as well has troubleshooting
=problem soling capability
+<
7 "erform outstandingly and teaches H coaches others
-. )easons for gap
)eason !efination
1 &ack of interest H behaioral reasons
* &ack of education
+ &ack of eEperience
6 &ack of training

/. 0orrectie action
%ction !efination
1 1eeds more inolement
* 1eeds more learning H education
+ 1eeds more eEperience
6 1eeds training

-mployee signature appraiserNs signature reiewerNs signature
!ate# name# I!# name# I!#
+1

T)%I1I1: 1--! I!-1TI/I0%TI.1 ").0-22 I1 (,I&
In (,I& , there is a certain process which is conducted by training = deelopment
deptt. basically focuses on functional = behaioral training . there is 2taying
%head training that coers area of team work,communication , conflict , customer
orientation etc.
Training need identification process starts with the
distribution of T1I forms to different departmentNs heads. These heads identify the
employees who need training in different areas . T1I forms are sent to T=! deptt.
for the training. T= ! deptt. prepares annual calendar on the basis of
requirements of training.
T1I ").0-22 I1 (,I&

"&%11I1:
Q
")-"%)%TI.1 ./ %11'%& 0%&-1!%)
Q
")-"%)%TI.1 ./ (.1T3&5 0%&-1!%)
Q
").:)%((- -@-0'TI.1
Q
/--! ,%0$ J ")- T-2TH ".2T T-2T K
Q
%1%&52I2 J I/ /%I&K R )-"&%1
Q
2T."
+*

03%"T-)4 7
)-2-%)03 (-T3.!.&.:5
++
RESEARCH METHODOLOGY
)esearch methodology is a way to systematically sole the research problem. In it we study
the arious steps that are generally adopted by the researcher in studying his research
problem along with the logic behind them. It is necessary for the researcher to know not only
the research method as technique but also the methodology. Thus, when we talk at research
methodology we not only talk of the research method but also consider the logic behind the
methods we use in the contest of our research study and eEplain why we are using a particular
method or technique and why we are not using other so that research results are capable of
being ealuated either by the researcher himself or by other.
Total sample siAe is 7< associate. I hae coered below managers. I hae coered associates
from IT department, 3) department, 0ommercial department, %ccounts = /inance, )=!
department and Time office. I hae also coered some technicians.
SAMPLE SIZE - 50 Associates.
SAMPLE AREA- IT department, 3) department, 0ommercial department, %ccounts =
/inance, )=! department and Time office.
OBJECTIVES
The main aim of research is to find out the truth which is hidden and which has not been
discarded as yet. Through each research study has its own specific purpose, we may think of
research objecties as falling into a number of following broad grouping.
+6
1K To identify the training needs in (,I&.
*K To identify the need fulfillment through appropriate training in (,I&.
+K To identify the T1I process in (,I&.
03%"T-)4 8
!%T% %1%&52I2 = I1T-)")-T%TI.1
+7

ANALYSIS
!ata analysis is one of the most essential stages of the surey, which helps
one to draw proper inferences.
This part of the project is practically based on training need identification process.
?hich were conducted in (oser ,aer and are analyAedS
The main aim of this surey is to study things# 4
To study the training need identification process.
To study the whole process of training.
To study the employees training need.
To study the whether the employees are satisfied with the process or not.
+8
+>
DATA COMPILATION ~ QUESTIONNAIRE ON TRAINING
NEED IDENTIFICATION PROCESS! IN MBIL "
1. :%" %1%&52I2 ,-T?--1 0.("-T-105 &-D-& %1! %0T'%& )-P'I)-(-1T ./
F.,.
)esponse 4 5es 1o
1o. of respondents 4 69 *
"ercentage 4 ;8 6
*. !I20'22I.1 2-22I.1 ./ -("&.5-- ?IT3 (%1%:-).
)esponse 4 5es 1o
1o. of respondents 4 69 *
"ercentage 4 ;8 6
+. /)--!.( /.) I!-1TI/5I1: T)%I1I1: 1--!.
)esponse 4 5es 1o
1o. of respondents 4 66 8
"ercentage4 99 1*
6. "%)%(-T-)2 /.) T1I ").0-22.
"erformance appraisalL 0ustomer complaintL :ap analysisL /uture business requirement
1o. of respondents B >
"ercentage B 16
:ap analysisL /uture business requirements
1o. of respondents B +
"ercentage B 8
"erformance appraisal
1o. of respondents B ;
"ercentage B 19
+9
:ap analysis
1o. of respondents 411
"ercentage B **
"erformance appraisalL 0ustomer complaint
1o. of respondents 4 1
"ercentage B *
"erformance appraisalL /uture business requirementsHeEpansion plant
1o. of respondents 4 *
"ercentage B 6
"erformance appraisalL :ap analysisL /uture business requirementsHeEpansion plant
1o. of respondents B *
"ercentage B 6
"erformance appraisalL :ap analysis
1o. of respondents B +
"ercentage B 8
/uture business requirements
1o. of respondents B 6
"ercentage B 9
0ustomer complaintL :ap analysis
1o. of respondents B *
"ercentage B 6
0ustomer complaintL :ap analysisL /uture business requirements
1o. of respondents B *
"ercentage B 6
+;
0ustomer complaintL /uture business requirements
1o. of respondents B 1
"ercentage B *
"erformance appraisalL 0ustomer complaintL :ap analysis
1o. of respondents B 1
"ercentage B *
0ustomer complaint
1o. of respondents B *
"ercentage B 6

7. 2$I&& '" :)%!%TI.1 %1%&52I2
)esponse 4 5es 1o
1o. of respondents 4 69 *
"ercentage 4 ;8 6
8. !I! -("&.5--2 %TT-1! 2.(- T)%I1I1: ").:)%(S
)esponse 4 5es 1o
1o. of respondents 4 69 *
"ercentage 4 ;8 6
>. 0.))-0TID- %0TI.12 %)- T%$-1 %T T3- TI(- ./ T1I.
)esponse 4 5es 1o
1o. of respondents 4 61 ;
"ercentage 4 9* 19
6<
9. 2'"".)T %1! 2'//I0I-1T TI(- ").DI!-! ,5 T3- T)%I1I1: !-"%)T(-1T
)esponse 4 5es 1o
1o. of respondents 4 61 ;
"ercentage 4 9* 19
;. )-0.((-1!-! T)%I1I1:2 %)- 3-&"/'&
)esponse 1o. of respondents M age
2trongly agree 1; +9
%gree *6 69
1eutral 6 9
!isagree < <
2trongly disagree + 8
1<. T)%I1I1: 0%1 23%)"-1 T3- 2$I&&
)esponse 1o. of respondents M age
2trongly agree 17 +<
%gree *9 78
1eutral 6 9
!isagree 1 *
2trongly disagree * 6
11. 2',2-P'-1T T)%I1I1:2 %)- .1&5 /.) % "%)TI0'&%) &-D-& 1.T /.) %&&
)esponse 4 5es 1o
1o. of respondents 4 *8 *6
"ercentage 4 7* 69
1*. %"").")I%T-&5 I!-1TI/I0%TI.1 ./ I!-1TI/I0%TI.1 ./ 1--!2 I1 (,I&
)esponse 1o. of respondents M age
2trongly agree 16 *9
%gree *> 76
1eutral > 16
!isagree < <
2trongly disagree * 6
1+. %1%&52I2 ./ %&& 1-0-22%)5 2T-"2 T%$-1 ,5 T)%I1I1: !-"%)T(-1T
)esponse 1o. of respondents M age
61
2trongly agree 16 *9
%gree *; 79
1eutral 6 9
!isagree * 6
2trongly disagree 1 *
1.T-# 4 Total sample siAe is 7< associate. I hae coered below managers. I hae coered
associates from IT department, 3) department, 0ommercial department, %ccounts = /inance,
)=! department and Time office. I hae also coered some technicians.
6*
ANALYSIS OF TRAINING NEED IDENTIFICATION PROCESS IN
MBIL
1. Training needs are identified based on competency leel of indiidual and actual requirements of
the job Jgap analysisK.
5es B ;8M

1o B 6M


INTERPRETATION B The aboe graph shows that training needs are identified based on
competency leel of an indiidual and actual requirements of the job. This figure shows that
;8M employees are satisfied with the process of identifying training needs based on competency
leel and they are able to fulfill actual requirements of the job and 6M employee want
improement in the process and they are not able to fulfill actual requirements of the job.
6+
*. T1I process in (oser ,aer assures discussion session of the employee with his manager
for his deelopment.
5es B ;8M
1o B 6M
,
INTERPRETATION B This graph shows that T1I process in (oser ,aer assures
discussion session of employee with his manager for the identifying basic training Jskill,
knowledge and attitudeK need of the employee. This figure shows that ;8M employees are
satisfied with discussion session and 6M want improement in the process.
+. %n indiidual employee is gien freedom to identify training needs for self at the time of
training need identification process.
5es B 99M
66
1o B 1*M



INTERPRETATION B This graph shows that an indiidual is gien freedom to identify the
training needs for self at the time of T1I process but trainings are conducted and decided by
the training department which training should be gien as per the area of working need of the
employee might be different. %s per the graph 99M employees are agree with this statement
but 1*M are not agree.
6. ?hat are the parameters taken into consideration for identification of training needsS
a. "erformance appraisal
b. 0ustomer complaint
c. :ap analysis
d. /uture business requirementHeEpansion plant.
67

I1T-)")-T%TI.1 4 %ccording to employees, there are following parameters are taken
together#
"erformance appraisalL 0ustomer complaintL :ap analysisL /uture business
requirements B 16M employees think that all aboe mentioned parameters are taken
into T1I process.
:ap analysisL /uture business requirements B 8M employees think that only these two
parameters are taken into T1I process.
"erformance appraisal B 19M employees think that T1I process is completely based
on performance appraisal.
:ap analysis B **M employees think that gap analysis is a base to identify training
needs.
"erformance appraisalL 0ustomer complaint B *M employees think that these two
parameters are taken together in T1I process for identifying needs.
"erformance appraisalL /uture business requirements B 6M employees think that these
two parameters are taken together in T1I process for identifying needs.
"erformance appraisalL :ap analysisL /uture business requirements B 6M employees
think that these three parameters are taken into identifying training needs.
"erformance appraisalL :ap analysis B 8M employees think that these two parameters
are taken into T1I process.
68
/uture business requirementsHeEpansion plant B 9M employees think that T1I process
is completely based on future business requirementsHeEpansion plant.
0ustomer complaintL :ap analysis B 6M employees think that T1I process is
completely based on customer complaint and future business requirementsHeEpansion
plant.
0ustomer complaintL :ap analysisL /uture business requirementsH eEpansion plants B
6M employees think that T1I process is completely based on these three parameters.
0ustomer complaintsL /uture business requirements B *M employees think that T1I
process is completely based on these two parameters.
"erformance appraisalL 0ustomer complaintL :ap analysis B *M employees think
that T1I process is completely based on these three parameters.
0ustomer complaint B 6M employees think that T1I process is only based on
customer complaints which occur in present or which may occur in future.
6>
7. %re the trainings imparted time to time helpful in skill up gradationS
5es B ;8M
1o B 6M
INTERPRETATION B This graph shows that trainings are imparted in (oser ,aer time to time
which is helpful in skill enhancement of employees. This graph shows that ;8M employees are
agreed that time to time training helpful in skill up gradation which proide (oser ,aer and 6M
are not agree with this statement.
69
8. -er since your joining hae you been undergone some training programS

5es B ;8M
1o B 6M



INTERPRETATION B This graph shows that ;8M employee has been undergone some training
program but still 6M not get any type of training and they want training for enhancing skills.
6;
>. There takes place detailed discussions between associates and manager on his
competencies reason for gap and correctie actions at the time of identification of training
needs.
5es B 9*M
1o B 19M

INTERPRETATION B This graph shows that 9*M employee are agree with this statement but
19M employees are not agree with this.

7<
9. The 3.!s and associates both are gien sufficient time and support by training
department to carry out T1I process effectiely.
5es B 9*M
1o B 19M
INTERPRETATION B This graph shows that 3.!s and associates both are gien sufficient
time and support by training department to carry out T1I process effectiely. This graph also
shows that 9*M employees are agreed this statement but 19M employees are not agreed and
could not get support and time by training department.

;. !o you agree that training needs identifiedHrecommended for employees are helpful in
achieing organiAational goal and self deelopmentS
a. 2trongly agree B +9M c. 1eutral B 9M
71
b. %gree B 69M d. !isagree B <M
e. 2trongly disagree B 8M

INTERPRETATION B This graph shows that +9M employees are strongly agree and
identifiedHrecommended training needs for employees are helpful in achieing
organiAational goal and self deelopment, 69M employees are agreed and accept that
identifiedHrecommended training needs for employees are helpful in achieing
organiAational goal and self deelopment, 9M employees are neutral and they hae both
positie and negatie aspect,<M employees are disagree so nobody is disagree and 8M
employees are strongly disagree and they do not think that proided recommended
trainings are helpful in achieing organiAational goal and self deelopment.
1<. !o you agree that training played a significant role in sharpening your skills continuously
after your joiningS
7*
a. 2trongly agree B +<M c. 1eutral B 9M
b. %gree B 78M d. !isagree B *M
e. 2trongly agree B 6M
INTERPRETATION B This graph shows that +<M employees are strongly agree and
training played a significant role in sharpening their skills continuously after their
joining,78M employees are agree and training played a significant role in sharpening their
skills continuously after their joining according to employees,9M employees are neutral
and they hae both positie and negatie aspect, only *M employees are disagree and
trainings are not played a significant role in sharpening their skill according to them and
6M employees are strongly disagree and trainings are not played a significant role in
sharpening their skill according to them.
11. Training needs are identified and subsequent trainings are conducted for a particular leel
of employee only, not for all.
5es B 7*M
1o B 69M
7+


INTERPRETATION B This graph shows that 7*M employees think that the training
needs are identified and subsequent trainings are conducted for a particular leel of
employee only, not for all and 69M employees think that subsequent training are
conducted for all leel of employees, not for particular leel of employees.
1*. !o you agree that needs are appropriately identified in (,I&S
a. 2trongly agree B *9M b. %gree B 76M
c. 1eutral B 16M d. !isagree B <M
e. 2trongly disagree B 6M.
76
INTERPRETATION B This graph shows that *9M employees are strongly agree with
needs are appropriately identified in (,I&, 76M employees are agree with needs are
appropriately identified in (,I&,16M employees are neutral and they hae both positie
and negatie aspect, <M employees are disagree means nobody is disagree but 6M
employees are strongly disagree with needs are appropriately identified and they want
improement in the need identification process.
77
1+. !o you agree that all necessary actions for identifying the needs are taken by the training
departments during the T1I processS
a. 2trongly agree B *9M b. %gree B 79M
b. 1eutral B 9M d. !isagree B 6M
e. 2trongly disagree B *M

INTERPRETATION B This graph shows that *9M employees are strongly agree with
this according to their opinion all necessary actions for identifying the training needs are
taken by the training department during the T1I process, 79M employees are agree with
this according to their opinion all necessary actions for identifying the training needs are
taken by the training department during the T1I process, 9M employees are neutral and
they do not want to say anything and they hae both positie and negatie aspect but 6M
employees are disagree with all necessary action are taken by the training department for
identifying the training needs during the T1I process and they want improement in
process and only *M employees are strongly disagree with all necessary action are taken
by the training department for identifying the training needs during the T1I process and
they want more improement.
78

03%"T-) 4>
/I1!I1:2

FINDINGS
7>
)esearch is a careful inestigation or injury specially through search for new facts
in any branch of knowledge. /inding comes through research. %nd all finding are
completely based on research. /indings are completely based on aboe mentioned
research based data are as follows#
Training need identification process is completely based on competency
leel of an indiidual.
0ompetency leel takes as a base to identify training needs of an indiidual.
(oser ,aer proides regular discussion session of employees with his
manager during the T1I process.
-mployees want training as per their requirement not based on fiE criteria.
-mployees want online process and they want process should be automatic.
(ajor areas like performance appraisal, customer complaint, gap analysis
and future business requirements are coered during the T1I process but
there is less focus on minor areas.
(ore focus will be gien by training department on functional skills.
T1I process is effectie for all and it is improing the skills.
-mployees are agreed with recommended trainings are helpful in achieing
organiAational goal.
-mployees think that all necessary actions are taken by the training
department for identifying training need but some employee want more
emphasis on T1I process.
Trainings are imparted time to time which helpful in skill up gradation but
some employees want random training as per the requirement, not time to
time.
79
03%"T-) 4 9
2?.T %1%&52I2 ./ T1I ").0-22 I1 (,I&
S#OT a$al%s&s '( TNI )*'+ess &$ MBIL
INTERNAL FACTOR
7;
STRENGT.S JLeK B
IndiaNs leading company in manufacturing 0!s and !D!s.
,ig brand, good reputation in the minds of customer.
-mployees are more satisfy and less dissatisfy.
Training needs are appropriately identified in (,I&.
)ecommended trainings for employees are helpful in achieing
organiAational goal and self deelopment.
%ll necessary actions are taken by the training department during the T1I
process.
3.!s and associates both are gien sufficient time to carry out T1I process.
Training department takes competency leel as a base to identifying training
needs.
T1I process helpful in skill up gradation.

0EAKNESSES J4 1e K B
/ew employees are not agree with needs are appropriately identified in
(,I&.
8<
%ll employees are not satisfied with T1I process and they want
improement in T1I process.
%ll necessary actions are not taken by the training department.
Training department is not able to gie sufficient time to all associates for
identifying training needs.
E;TERNAL FACTOR
OPPORTUNITIES B
T1I process more of a team building eEercise and all employees are
inoled in analyAing the training need and discussing the opportunities that
will help them in deelop their potential.
The opportunities that help them in build their competitie adantage
through T1I and it also include skill deelopment.
(anaging time and meeting their targeted objectie also helps them in
enhance job specific competencies.
The T1I process helps them bring in more role clearity to help them in
handle set of responsibilities therefore T1I process not only competencies
are built but also help them in achiee future organiAational goal.
T.REATS B
The T1I process does not address areas like employment, organiAational
change and deelopment.
81
The focus is building more on the job competencies rather than deeloping
managerial skill for future goal.
1either the T1I process is linked with potential appraisal nor succession
plan which may leae the training process incomplete.
8*
03%"T-)4;
)-0.((-1!%TI.12
RECOMMENDATIONS
8+
T1I process should be online because it will be time saing and more
effectie.
T1I process should be dynamic because it can deal with changing business
requirement.
Training should be more practical and based on some industrial eEperience.
Training process should be specific rather than general.
Training department should conduct monthly reiew.
&ast *T+ years same training topics are continued so that there should be
some new topics introduced.
2ubsequent trainings should proide for all leel of employees.
Training department is coering all major areas but they do not gie more
time to identify minor needs. Training department should gie more time to
identify minor needs.
86
03%"T-) 4 1<
0.10&'2I.1
CONCLUSION
87
%t the .nset, This project was commenced with a apparition of analyAing the
current training need identification process in (,I& and after through the study, to
come out with the certain recommendations which can bring a good impact in
(,I&. %fter finishing my project, I came to know that (,I& is well reputed
organiAation.
,usiness is a continuing actiity, it has to last indefinitely. It is therefore necessary
that it must be equipped with competent, energetic, healthy, deoted and trained
employees. ?orkers are the real assets of the enterprise so the, Training and
!eelopment "rogram. ?hich helps in motiating them towards their work and
help in deeloping themseles etc.
88
03%"T-)4 11
,I,&I.:)%"35
8>

BIBLIOGRAPHY
BOOKS#$
3arold $oontA = 3einA ?eihrich, -ssential .f (anagement Tata (c :raw
3ill.
3itt, (iller, 0olella ,.rganiAational ,ehaior % 2trategic %pproach,
?iley 2tudentNs -dition.
"estonjee !. ((, (otiation and Fob 2atisfaction,
(acmillan India &imited.
0e2sites
www.moserbaer.in
www.sitehr.com
www.business.com
89
%11-@')-
QUESTIONNAIRE ON TRAINING NEED IDENTIFICATION
PROCESS AT MBIL
!ear participants, I hae undertaken a project of my (,% course. I assure you that data will be
confidential and will be used for research purpose only.
"lease mark the suitable option according to you.
1. Training needs are identified based on competency leel of an indiidual and actual
requirement of the job Jgap analysisK.
a. 5es b. 1o.
*. T1I process in (oser ,aer assures discussion session of the employee with his manager
for his deelopment.
a. 5es b. 1o.
+. %n indiidual employee is gien freedom to identify training needs for self at the time of
training need identification process.
a. 5es b. 1o.
6. ?hat are the parameters taken into consideration for identification of training needsS
a. "erformance appraisal,
b. 0ustomer complain,
c. :ap analysis,
d. /uture business requirementsHeEpansion plant.
7. %re the trainings imparted time to time helpful in skill up gradationS
a. 5es b. 1o.
8. -er since your joining hae you been undergone some training programS
a. 5es b. 1o.
>. There takes place detailed discussions between associates and managers on his
competencies reason for gap and correctie actions at the time of identification of training
needs.
8;
a. 5es b. 1o.
9. The 3.!s and associates both are gien sufficient time and support by training
department to carry out T1I process effectiely.
a. 5es b. 1o.
;. !o you agree that training needs identifiedHrecommended for employees are helpful in
achieing organiAational goal and self deelopmentS
a. 2trongly agree
b. %gree
c. 1eutral
d. !isagree
e. 2trongly disagree
1<. !o you agree that training played a significant role in sharpening your skills continuously
after your joiningS

a. 2trongly agree
b. %gree
c. 1eutral
d. !isagree
e. 2trongly disagree
11. The training needs are identified and subsequent trainings are conducted for a particular
leel of employees only, not for all.
a. 5es b. 1o.
1*. !o you agree that needs are appropriately identified in (,I&S

a. 2trongly agree
b. %gree
c. 1eutral
d. !isagree
e. 2trongly disagree
1+. !o you agree that all necessary actions for identifying the needs are taken by the training
departments during the T1I processS
a. 2trongly agree
b. %gree
c. 1eutral
d. !isagree
e. 2trongly disagree
><
16. %ny suggestion for improing T1I process in (,I&.

UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UUUUUUUUUUUUUUUUUUUUUUUU
,, THAN- YOU ..



.
>1