A PROJECT REPORT ON A STUDY ON TRAINING AND DEVELOPMENT OF OPERATORS WITH EMPHASIS ON SKILL MATRIX AT

HONEYWELL TURBO TECHNOLOGIES LTD. HINJEWADI, PUNE.

Project Report Submitted to Sinhgad Institute of Management in Partial Fulfillment of Requirement for the Award of Degree of PGDM Submitted By:Vipul Abhishek PGDM (HR) (2010-2012) Under the Guidance of Prof. Anima Rathod Through SINHGAD INSTITUTE OF MANAGEMENT VADGAON (BK), PUNE-41(MH)

DECLARATION
I, the undersigned, hereby declare that the Project Report entitled A STUDY ON TRAINING AND DEVELOPMENT OF OPERATORS WITH EMPHASIS ON SKILL MATRIX AT HONEYWELL written and submitted by me to the Sinhgad Institute of Management, in partial fulfillment of the requirement for the award of degree of PGDM under the guidance of Prof. Anima Rathod is my original work and the conclusions drawn therein are based on the material collected by myself.

Place: PUNE Date :

Vipul Abhishek (Research Student)

ACKNOWLEDGEMENTS
A successful project involves stages where people are involved for making the innovative idea into realized end product with everyones sincere contribution. Hereby, I take this opportunity to sincerely thank everyone who has contributed for the successful completion of this project. I take this opportunity as a privilege to articulate my deep sense of gratitude to Mrs. Rupali Jain, Director, Sinhgad Institute of Management, Pune for being a source of inspiration to me and initiating me in the field of research. I take this opportunity to sincerely thank Mr.Vikram Gaikwad, Manager (Talent Acquisition) Honeywell Turbo Technologies India Ltd. for graciously giving me this opportunity of the project and conducting a study. I am grateful to him for the support I received during tenure of this project. I am thankful Honeywell Turbo India Ltd. for willfully sharing their knowledge and time with me. Their encouragement and valuable suggestions have enhanced the value of this project. I would also like to thank my coordinator Prof. A. Abhilasha, Sinhgad Institute of Management, Pune, for being there with me always as my moral support. I am deeply indebted to my project guide Professor Anima Rathod, Sinhgad Institute of Management, Pune, without whose help, support and valuable guidance; it would have not been possible for me to reach this far in my endeavor. I would also like to acknowledge all my family members and friends for their help and encouragement.

TABLE OF CONTENTS

Chapter no.

Particulars

Page no.

Executive Summary

1-2

Chapter I

Introduction.

3-5

Chapter II

Profile of the Organization.

6-14

Chapter III

Research Design & Methodology.

15-16

Chapter IV

Conceptual Background.

17- 30

Chapter V

Data Presentation , Analysis and Interpretation.

31-51

Chapter VI

Findings , Suggestions and Conclusion.

52-55

Bibliography

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Annexure

EXECUTIVE SUMMARY

EXECUTIVE SUMMARY.

Every Organization needs the help of trained persons for performing the activities in a systematic way. The fast changing technological development makes the knowledge of the employees obsolete. Hence they require constant training to cope with the needs of the job. This study is carried on the Overview of Training and Development practices at Honeywell International, A Fortune 100 best companies of the world, with a core objective to analyze and study the Training practices and the Skill Matrix as a Tool aiding Training of operators at Honeywell Turbo Technologies. The Analysis was made so as to develop an understanding about the said practices and offer some valued suggestions for the betterment. During the course of internship I got an understanding of how the theoretical concepts which we study during our course of study are applied in the private organization. The main Objectives of the study are: To understand the basic Training Process at Honeywell Turbo Technologies. 1. To describe and illustrate how skill matrix helps in identifying training requirements. 2. To conduct an opinion surveys of employees about said Training and Development Practices and rate their understanding. 3. To study the level of effectiveness of skill matrix as a training tool. 4. To provide value added suggestion to make the Training Practices more effective. In the said study I learnt various aspects of Training and Development, and broaden peripheral of Conducting Training Need Analysis. Preparing Training calendars quarterly. Supervising Training Programme. Studying the training evaluation process.
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The Scope of the project is limited to Honeywell Turbo Technologies, at Hinjewadi Pune. The Study was Restricted to Band I & Band II (Team Leaders Only) Employees in Honeywell Turbo Technologies (HTT), Pune. The Study covers Training and Development Practices and employees opinion on the said practices, also a detailed analysis of skill matrix was undertaken to point out its importance to various levels of management in assessment of training and development needs of its employees. The study was confined to the employees working at the operations level in Honeywell Turbo Technologies. The research conducted was of descriptive type, and for the purpose of collection of primary data, the sample frame used was Punes HTT, Sampling unit was lower and middle level Management people sampling procedure used for Operators was Simple Random sampling and Sampling procedure used for Supervisors was Census. From the study it was found that the Training and Development practices at Honeywell Turbo Technologies are very good and most of the employees are also satisfied with the way their need to learn and develop are handled by the management. Still some refinement of the training need identification stage and Training evaluation stage is required to improve the overall training environment at the organization. From the study it can be concluded that the training programmes organized by the organization are designed keeping in mind the needs of the employees and the operators are mostly desirous of undergoing Technical Training as they feel that an improvement in performance would itself motivate them and would improve their behavior and effectiveness at the work place.

CHAPTER I INTRODUCTION

INTRODUCTION . TRAINING AND DEVELOPMENT

Training is a fairly balanced psychological contact of employment in any organization. Training need chiefly focuses on what is good for the people is equally good for organization in which they work. What is good for people development is good for organization performance, quality, customer satisfaction effective management and control and therefore profit too. Profit is an outcome of managing and developing people well. People and their development enable profit. Training refers to the methods used to give new or present employees the skills they need to perform their jobs. Training might just mean showing the mechanist how to use his new machine, a new salesperson how to sell his firms product, or a new supervisor how to interview and appraise employees. Training may be Technical, Communication skills related, Leadership skills related and many more which varies as per need of person who has to undergo training.

SKILL MATRIX.
A Skill Matrix is a simple visual tool to aid in the management, control & monitoring of skill levels. It displays all tasks & skills required to work in an area or team. It displays all current team members. For each team member it displays current competency/ability levels for each task. It plays a major role in identifying the training needs arising in an organization. Thus a skill matrix can be said to aid Human Resource Planning in an organization to great extent. This Research work is a result of the Study of Training & Development Practices and is limited to Honeywell Turbo Technologies, at Pune. The Study was Restricted to Band I & Band II Employees in Honeywell Turbo Technologies (HTT).The Study covers an Overview of the Effectiveness of T&D practices of the Company and the awareness of Skill Matrix in employees as a Training Tool.

OBJECTIVES OF THE STUDY.

The objective of study primarily focuses on the study of Training and development practices, so as to develop an understanding of the various elements involved in imparting training to employees, and also to study the very basic element of competency mapping that is skill matrix in detail. Also the following objectives were kept in mind while carrying out the study:1) To understand the basic Training Process at Honeywell Turbo Technologies. 2) To describe and illustrate how skill matrix helps in identifying training requirements.
3) To conduct an opinion survey of employees about said Training and Development

Practices and rate their understanding. 4) To study the level of effectiveness of skill matrix as a training tool.

SCOPE OF THE STUDY.

The Scope of the project is limited to Honeywell Turbo Technologies, at Hinjewadi Pune. The Study was Restricted to Band I & Band II (Team Leaders Only) Employees in Honeywell Turbo Technologies (HTT), Pune. The Study covers Training and Development Practices and employees opinion on the said practices, also a detailed analysis of skill matrix was undertaken to point out its importance to various levels of management in assessment of training and development needs of its employees. The study was confined to the employees working at the operations level in Honeywell Turbo Technologies.

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LIMITATIONS OF THE STUDY

The topic as well as the Project methodology has certain limitations. These are as follows: 1. The Topic itself is very vast thus it is not possible to study the whole topic in a span of 2 months. 2. Difficulty in framing the parameters for Questionnaire. 3. It is not possible to find all the Employees present at a place due to the larger size of Organization. 4. There could be respondent error as many respondents could have taken the questionnaire as job to be completed quickly and as results their response could have been false.

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CHAPTER II COMPANY PROFILE

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About Honeywell
We are building a world thats safer and more secure. More comfortable and energy efficient. More innovative and productive. We are Honeywell. Honeywell International is a Fortune 100 global diversified technology and manufacturing leader. Each of the companys four businesses - Aerospace, Automation and Control Solutions, Transportation Systems, and Specialty Materials - has operations in India. Honeywell has set up state-of-the-art manufacturing and engineering operations for its automation, turbocharger and refining businesses and operates its global centers of excellence for research, product development and innovation in India. Honeywell directly employs more than 10000 people based in Delhi, Pune, Bangalore, Hyderabad, Chennai, Gurgaon, Madurai and several other cities. Honeywells presence in Pune includes the USD 200 million Honeywell Automation India Ltd. (HAIL), which is a listed on the Bombay Stock Exchange (BSE) and the National Stock Exchange of India Limited (NSE). t up in 1987 with manufacturing, design and engineering facilities spread over 36000 square feet in the industrial city of Pune; HAIL is a leader in providing integrated automation and software solutions with more than 2500 employees based in 8 offices in India. HAIL also has the unique distinction of being one of the first automation companies in India to be awarded dual certification of ISO 14001 and OHSAS 18001. Also located out of Hinjewadi, Pune is Honeywell Turbo Technologies Limited (HTT), a part of Honeywells Transportation Systems Business is a worldwide leader and the leading manufacturer of automotive turbochargers. Committed to providing technologically superior turbochargers. HTT is considered as the supplier of choice by leading global engine and vehicle manufacturers. Honeywells pioneering effort in manufacturing, cutting edge hassle free turbochargers has catapulted the business annual revenues to 2.4 billion. Acknowledged as a technology leader, HTT provides a wide range of turbochargers, charge air coolers and EGR systems sold under the Garrett name. These pioneering products improve an engine's overall performance, including better fuel economy and emission reduction. Employees at HTT are constantly
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striving hard to meet todays global automotive challenges and those of the future. HTT is the first company in India to manufacture VNT turbochargers. Honeywells VNT turbochargers, when used on engines with common rail direct injection technology can improve fuel economy by up to 20 per cent, increase low speed engine boost and reduce emission. An enviable track record of surpassing customers expectations has strengthened HTTs need to take advantage of the many opportunities opened up in the Indian Automotive sector. The growing demand and increasing diesel penetration in this part of the sub continent has been the impetus for setting up the first manufacturing facility in India. With an investment of over $ 10 million in the turbocharger plant at Hinjewadi, Pune, HTT is all set to bring the benefits of its pioneering engine boosting technology to a vast potential client base in India. VISION Be the premier growth company delivering unsurpassed value to Honeywell customers by providing Innovative Total Solutions and Services enhancing the safety, security, comfort, energy efficiency and productivity of the environment where they live, work and travel. MISSION Maximize the value and impact on Honeywell businesses and customers by providing Technology Product and Business Solutions and Services setting standards of world class performance. QUALITY POLICY To delight our customers by providing six sigma quality total solutions, demonstrating value and continuous improvement through competent and disciplined professionals Company Name: Ticker Symbol: WWW Address: CEO: No. of Employees: Honeywell International, Inc. HON www.honeywell.com David M. Cote 25,00

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Business Description: Honeywell International, Inc. is a technology & manufacturing company, which serves customers with aerospace products and services, control, sensing and security technologies for buildings, homes and industry, turbochargers, automotive products, chemicals.

For the current year the turnover in rupees for HTT : 275 crores.

ORGANIZATIONAL CHART

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CUSTOMERS Boeing Bombardier Cessna Dassault British Aerospace EADS/Airbus Embraer Fairchild Dornier General Electric Gulfstream Hughes Learjet Lockheed-Martin Raytheon Sikorsky Northrup Grumman Raytheon Sikorsky Sino Swearingen Alcoa BASF Boeing Brinks Chevron Daimler-Chrysler DuPont Exxon
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PDVSA Phillips Sasol Sinopec TotalFinaElf Weyerhaeuser TRW United Technologies U.S. Department of Defense U.S. Department of Energy U.S. National Aeronautics and Space Administration (NASA)

COMPETITORS Cummins Turbo Technologies and Borg Warner.

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MAJOR ACHIEVEMENTS FOR HTT INDIA

HONEYWELL TURBO TECHNOLOGIES, PUNE RECEIVED AWARD FROM TATA IN OCTOBER 2008.

HONEYWELL RECEIVED 2009 STEEL AUTHORITY OF INDIA AWARD FOR HR EXCELLENCE.

HONEYWELL TURBO TECHNOLOGIES, PUNE RECEIVED SAIL-

IIM, A HR EXCELLENCE AWARD IN JULY 2009.

IST PRIZE AT REGIONAL QUALITY CONVECTION ORGANIZED BY QCFI IN SEPTEMBER 2009.

BEST OVERALL SITE AWARD AMONG HONEYWELLS WIDE 275 PLANTS IN JANUARY2009.

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CHAPTER III RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY
Research is a scientific and systematic search for pertinent information on a specific topic. In fact research is an art of scientific investigation. The search for knowledge through objective and systematic method of finding solution to a problem is research. DEFINITION As defined by Kotler, the Research is the systematic design, collection, analysis and reporting of data and findings relevant to a specific marketing situation facing the company. (Kotler, 1998, p 114) Effective research involves five steps, they are: 1) Define the Problem and research objectives, 2) Develop the research plan, 3) Collect the information, 4) Analyze the information and 5) Present the findings depicted in Figure :-

Fig : RESEARCH PROCESS ADOPTED.

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RESEARCH DESIGN
In Present Study The Research Type: Descriptive The Sampling Plan followed for research is as given below: Population Sample Size Sampling Procedure

Operators 150 150 Purposive Sampling Method

Supervisors 24 24 Census Method

Sampling unit: Lower level management people & Their Supervisors. Sampling frame: Punes HTT Contact method: Interview with the employees & Observation.

Data sources : Primary data & Secondary data Primary data : Primary data are those data which are collected afresh and for the very first time are used by the researcher. In my study following method of Primary Data collection were used: 1. Interview with the employees. The respondents were asked questions in pre determined sequence. 2. Survey conducted among the employees across various sections of the department. 3. Observation done during the survey. Secondary data: Secondary data are those data that are already available i.e. they refer to the data which have already been collected and analyzed by someone else, in my study secondary data used were; Information from journals, magazines, company records & newspapers.

Research approach : Research instrument: Statistical Tools Used:

Survey method. Structured questionnaires. Tables, Bar Diagram, pie-charts.

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CHAPTER IV CONCEPTUAL BACKGROUND

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CONCEPTUAL BACKGROUND.

Training may be viewed as a systematic and planned process which has its organizational purpose to impart and provide learning experiences, that will bring about improvement in an employee and thus enabling him to make his contribution in greater measure in meeting the goals and objectives of an organization.

Training is an organized procedure for increasing the knowledge and skill of people for a specific purpose. The trainees acquire new skill, technical knowledge, problem-solving ability, etc. It also gives an awareness of the rules and procedures to guide their behavior. Training improves the performance of employees on present jobs and prepares them for taking up new assignments in future.

To have a realistic and clear perception and understanding of what training entails, some of the definitions as produced by different distinguished writers are given as follows:

According to Edwin B. Flippo, Training is the act of increasing the knowledge and

skill nof an employee for doing a particular job.

Acorrding to Richard B. Calhoon, The function of training is the process of aiding

employees to gain effectiveness in their present and future work.

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According to Dales S. Beach, Training is an organized procedure by which people

learn knowledge and/or skills for a definite purpose.

According to Advice Saint, Training includes any efforts within the organization to

teach, instruct, coach, develop employees in technical skills, knowledge, principles, techniques and to provide insight into and attitudes towards the organization.

TRAINING PROCESS DIAGRAM

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Training Cycle has 5 steps. Needs Analysis.

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Identify specific job performance skills requiring improvement.

Performance and productivity.

o

Analyze the suitability of program; whether or not it suits the specific audiences specific level of education, experience, and skills as well as their personal attitudes and motivations.

o Use Research to develop specific measurable knowledge and performance objectives. Instructional Design.
o

Gather instructional Objectives, methods, media, description of and sequence of content, examples, exercises, and activities. Organize them into a curriculum that supports adult learning theory and provides blueprint for program development.

Make sure all materials such as video scripts, leaders guides, and participants work books, complement each other, are written clearly, and blend with unified training geared directly to the stated learning objectives.

o Carefully and professionally handle all program elements-whether reproduced on paper, film or tape-to guarantee quality and effectiveness. Validation Introduce and validate the Training before a Representative audience. Base final revisions on pilot results to ensure Program effectiveness.

Implementation When applicable, boost success with a train-the-trainer workshop that focuses on presentation knowledge and skills in addition to training contents.

Evaluation and Follow-Up o Assess program success according to;

REACTION- Document that learners immediate reactions to the training.

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LEARNING-Use feedback devices or pre and post tests to measure what learners have actually learned.

BEHAVIOR-Note superiors reactions to learners performance following completion of the training. This is one way to measure the degree to which learners apply new skills and knowledge to their job.

RESULTS-Determine the level of improvement in job performance and assess needed maintenance.

There are many different training and develop methods. On the job coaching Mentoring Delegated tasks and projects Reading assignments Presentation assignments Job deputation External training courses and seminars Distance learning Evening classes Hobbies for example:- voluntary club/committee positions, sports, outdoor activities, and virtually anything outside work that provides a useful personal development challenge

Internal training courses Attending internal briefings and presentations, for example:- 'lunch and learn' format Special responsibilities which require obtaining new skills or knowledge or exposure.
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Video Internet and e-learning Customer and supplier visits Attachment to project or other teams Job-swap Accredited outside courses based on new qualifications, e.g. MBA's, etc.

PRESENT TRAINING & DEVELOPMENT PRACTICES AT HONEYWELL.

Training & Development is one of the most important aspects of any organization. The whole population has been divided into two parts. a) Office Staffs b) Associates. For office staffs basically two types of training is designed. a) Functional b) Preparedness for new role. KEY FEATURES. Training needs identification. Draw a Performance Calendar. Categorization of Mutual Interests. Preparing of Training Calendar. Dividing the Calendar.
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Evaluation of Training.

SKILL MATRIX
Definition:1) A Skills Matrix is a table that clearly shows the skills held by individuals in a team, and the skills gaps within a team.

2) A Skills Matrix is one of the most simple, but highly effective, tools available to assess training needs. It is easily reviewed and updated, and presents the skills of team members in a single chart.

Key steps in preparing a Skills Matrix To get the most out of your Skills Matrix you will need to:

1. Identify the job roles in your team

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2. Review and code standards of performance

3. Assess the requirement for on-the-job training.

1. Identifying job roles List your team members in the left-hand column of the blank Performa. Identify all the key tasks or roles that your team must fulfill to be effective and achieve its goals. It may help to use the following tips: Ask yourself and your team What are the main things that individuals in the team have to be able to do? Refer to Job Descriptions for the team. Use National Vocational Qualification standards (NVQs) to help compile your list. The standards are a helpful starting point, which list the key skills required to operate in a wide range of business areas. Consider new tasks and skills that may be required of your team in the near future. If it becomes too complicated, break the job roles down into some key areas, and create a Skills Matrix for each. 2. Coding and standards of performance Use a coding system to show who has the skills required, and who requires training. There are a number of ways of presenting this on the matrix. The most simple is to place a cross in the relevant box for those who can complete the task, and leave a blank against those who cannot. Alternatively you could use a colour coding system where: Another option is to rate the skill level of the individuals with a coding system: For Example:Cannot perform the task. Familiar with elements of the job. Can perform with help. Can perform solo. Can train others to perform.
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Remember To avoid any unnecessary duplication of skills and too many people requiring training. Use the box at the bottom of each column to show the maximum number of people requiring this skill. Review this number with your team regularly, and according to changing circumstances. Update the Skills Matrix regularly. This is a dynamic document that may change due to changes in priority, personnel, time of year. You could incorporate a review of the matrix into monthly team meetings. This Helps gain commitment to training and development by keeping the team involved in updating the matrix and assessing needs.

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3. Assess the requirement for on-the-job training You are now in a position to see what requirements you have for new skills to achieve your team objectives. You can update training as it is completed by each individual and keep track of progress. The maximum number of people required to be able to complete a skill may vary, and will affect your requirement for on-the-job training. Managers can describe how they make sure peoples learning and development needs are met. People can describe how their learning and development needs have been met, what they have learnt and how they have applied this in their role. People who are new to the organization, and those new to a role, can describe how their induction has helped them to perform effectively. Skills Matrices are one method of recording existing skills of a team and any gaps where development is required.

Example Matrix for an Operation Team.

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Significance Of Skill Matrix. It is a simple visual tool to aid in the management, control & monitoring of skill levels; It displays all tasks & skills required to work in an area or team. It displays all current team members. For each team member it displays current competency/ability levels for each task. It is a simple tool to aid resource planning. Quantify the Skill Levels. In setting skill levels our aim is to be: Objective. Consistent Fair to all employees. For use of Skill matrix, there should be necessary information on: Standard Operations. Standard cycle times. Design Specifications. Quality Specifications.

Uses of Skill Matrix. It highlights training needs for the most important resource, the employees. To establish all skills required in an area or team. To visually share information. To quickly identify current available skills and future requirements. To examine where our strengths & weaknesses are. As a day to day planning tool to use skills where they are most needed. As a planning tool to organize adequate cover for holiday & sickness. If done fairly, it keeps employees motivated & reduce boredom. To monitor & control training effectiveness. To increase flexibility by allowing people to master a broad range of skills. To increase the effectiveness of an area and the entire business. To match the demands of the business.
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Illustrating GAP Analysis through use of a Skill Matrix.

Goa l

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Use of PDCA cycle to explain the gap analysis in training needs of an organisation with reference to skill matrix.

HOW TO DEVELOP A SKILL MATRIX.

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HOW SKILL MATRIX DRIVE IMPROVEMENTS.

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MONITORING AND CONTROLLING OF PLANS.

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Who Should Own the Skills Matrix? It depends on what information it is visualizing: Team Leaders Skill Matrix: This should visualize the information relevant to their own team. Cell Leaders Skill Matrix: This should visualize the information relevant to the cells under their control. Managers Skill Matrix: This should visualize the information relevant to their areas of responsibility. Head of Businesss Skill Matrix: This should visualize the information relevant to their areas of responsibility. Up keep of a Skills Matrix It should be handwritten. Having a computer generated standard format is fine. If someone does not do a job for a while:-Their Skill Level should be frozen, pending an assessment of the skill in question. -The skills matrix should indicate that the person needs to be assessed beside the skill in question. - A date should be agreed with the employee when they are going to be reassessed. - After the assessment, the skills matrix should be updated.

Purpose of Skill Matrix To enable all the operators to visually recognize varying levels of ability in a structured way. To develop focused training plans to maximize flexibility and to enhance the development of every individual.

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CHAPTER V DATA PRESENTATION, ANALYSIS & INTERPRETATION

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DATA INTERPRETATION AND ANALYSIS.

1. Have you undergone any training programme organized by HTT?

Responses Yes No

Frequency 150 0

Percentage 100% 0%

Since HTT provides 15 day training to all its newly inducted employees hence all the employees (100%) agree to the statement that they have undergone at least one training programme organized by Honeywell Turbo Technologies.

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2. The programmes employees look forward to MOST.

Responses Technical Behavioral Leadership

Frequency 80 33 37

Percentage 53% 22% 25%

Since the operators are mainly concerned about increasing their performance at work therefore, a majority (53%) of them look forward for the technical training that would enhance their performance. It was also observed that quite a large number of operators (22% & 25 %) also showed an inclination towards Behavioral and Leadership Training Programmed.

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3. Structure of the training Programmes.

Responses
Very well planned Well Planned Somewhat Planned Not planned Can't say

Frequency Percentage 30 20% 80 28 10 2 53% 19% 7% 1%

A majority of employees feel that the structure of the training imparted to them is well planned (53%) and does not cause boredom or monotony during the training sessions. Also a considerable number (19%) of employees feel that some addition of some more innovative training practices can further increase the effectiveness of the training programmes.

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4. Course Material.

Responses Very relevant Relevant Less relevant Not relevant Cant say

Frequency Percentage 76 50.6% 50 15 9 0 33.33% 1% 0.6% 0%

Majority (50.60%) of the operators feel that the course of training is highly relevant as emphasis is laid only on areas that would enhance their productivity and On The Job efficiency.

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5. a) Knowledge of Faculty. b) Interaction of Faculty with trainees.

Interaction of Faculty with trainees. Responses Frequency Percentage Frequency Percentage Excellent 90 60% 76 51% Very good 46 31% 62 41% Average 12 8% 8 5% Poor 2 1% 4 3% Cant say 0 0% 0 0%

Knowledge of Faculty

A majority (51%) of the operators are of the opinion that the Instructors provided by HTT for training purpose are very knowledgeable. Also a large portion out of this sample size is of the opinion that No doubt the faculty providing training is good but the way they interact makes learning all the more enjoyable.

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6. Practical Application of the Training Programmes.

Responses Highly applicable Somewhat applicable Less applicable Not applicable Cant say

Frequency Percentage 72 48% 50 34% 26 2 0 17% 1% 0%

A majority (48%) of operators are of the opinion that training programmes are organized only when their supervisors request so and hence these have high level of applicability in performance of job.

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7. The Overall Training System .

Responses Excellent Very good Good Average Poor

Frequency 22 76 40 11 1

Percentage 15% 50% 27% 7% 1%

Majority of operators feel that the overall training system is Very Good at Honeywell Turbo technologies. Also some (27%) suggestions were put forward by the operators to bring about improvements in the Training System.

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8. Awareness of the term skill matrix

Responses Frequency Percentage Yes 138 92% No 12 8%

Almost all the employees (92%) at HTT are aware of the term Skill Matrix as a introduction to this system is provided to them during the induction programme itself.

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9. Awareness of the codes and standards used for describing the performance in a skill matrix.

Responses Strongly agree Agree Neutral Disagree Strongly disagree

Frequency 30 77 0 32 11

Percentage 20% 52% 0% 21% 7%

A major portion of operators admit that they know the various codes and standards involved in the design of a skill matrix whereas some of them (21%) expressed a desire to have more exposure to the codes and standards that the HTT uses in its skill matrix.

10. Awareness about the purpose a skill matrix serves.

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Responses Strongly agree Agree Neutral Disagree Strongly disagree

Frequency 38 79 5 28 0

Percentage 25% 53% 3% 19% 0%

Since every operator is provided with a basic introduction to skill matrix by their supervisors, hence a majority of shop floor employees (53%) are aware of the purpose a skill matrix serves.

11. Skill matrix is a just and fair method of evaluation.

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Responses Strongly agree Agree Neutral Disagree Strongly disagree

Operators Frequency Percentage 63 42% 84 56% 1 0.7% 2 1.3% 0 0%

Supervisors Frequency Percentage 8 33.3% 15 62.5% 1 4.2% 0 0% 0 0%

A major portion of the operators (56%) feel that skill matrix is a just and fair method of evaluation because of it is objective nature which makes it free from personal bias. A similar view about the just and fair nature of skill matrix is held by the Supervisors of these operators as well.

12. Skill matrix helps assess training needs.

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Operators Responses Frequency Percentage Strongly agree 51 34% Agree 64 43% Neutral 9 6% Disagree 17 11% Strongly disagree 9 6%

Supervisors Frequency Percentage 10 42% 11 48% 2 6% 1 4% 0 0%

The most vital need of training that a skill matrix serves is determining the training needs through GAP analysis so as to have an adequate number of employees trained to handle the operations well, because of this reason a majority of both the operators and the supervisors feel that skill matrix is very effective in assessing training needs of the organization.

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13. The idea of maintenance of Employee Growth File through use of skill matrix.

Operators Responses Frequency Strongly agree 33 Agree 78 Neutral 26 Disagree 12 Strongly disagree 1

Supervisors Percentage Frequency Percentage 22% 11 46% 52% 8 33% 17% 5 21% 8% 0 0% 1% 0 0%

The majority of both the operators and the supervisors find the idea of maintenance of employee growth file through use of skill matrix very good as it gives an objective, timely and unbiased outlook of the work performance of every employee and their respective training needs.

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14. Learning of the operators from training programmes organized by the organization.

Responses To great extent To some extent Very less extent Not at all Cant say

Frequency Percentage 13 54% 10 0 0 1 42% 0% 0% 4%

A large number of supervisors (54%) are of the opinion that since shop floor employees are provided generally with technical training so that they can handle more processes than one hence training aids the learning process of operators.

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15. Changes in the work performance in terms of :a) Attitudinal Development. b) Knowledge Development. c) Skill Development. Change in development Responses To great extent To some extent Very less extent Not at all Cant say Frequency 6 13 3 0 2 attitudinal Change in development Percentage 25% 54% 13% 0% 8% Frequency 9 14 0 0 1 knowledge Change in development Percentage 38% 58% 0% 0% 4% Frequency 12 10 1 1 0 skill

Percentage 50% 42% 4% 4% 0%

When asked about changes in the work performance by operators after training, a majority (50%) of supervisors are of the opinion that training helps to a great extent in development of skills and knowledge of the shop floor employees but since the main emphasis is on providing them technical training, therefore many a times a lack of development in terms of attitude is witnessed by the supervisors.

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16. Skill matrix defines the codes and standards used for describing the performance in a skill matrix objectively.

Responses Strongly agree Agree Neutral Disagree Strongly disagree

Frequency 14 8 2 0 0

Percentage 59% 33% 8% 0% 0%

Since all the codes and standards used in a skill matrix are quantified in an objective manner hence most of the supervisors (59%) have the opinion that this aspect makes the skill matrix free from all types of subjective evaluation.

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17. Skill matrix helps in identifying the gap between desired level and actual level of performance.

Responses Strongly agree Agree Neutral Disagree Strongly disagree

Frequency 2 15 0 7 0

Percentage 8% 63% 0% 29% 0%

A skill matrix helps in outlining the work efficiency of every employee individually and define the desired and actual performance of the operators, hence a major portion (63%) of the supervisors feel that this helps them in analyzing the performance of every operator and in turn provide them proper feedback to increase their job competency. It can also be seen from the graph that a noticeable portion of the supervisors (29%) feel that no matter a skill matrix helps find out gap between desired and actual performance of work but it fails to quantify the behavioral and attitudinal gap of operators

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18. Skill matrix helps in managing the skill of the team well.

Responses Strongly agree Agree Neutral Disagree Strongly disagree

Frequency 7 13 4 0 0

Percentage 29% 54% 17% 0% 0%

Since the skill matrix gives an outline of the desired performance and the actual performance, a majority of supervisors (54%) feel that it helps them to compare the two aspects quickly thus, leading to a quick feedback to the operators leading to minimization of deviations of actual performance from desired performance consequently leading to reduction of cost of control and managing the team well.

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19. Skill matrix helps control cost incurred in imparting training to operators.

Responses Strongly agree Agree Neutral Disagree Strongly disagree

Frequency 13 10 1 0 0

Percentage 52% 42% 4% 0% 0%

A large number of Supervisors (52%) strongly feel that since a skill matrix gives an overview of the maximum skill that should be possessed by the team to carry out an operation well, hence every operator is not required to be trained on the same machine which in long run helps the organization in reducing the cost incurred in imparting training to them.

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20. Skill matrix makes it easy to review the performance of each and every member of the team quickly.

Responses Strongly agree Agree Neutral Disagree Strongly disagree

Frequency Percentage 8 33% 13 3 0 0 54% 13% 0% 0%

Since a skill matrix is of a graphical nature and objective in nature, hence a considerable number of supervisors (54%) feel that it helps in quick review and updating of skills possessed by an operator.

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21. Skill matrix helps in regular evaluation and updating of competency of each and every operator.

Responses Strongly agree Agree Neutral Disagree Strongly disagree

Frequency 9 11 3 1 0

Percentage 37% 46% 13% 4% 0%

Majority (46%) of Supervisors feel that since in a skill matrix, a time duration after which an operator is eligible for the next level of training is defined objectively, hence skill matrix aids timely evaluation of the competency of each and every individual in the team.

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CHAPTER VI FINDINGS SUGGESTIONS & CONCLUSION.

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FINDINGS 1. The survey covered HTTs Shop Floor Population of Honeywell. 2. Most of the people had undergone at least one training programme. 3. Technical Training was the most looked forward training program. 4. The Training programmes at HTT are well planned because due consideration is given to: The course material. The knowledge of the Faculty The communication skill of the Trainer. The Practical relevance of the Training.

5. HTT also has its own laid down principles of training, these are as mentioned below:

Honeywells Principles of Line Requirement states that there should be three employees in each team that are competent to work on a particular machine.

Honeywells Principles of Personnel Requirement states that each operator shall be trained to operate at least three machines.

All the training programmes undergone by an operator shall be documented and duly signed by the respective Team Leaders. 6. The employees at HTT are well aware of the Skill Matrix both in terms of the purpose it serves and the codes and standards used in describing performance in a skill matrix. 7. Skill Matrix is considered as the most effective tool to assess the training needs of the operators. 8. Both the operators and the supervisors feel that it is a just and fair method of evaluation of employee performance because of its objectivity. 9. Skill matrix helps in regular evaluation and updating of competency of each and every operator. 10. Skill Matrix helps reduce the cost incurred in training the operators.
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11. Skill Matrix eases performance review because of its Graphical nature which makes it easy to interpret and study.

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The Steps Followed in Preparation Of Skill Matrix At Honeywell.

1. Firstly the Emloyee
2. Then a proper indexing of EID is done. 3. Then the total number of operations on shop floor are defined.

4. The process flow is defined.

5. Proper machinery for skill mapping is established.

6. Then a complete training plan is developed based on the skill matrix produced.

A Skill Matrix used at Honeywell.

File S ta tu s Final Assembly

S.No .Co m pany

EID

E m plo yee Nam e

File No

Resp o nsibilit CHA y

CHRA

OP-6

HOS CHRA

NA

VSR / op OPRework THWA 25(SREA OP-10 OP-20 OP-30 OP-40 50,60 & B.CHRA ) EOL

H TT

E31 864 1

Kshirsagar M ano j Pan durang Bh alerao Nilesh Nandku m ar D h o tre A m o l Go raksh anath

B 2

TPM Co o rdinato r TPM Co o rdinato r TPM Co o rdinato r TPM Co o rdinato r TPM Co o rdinato r TPM Co o rdinato r TPM Co o rdinato r TPM Co o rdinato r TPM Co o rdinato r TPM Co o rdinato r

H TT

E31 864 3

B 2

H TT

E34 797 6

B 2

H TT

E34 827 3 Kale N itin

B 2

H TT

E35 684 3 Rau t U tsav Jadhav Sub haji Balaji Rau t M uku nd Hanum an t Thap a V ishal singh Bh upalsin gh

B 2

H TT

E37 022 7

B 2

H TT

E37 153 9

B 2

H TT

E37 154 4

B 2

H TT

E37 463 4 M ane V ijay Vitth al Tang ad i Vinay Sh rikant

B 2

10 H TT

E37 464 9

B 2

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SUGESSTIONS.

Training Programmes may be designed more transparently with a clear cut

communication and developing an insight of the trainees need.

It was also observed that Most of the people were interested in technical training

programme rather than behavioral or leadership which implies that people are self motivated and thus show a great inclination towards technical training which may improve their technical skills.

Encourage experienced employees to share their knowledge and take new employees under their wing. Studies show on-the-job training to be the most effective form of training. Foster an environment of openness that is not hostile to questions or comments from operators.

Establish a solid cross-training programme that trains shop floor employees in operating

machines other than those involved in their primary responsibility operations so as to enhance their skills and at the same time reduce the monotony faced by operators at work.

Arrange seminar or meetings on various aspects of the equipment. Allow a senior

operator or guest speaker to conduct the meeting. Hold periodic meetings, with each meeting involving different, in-depth aspects of a single part or function of a given piece of equipment. Hold the meetings directly in front of the equipment.

Inter team transfer of employees can also be encouraged for symbiotic exchange of skills so as to benefice all the teams and bringing about equality in level of skills possessed by all the teams which would further lead to a reduction in cost incurred in imparting training to operators.

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CONCLUSION

Training and Development Practices are very important, as these are the means by which organizational activity aims at bettering the performance of individuals and groups in organizational settings pathways of goal attainment. The top management makes strategic goal and Training practices must also be followed in line with these policies. It can be said from the study that most of the people when interviewed were desirous of undergoing technical training; it reveals that the employees were highly motivated but at the same time a need for more behavioral and leadership training was felt. No doubt the skill matrix forms the basic foundation of the training structure of the organization and serves the Training and Development Function in more ways than one but still a need for the refinement of companys HRIS was felt. The study conducted gave a clear picture of employees viewpoint regarding current Training and Development practices prevalent in the organization. Thus the opinion survey and study of T&D practices proved to be very fruitful and result oriented for the institute.

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BIBLIOGRAPHY

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BIBLIOGRAPHY REFERENCE BOOKS

Gary Dessler, Human Resource Management, Prentice Hall India, 1oth

edition(2005), New Delhi.

Shashi K.Gupta, Human Resource Management,Kalyani Publications, 9th

edition (2009), New Delhi.

Aswathappa, Human Resource Management, TATA McGRAW Publication,

6th edition(2007), New Delhi.

Udai Pareek, Training Instructions in HRD & OD,TATA McGRAW

Publication, 2nd edition(2006), New Delhi.

JOURNALS

Guide on How to Prepare Skill Matrix, Instep (UK) Ltd, September 2003.

T+D, Network Media Partners, August 2011. People & Strategy, The Human Resource Planning Society, 2008.

WEBSITES www.honeywell.com

www.cornwall-learning-partnership.org www.beyondlean.com
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www.bestpractice.uk.com

en.wikibooks.org

ANNEXURES

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Questionnaire for Operators.

1)Are you a new employee or a long- standing Employee of the company? 2)How long have you been working in your present job? 3)Have you undergone any training programme organized by HTT? YES/ NO 4)The programs I look forward to MOST. a) Leadership b) Behavioral c) Technical

5)Structure of course are generally . a) Very well Planned b) Well Planned 6) Course Material is usually a)Very Relevant b) Relevant c) Less Relevant d)Not Relevant e) Cant say c) Less Planned d) No Planning e) Cant say

7) Faculty providing training is a)Very Effective b)Effective c) Less Effective d) Not Effective e) Cant say

8). Faculty Interaction is a) Excellent b) Very Good c) Average d) Poor e) Cant say

9) Practical Application of the Training Programmes a)Highly Applicable b)Somewhat applicable c) Less applicable d) Not applicable e) Cant say 10) Program Arrangements are usually a)Excellent say b)Very Good c) Average d)Poor e) Cant

11) I will rate the Overall Training System as a) Poor b) Average c) Satisfactory d) Good e) Excellent f) Needs improvement? Please Suggest____________________________________________ 12) I am aware of the term skill matrix? Yes / N0 13) I am aware of all the components of a skill matrix. 1) Strongly agree 2) agree 3) neutral 4)disagree 5)strongly disagree

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14) I am fully aware of the codes and standards used for describing the performance in a skill matrix. 1) Strongly agree 2) agree 3) neutral 4)disagree 5)strongly disagree 15) I am aware of the purpose a skill matrix serves. 1) Strongly agree 2) agree 3) neutral 4)disagree 5)strongly disagree 16)Skill matrix is a fair method in evaluating the performance of each and every employee 1) Strongly agree 2) agree 3) neutral 4)disagree 5)strongly disagree 17)Skill matrix helps review and update Personal development plan. 1) Strongly agree 2) agree 3) neutral 4)disagree 5)strongly disagree 18) Skill matrix helps assess training needs. 1) Strongly agree 2) agree 3) neutral 4)disagree 5)strongly disagree 19) I find the idea of maintenance of Employee Growth File through use of skill matrix. 1) Excellent 2) Very good 3) Good 4) Average 5) Cant say 20) What can the organization do to increase your satisfaction from the training programmes?

THANK YOU !!!!!

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