TRAINING & DEVELOPMENT PRACTICES IN TATA MOTORS COMPARED TO ITS COMPETITORHONDA.

Submitted to: Submitted by:

Prof. Ravinder Jeet. Koshiha Lal (MB A, 3rd Sem)

Need of Training inautomobile sector:

a.New Projects b.Technological Change

and

Development

c.Rapid Expansion and coming up major players d.Enhanced customer expectations for better quality product

TATA MOTORS:
Established in 1945 Over 5.9 millions TATA vehicles ply on the road sincethe first rolled out in 1954 Consolidated revenues of Rs 92,519 croresin 2009-10 Leaders in commercial vehicles in each segment World's 4th largest Truck manufacturer World's 2nd Largest Bus manufacturer First company from india's engineering sector to belisted in the New-York stock exchange(Sep-2004), hasalso emerged as a international automobile comapny

Training and Development practices in TATA motors:

i. Methods to Identify Of Training Needs of Employees in TATA motors. By performance management and appraisal discussion. By linking the vision and mission of company.

By linking to pre-decided competencies that every manager should have. Motors provides a congenial atmosphere to work, learn and grow. The Company conducts various programmes to train their staff in the latest and the best technology and management practices. The Company through its in-house vocational training and apprenticeship programmes trains the technicians at Tata Motors. Numerous talented youngsters, honed by such rigorous programmes, have received numerous National Best Apprentice Awards - the highest accolade for excellence in skills, in India. Tata Motors expansion projects offer numerous growth opportunities. Structured training programmes, rotational assignments and crossfunctional mobility allow employees to grow. Movement across functions is encouraged to help employees develop a wider perspective and gain expertise in manifold functions. ii. The Training Programs consists of: identifying gaps in our employees competencies and preparing employees for changes in competitive environments, as well as to meet organizational challenges.. providing training to our managers on an ongoing basis. The recent emphasis on training has been in the areas of customer focus total quality management, six sigma, world class manufacturing and cost reduction initiatives

Tata

A Comparison with HONDA.

Honda has established on-the-job training programs for each job
description, setting qualitative and quantitative targets for the knowledge and skills to be acquired.

Honda also offers off-the-job training designed to provide associates

an opportunity to enhance their careers by developing new specialized skills or management capabilities.

Honda adopts broadly 4 categories:

1) On-the-chance training :-

Providing opportunities for associates to display and develop abilities e.Two way communication.

2) On-the-job training :Gaining knowledge and expertise through experience f.On-the-job training program. g.Special interest training groups.

3) Off-the-job training :Acquiring new knowledge and expertise outside the workplace h.Training program.

4) Self-improvement :Opportunities for education and growth outside the workplace i.NH Circles/proposals for improvement. j.Language learning/distance education. k.Inter-industry exchanges.

Whose Practice is better?

Both HONDA & TATA motors follow well defined T & D practices. TATA motors has rotational assignments & cross-functional mobility for employee growth, while HONDA focuses on improving an employees' efficiency by providing on-the-job & off-the-job training, also focusing on the inter-industry exchanges. HONDA, has its core training programs as On-the-job & Off-the-job training programs. These may prove better than TATA motors' training & development practices as it changes its practices with the change in environment, which is only suitable when the

workforce is flexible enough to cope up with the change. TATAs flexibility is an edge over HONDA, as today's dynamic environment needs such flexible programs to train the employees in accordance with the change. Following the change, TATA motors provides training with every new technology introduced.
TATAs programs' consists of identifying gaps in their employees competencies and preparing employees for changes in competitive environments, as well as to meet organizational challenges, which is the most important aspect in todays' environment.

An employee, is more productive during on-the-job training programs, as the company is never at a loss of that employee, but this may take longer than a normal training program, considering the problems & concerns of each employee. Cross-functional mobility may require pre-training & post-traning sessions with the employees, which will enhance the employees effieciency in the long run. Self-improvement programs are a good self-learning program, which familiarizes the employee with his/her strengths & weaknesses, & henceforth training can be provided.

Hence, TATA motors' T & D practices are better with its aproach towards the dynamic environment.