My Pgdm Report

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A

PROJECT REPORT ON

A STUDY ON TRAINING AND DEVELOPMENT OF OPERATORS WITH

EMPHASIS ON SKILL MATRIXAT

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)

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http://www.honeywell.com/


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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 Vipul Abhishek

Date : (Research Student)

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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.

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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 56

Annexure

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EXECUTIVE

SUMMARY

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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.

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CHAPTER I

INTRODUCTION

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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.

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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: Honeywell International, Inc.

Ticker Symbol: HON

WWW Address: www.honeywell.com

CEO: David M. Cote

No. of Employees: 25,00

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http://www.honeywell.com/sites/htsl/prodsolutionn3_CARFH9KPP0UFUVK5R0L5G25D0H05T2YQC0729142245892_H33CFDF98-267C-3B5E-F345-52C51D06C738.htmhttp://www.honeywell.com/sites/htsl/continuouslearningn3_CLO3I1TNDRCONU1R8OA1B7LBYKGB3PFB8_HFYZ2W5TNRLAVC8PCMKU3ZR80A171P8YU.htmhttp://www.honeywell.com/http://www.honeywell.com/sites/htsl/continuouslearningn3_CLO3I1TNDRCONU1R8OA1B7LBYKGB3PFB8_HFYZ2W5TNRLAVC8PCMKU3ZR80A171P8YU.htmhttp://www.honeywell.com/http://www.honeywell.com/sites/htsl/prodsolutionn3_CARFH9KPP0UFUVK5R0L5G25D0H05T2YQC0729142245892_H33CFDF98-267C-3B5E-F345-52C51D06C738.htm


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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:

Operators Supervisors

Population 150 24

Sample Size 150 24

Sampling Procedure Purposive Sampling Method 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 firsttime are used by the researcher. In my study following method of Primary Data collection wereused:

1. Interview with the employees. The respondents were asked questions in pre determinedsequence.

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 : Survey method.

Research instrument: Structured questionnaires.

Statistical ToolsUsed: 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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o Identify specific job performance skills requiring improvement.

Performance and productivity.

o

Analyze the suitability of program; whether or not it suits the specificaudiences 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.

o 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:

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1. Identify the job roles in your team


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

2. Review and code standards of performance


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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.

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Goa

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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 Frequency Percentage

Yes 150 100%No 0 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.


Technical 80 53%

Behavioral 33 22%

Leadership 37 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 Frequency PercentageVery wellplanned

30 20%

WellPlanned

80 53%

SomewhatPlanned

28 19%

Not planned 10 7%Can't say 2 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.


Veryrelevant

76 50.6%

Relevant 50 33.33%

Lessrelevant

15 1%

Notrelevant

9 0.6%

Cant say 0 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.

Knowledge of Faculty Interaction of Facultywith 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%

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.


Highly applicable 72 48%Somewhatapplicable

50 34%

Less applicable 26 17%

Not applicable 2 1%

Cant say 0 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 .


Excellent 22 15%Very good 76 50%

Good 40 27%

Average 11 7%

Poor 1 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


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.


Strongly agree 30 20%

Agree 77 52%

Neutral 0 0%

Disagree 32 21%

Stronglydisagree

11 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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Agree 79 53%

Neutral 5 3%

Disagree 28 19%Stronglydisagree

0 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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Strongly agree 63 42% 8 33.3%

Agree 84 56% 15 62.5%

Neutral 1 0.7% 1 4.2%Disagree 2 1.3% 0 0%

Stronglydisagree

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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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.

54



Strongly agree 51 34% 10 42%

Agree 64 43% 11 48%

Neutral 9 6% 2 6%Disagree 17 11% 1 4%

Strongly disagree 9 6% 0 0%


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



Strongly agree 33 22% 11 46%

Agree 78 52% 8 33%

Neutral 26 17% 5 21%

Disagree 12 8% 0 0%

Strongly disagree 1 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.


To great

extent

13 54%

To someextent

10 42%

Very lessextent

0 0%

Not at all 0 0%

Cant say 1 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 attitudinal

development

Change in knowledge

development

Change in skill

development

Responses Frequency Percentage Frequency Percentage Frequency Percentage

To great extent 6 25% 9 38% 12 50%

To some extent 13 54% 14 58% 10 42%

Very less extent 3 13% 0 0% 1 4%

Not at all 0 0% 0 0% 1 4%

Cant say 2 8% 1 4% 0 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.


Strongly agree 14 59%Agree 8 33%

Neutral 2 8%

Disagree 0 0%

Stronglydisagree

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.


Strongly agree 2 8%

Agree 15 63%

Neutral 0 0%

Disagree 7 29%

Stronglydisagree

0 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.



Agree 13 54%

Neutral 4 17%

Disagree 0 0%

Strongly disagree 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 andmanaging the team well.

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



Agree 10 42%

Neutral 1 4%

Disagree 0 0%

Stronglydisagree

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.


Stronglyagree

8 33%

Agree 13 54%

Neutral 3 13%

Disagree 0 0%

Stronglydisagree

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.



Agree 11 46%

Neutral 3 13%

Disagree 1 4%

Stronglydisagree

0 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 everyoperator.

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.

S.No Company EID Employee Name File NoResponsibi l i t

yCHA CHRA OP-6

HOS

CHRANA THWA

VSR / o

25(SRE

)

OP-10 OP-20 OP-30 OP-40

OP-

50,60 &

EOL

Rework

B.CHRA

1 H TT E3 18 64 1Kshirsagar Manoj

Pandurang0 B 2

TPM

Coordinator

2 H TT E3 18 64 3Bhalerao Nilesh

Nandkumar0 B 2

TPM

Coordinator

3 H TT E3 47 97 6Dhotre Amol

Gorakshanath0 B 2

TPM

Coordinator

4 HTT E 34 82 73 K al e N iti n 0 B 2TPM

Coordinator

5 HTT E356843 Rau t U tsav 0 B 2TPM

Coordinator

6 H TT E3 70 22 7Jadhav Subhaji

Balaji0 B 2

TPM

Coordinator

7 H TT E3 71 53 9Raut Mukund

Hanumant0 B 2

TPM

Coordinator

8 H TT E3 71 54 4Thapa Vishal sing

Bhupalsingh0 B 2

TPM

Coordinator

9 HTT E374634 Mane V i jay V it tha l 0 B 2TPM

Coordinator

10 HTT E374649Tangadi Vinay

Shrikant

0 B 2TPM

Coordinator

Final AssemblyFile Status

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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, 2ndedition(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 c) Less Planned d) No Planning e) Cant say

6) Course Material is usually

a)Very Relevant b) Relevant c) Less Relevant d)Not Relevant 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) Cantsay

10) Program Arrangements are usually

a)Excellent b)Very Good c) Average d)Poor e) Cant

say

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 skillmatrix.


15) I am aware of the purpose a skill matrix serves.


16)Skill matrix is a fair method in evaluating the performance of each and every employee


17)Skill matrix helps review and update Personal development plan.


18) Skill matrix helps assess training needs.


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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