Summer Training Project Report

On
HUMAN RESOURCE DEVELOPMENT OF
MINDA CORPORATION LTD.

Submitted in partial fulfillment of the requirements

For the award of the degree of
Bachelor of Commerce (Honors)
Submitted By:
Devesh Kumar
B.Com (Honors) 5th Semester
Roll No.: 40296788815
Batch (2015-2018)
External Guide: Internal Guide:
Mr. P.S. Baghel Mrs. Mansha Arora

Kamal Institute of Higher Education and Advance Technology

K-1 Extension, Mohan Garden, New Delhi 110059
(Affiliated to GGSIPU, Delhi)

i
CERTIFICATE

ii
 DECLARATION
This is to certify that I have completed the Summer Training Project titled HUMAN
RESOURCE DEVELOPMENT OF MINDA INDUSTRIES LTD. under the
guidance of Mrs. Mansha Arora in partial fulfillment of the requirement for the
award of degree of Bachelor of Commerce (Honors) at Kamal Institute of Higher
Education and Advance Technology, Delhi. This is an original piece of work and I
have not submitted it earlier elsewhere.

Devesh Kumar
40296788815

iii
 ACKNOWLEDGEMENT
I wish to express my sincere gratitude to all those with whom I worked and whose
thoughts and inspection contributed towards the completion of this project.
I am overwhelmed to avail this rare opportunity to convey my profound sense of
gratitude to Mr. P.S. Baghel, [Manager- HRM] who provided me valuable guidance,
constant encouragement and strong inspiration in preparing this project report.
I also take the opportunity to express my thanks to various executives & staff
members of Minda Corporation Ltd., Noida, for providing me necessary information,
guidance and moral support during my study & enabled me to successfully complete
this project.
This project would not have started and much less completed without the
encouragement and support of my faculty guide Mrs. Mansha Arora without whose
valuable insights the project would not have seen daylight.
Finally, I would also like thank to all my dear friends for their kind cooperation,
advice and encouragement during the long and arduous task of preparing this report
and carrying out the project.
At last but not the least, I would like to acknowledge my dear family members whose
blessings, inspiration and encouragement have resulted in the successful completion
of the project.

Devesh Kumar Mrs. Mansha Arora

40296788815 (Internal Guide)
B.Com (Honors)
5th Semester

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 INDEX
CHAPTER CHAPTER NAME PAGE NO.
NO.
1 CHAPTER-1
INTRODUCTION & COMPANY PROFILE
1.1 Industry Profile 1
1.2 Company Profile 4
1.3 Introduction 22
1.4 Concepts of the study 23
1.5 Aim of human resource development 24
1.6 Strategies for HRD 24
1.7 Purpose of introducing & implementing HRD process 25
1.8 Function of HRD 25
2 CHAPTER-2
RESEARCH AND METHODOLOGY
2.1 Methodology 28
2.2 Type of research 29
2.3 Data Collection tool 29
-Primary Data
-Secondary Data
2.4 Objective of the study 30
2.5 Scope of the study 31
3 CHAPTER-3 33
DATA ANALYSIS AND FINDINGS
4 CHPATER-4 48
CONCLUSION AND SUGGESTION
5 BIBILIOGRAPHY 51
6 QUESTIONNAIRE 52

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 LIST OF PICTURE
SERIAL NO. PICTURE NAME PAGE NO.
1 Fuel Tank Cap 9
2 Ignition Switch Cum Steering lock 9
3 Latches & Cable 9
4 Tool Box, Helmet Lock, Seat Lock 10
5 Electronics-VLDU, Antenna, Immobilizer, 10
Card, Magnetic Module
6 Balance Sheet 20
7 Statement of P&L 21

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 LIST OF TABLES
SERIAL NO. TABLE NAME PAGE NO.
1 Table 1 2
2 Table 2 32
3 Table 3 33
4 Table 4 34
5 Table 5 35
6 Table 6 36
7 Table 7 37
8 Table 8 38
9 Table 9 39
10 Table 10 40
11 Table 11 41
12 Table 12 42
13 Table 13 43
14 Table 14 44
15 Table 15 45
16 Table 16 46

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 INDUSTRY PROFILE
Minda Automotive Solutions Limited (MASL) is the Group's specialist auto
component distribution and servicing Company with a countrywide distribution
network of about 350 dealers spread across A, B and C category cities covering the 2
wheeler as well as 4 wheeler business segments. The company was established in
1985 and was then known as Switch Masters Limited.
The company supplies and services the entire range of Spark Minda, Ashok Minda
Group products across the length and breadth of the country. The goodwill and
acceptance that Spark Minda, Ashok Minda Group products have in the market is a
direct result of the Group's emphasis on quality, its wide acceptance amongst almost
all OE customers in the country, and the excellent sales and service facilities provided
by the Minda Automotive Solutions Limited field force and distribution network,
acknowledged to be amongst the best in the industry.
MASL has a three-tier distribution network, which covers over 12,000 retailers and
garages/mechanics/electricians throughout the country. Development of a parallel
distribution network largely through vehicle accessory dealers is also in the offing.
This will support products such as Locks, Wiring Harness, Instrument Panels,
Accessories, Wiper Blades. Simultaneously, MASL is also in the process of spreading
its wings outside India to address the vast and growing global replacement market for
its range of products.
Recognizing the importance of the ASEAN market the group has set up a Greenfield
manufacturing facility in Indonesia through a group company named PT Minda
ASEAN Automotive which has commenced production and exports to other ASEAN
countries. NK Minda Group works with the leading auto components specialists
globally to bring the most technologically advanced products to its customers. The
Group companies are accredited with QS 9000, ISO-14001, and TS Certification. We
are one of India's leading manufacturers of Security Systems, Wiring Harnesses,
Couplers & Terminals, Instrument Clusters, Sensors, Die Casting, Interiors, Keys &
Key Duplicating Machines, that caters to all major two, three, four wheeler & off-
road vehicle manufacturers in India & Overseas.

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Table 1

HISTORY
1958 Group Foundation
1998 MCL, Noida (Formerly known as Minda Switch Auto Ltd)
1995 Established Minda Wire links
Minda Huf JV
2003 Formed Minda SAI Ltd.(through merger of Sylea Automotive India
Ltd. & Minda Wire links)
Acquired Sylea Automotive India Ltd.
2004 Minda Stoneridge JV
2005 Setup PTMA, Indonesia
2007 Setup Japan Engg. Office
Minda Furukawa JV
Minda Valeo JV
Minda Silca JV
Acquired KTSN in Germany
2008 Acquired Schenk Plastic Solutions in Germany
Acquired Schenk Plastic Solutions in Czech
2009 Setup Minda Vietnam Co. Ltd.
Setup Minda Automotive Solutions in Uzbekistan
Acquired ALU Automotive in Germany
2010 UzMinda LLC JV
Acquired Aksys, Plant Koengen in Germany
Acquired Tectro in Poland
2011 New Group Logo and Brand Identity 'Spark Minda'
2012 Setup representative office of Minda Stoneridge Instruments Limited in
Russian federation.
PT Minda Automotive Indonesia starts their operations.
Minda Vietnam Automotive Company Limited starts their operations.
Minda Automotive Solutions Limited starts their operations.
2013 Group Corporate Office Minda Management Services Ltd. set up in
Gurgaon.
2014 CSR integrated automotive component manufacturing unit set up at

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 Tihar Jail.
2015 Wiring Harness Assembly Unit inaugurated under Business Integrated
CSR at Yerwada Central Prison, Pune.
Spark Minda, Ashok Minda Group & Vehicle Access Systems
Technology Llc (VAST), USA enters into a Joint Venture Minda
VAST.
Minda KTSN Plastic Solutions starts a Greenfield Project in Czech
Republic.
2016 Spark Minda initiates CSR integrated lock body assembly
manufacturing unit set up at Aurangabad Central Prison.
Spark Minda Technical Centre set up in Pune.
MKTSN Plastic Solutions signs JV with Shandong Beiqi Hai Hua
Automobile Co (a BAIC Group Subsidiary) and begins operations in
China Minda China Plastic Solutions Ltd.
Spark Minda, Ashok Minda Group acquires Panalfa Autoelektrik Ltd.,
now renamed as Minda Autoelektrik Limited
2017 Spark Minda acquires EI Labs to enhance Group's expertise in
connected mobility and IoT solutions.
MKTSN Plastic Solutions inaugurates new plant in Mexico.

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 COMPANY PROFILE
Introduction about MINDA CORPORATION LTD.
The NK Minda Group is India's foremost manufacturer of a range of automotive
components and is a leading supplier to global Original Equipment Manufacturers.
The Group's product portfolio comprises of Switches, Batteries, Lighting, Horns,
Mirrors and Alternate Fuel Kits LPG.
Recognizing the importance of the ASEAN market the group has set up a Greenfield
manufacturing facility in Indonesia through a group company named PT Minda
ASEAN Automotive which has commenced production and exports to other ASEAN
countries.
NK Minda Group works with the leading auto components specialists globally to
bring the most technologically advanced products to its customers. The Group has
joined hands with global leaders to constantly fine-tune its offerings and has some of
the most reputed automotive component manufacturers as its joint-venture partners
such as:
Tokai Rika Co. Ltd.,
Japan Fiamm SpA, Italy
An organization is known by its people, performance and profits. Our human
resource related policies would provide each individual to perform towards own and
companys growth and success. Success is not confined only to monetary profits but
also covering quality of products, excellence of operations, growth, customer
goodwill and leadership in business. Such a success not only brings in a feeling of
belongingness but also gives self-satisfaction.

The Key Mantras that have propelled the NK Minda Group growth story are:

Relentless pursuit for excellence

Benchmarking ourselves against the best
Focus on developing world-class facilities
Emphasis on providing innovative design solutions
Continuous thrust on product improvement
Constant up gradation of skill sets in the workforce

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For over five decades, Spark Minda, Ashok Minda Group (erstwhile MINDA Group)
has a major presence in Global Automotive Industry and is one of the leading
manufacturers of automotive components for the OEMs. The US $539 Million Group,
with a workforce of more than 16,000 is catering to the leading Passenger Vehicle,
Commercial Vehicle, Motorcycle & Scooter, Off-road Vehicle & Tier 1
Manufacturers in India with presence in Germany, Poland, Czech Republic, Mexico,
China, Indonesia, Vietnam, Uzbekistan and Japan. We also serve to after market
segment in India through a strong dealer distributorship of about 500 dealers.
For the technological edge, we have a dedicated R&D facility and collaborations with
the pioneers and leaders of the automobile industry. For assimilating the latest
technologies, Spark Minda has entered into strategic alliances and technical
collaborations with leading international companies and acquired businesses across
globe. This has provided Spark Minda with the cutting-edge in product design and
technology to meet strict international quality standards.
The Group companies are accredited with QS 9000, ISO-14001, and TS Certification.
We are one of India's leading manufacturers of Security Systems, Wiring Harnesses,
Couplers & Terminals, Instrument Clusters, Sensors, Die Casting, Interiors, Keys &
Key Duplicating Machines, that caters to all major two, three, four wheeler & off-
road vehicle manufacturers in India & Overseas.

Vision
To be a Dynamic, Innovative and Profitable Global Automotive
Organization for emerging as the Preferred Supplier and Employer, to Create
Value for all Stakeholders.
Dynamic:
As a player the Group is sensitive to the rapidly changing business environment.
The actions of all Group Companies are and will be geared towards meeting stringent
benchmarks and norms that are required and will be required.
Innovative:

As a group we have been at the forefront of innovation. We intend to increase our

focus On innovation in products and technologies, organizational structure, and

5
optimizing efficiencies. We also are committed to change management as a way of
life to enable us to meet the emerging challenges of the Industry.

Profitable:
We want to emerge in the Global arena as a leading automotive player and realize
profitability in business so as to sustain and enhance our efforts towards emerging as
a leader in the industry.

Global:
We are already global and will continue to expand to meet the global requirements
of OEMs and be a significant player globally, in our own domain. In spreading
globally we will not focus on any specific country or region but take decisions based
on our core interests in the automotive sector.

Automotive:
We will stick to being a significant player in the automotive domain and emerge as
a systems supplier. We will not deviate from our core sector but will expand to
include different components and systems that align and have synergy with our
products and technologies.

Emerge as Preferred Supplier and Employer:

We will be focused towards meeting the two essential areas of endeavour - become
a preferred supplier to global OEMs and also emerge as the preferred employer in our
Industry. For this, we plan to undertake several initiatives such as closely monitoring
every aspect of our move to offer world-class products to our ever-increasing
clientele. On the employee front, we intend to continue with our people-sensitive
initiatives so as to realize a rich and vibrant work-culture and also, continue to nurture
employees towards greater efficiency, through training and development. As a Group,
we consider that our employees are equal owners and stakeholders and this Group
belongs to them all. We will continue to offer participation in the Growth of our
Group, to all our employees.

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Create Value for all Stakeholders:
As an Organization we are sensitive towards all stakeholders including our
esteemed Clients, our Employees and their Families, our Suppliers, and the Society
within which we operate. Our core focus is on developing confidence, generating
greater thrust towards undertaking active role in building Customer Trust and
Confidence, generating Greater Returns and Trust for our Investors, undertaking
Corporate Social Responsibility for wider interests of the society and the needs of our
Suppliers, as well as, addressing the holistic Needs and Concerns of our Employees
and their Families.

Mission
'Our mission is to be an automotive System Solution provider and Build
a Brand recognized by vehicle manufacturers progressively all over the
world, as an organization providing products and systems Unparalleled
in Quality and Price.'
We are also committed to create and deliver value to our
Shareholders:
We will ensure that our enterprise grows aggressively and earns adequate returns.
Customers:
We will make customers for lifetime and always strive to exceed their expectations.
Partners:
We will develop long term relationships with our partners based on mutual benefit,
trust, support & transparency.
Employees:
We will treat our employees as family members and would provide them a safe,
healthy, stimulating and rewarding work environment.
Society:
We will always be conscious of our responsibilities towards the society at large and
undertake welfare activities for the community.

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 Values
Commitment to Stakeholders:
Demonstrate loyalty and dedication to the organization.
Passion for Excellence:
Relentlessly improving and continuously raising the bar in everything we do.
Open Communication:
Reasoning, Knowledge, Experience Sharing, confronting fearlessly for the good of
the organization.
Integrity & Fairness:
Fair and upright in intention and actions - always complying with conscience.
Nurture Talent, Competency & Willingness:
Create challenging opportunities and provide support for development of self and
team members. Encourage experimentation & willingness to accept challenges.
Respect & Humility:
Must be Courteous, Compassionate, Caring, Humane and Humble in all our
interpersonal dealings.
Innovation & Improvement Orientation:
Challenge status quo. Demonstrate creativity for improvement and break through.
Partnering:
Leverages Interdependence, Cooperative, Readily provides support and assistance
to others.
Responsibility:
Take ownership for the consequences of ones decisions and actions.
Cross Cultural Diversity:
Build a vibrant workforce with different ethnicity, cultural orientation with no
prejudice due to sex / caste / creed / colour and to cherish our diversity.

8
 PRODUCTS OF THE COMPANY

Fuel Tank Cap:

Ignition Switch Cum Steering lock:

Latches & Cable:

9
 Tool Box, Helmet Lock, Seat Lock:

Electronics-VLDU, Antenna, Immobilizer, Card, Magnetic

Module:

Focus on Innovations and R&D at Minda Corporation:

Having recognized our research and innovation competencies, many of our
international customers are co-developing new product and solution ideas right from
the research stage with us. Filing of joint patents with some key customers testifies
the success of our co development programmes. Added customer confidence
emanating from our sustained capability building in Electronic & Mechatronic system
has resulted in many breakthrough orders from international customers. We have been
rated as among the best in competency assessment for next generation security
system. Cost innovations at Minda Corporation has resulted to increase in orders from
customers like Hero Moto Corp, Bajaj, HMSI, Suzuki, TVS and Yamaha. We have
received many enquiries for breakthrough products such as smart key systems, two-
wheeler connected solutions, keyless immobilizer and security system for outboard
engines (Marine) from marquee
customers. The new products for off-road segments have resulted into new orders as
well as interests from ATV, construction vehicles & tractor manufacturers. Instances

10
of cost innovations have resulted in an increase of orders from 2-wheeler customers
whereas competency in developing BS IV compliant fuel tank caps led to increase in
business from almost all Indian & Japanese OEMs.

Crafting an equitable & sustainable society:

At Spark Minda, CSR is conceptualized through the triple bottom line model of
People, Planet and Profit. Through this Intervention Model, the verticals that we touch
upon are; Environment Protection, Community Care and Health & Safety. In
FY2016-17, a plethora of initiatives were undertaken under each of these verticals,
creating a sustainable impact on the People and Planet at a large scale. For
Community Care, we have rolled our activities through Spark Minda Foundation (a
wholly owned subsidiary of Minda Corporation) for Welfare, Development and
Sustainability at Community Level,
Whereas Environment & Resource Protection initiatives are mainly undertaken at
Business level. Brief Overview of CSR Programmes under Spark Minda Foundation.

Business Integrated CSR Project:

Minda Corporation Limited has partnered to create an integrated CSR model to
improve the life of prisoners through skill development and employment. Under this
programme, a manufacturing facility of Lockset Assembly Process Unit has been set
up at Aurangabad prison which currently employs 7 women inmates with future
expansion possibility for 25 inmates. In the year 2014 and 2015, similar facilities
were installed by the Group at Tihar prison (New Delhi) and Yerwada prison (Pune).

Annual CSR Meet:

Spark Minda Foundation organized Sparkonnect- an Annual CSR Meet for
Community Coordinators for two days at Chennai. The objective was to motivate
coordinators at the group platform to facilitate cross sharing and learning as well as
felicitate winners for their continuous efforts towards making a difference in the
society.
At Minda Corporation, transparency runs deep in our work culture and we believe in
keeping all our stakeholders thoroughly informed through periodic investor
interactions and communications. The effective investor communication, strong

11
operating performance and consistent dividend pay-outs through diverse channels has
led to the enhanced trading volumes. The daily average trading volumes have also
considerably increased during the year (average trading volumes were approximately
100,000 for Jan-Mar 16 compared to approximately 350,000 for Jan-Mar 17). The
Company has been regularly interacting with investors and researchers through the
quarterly results conference calls and one-on-one meetings. During the year, the
management also attended various investor conferences in Mumbai, Singapore, Hong
Kong, US and UK hosted by reputed research firms such as IDFC, Edelweiss, Kotak
and Anand Rathi.
Investors have shown growing interest in the capabilities of Minda Corporation which
is clearly reflected through our three-fold amplified shareholder base from around
5,300 in FY2016 to around 17,500 in FY2017. Various plant visits were organized for
investors, research analysts and media during the year. In July 2016, large scale plant
visit, focused on research analysts was organized by the Company.

The Group was founded in 1958 by late Sh. S. L. Minda in Delhi and over the years,
it has grown to become one of the leading automotive component player in both
national and international arena. Since five decades, the Group has made significant
contributions in the automotive industry with highly innovative and cutting edge
technological products. It has also made a quantum leap in terms of enhancing
products through design. The Group witnessed an exponential growth and has
adopted latest technological practices followed across the globe by top manufacturers
such as the JIT, Kaizen and 5S to mention a few. These principles have helped the
Group form strategic partnerships with many global companies and widened its
footprints in terms of its presence and product portfolio. The Group is supplying
automotive components to all major Passenger Vehicle, Commercial Vehicle,
Motorcycle & Scooter, Off-Road Vehicle & Tier-I manufacturers in India and
Overseas.

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 MILESTONES OF THE YEAR

Acquired Panalfa Autoelektrik Limited (renamed as Minda Autoelektrik Limited)

Established Spark Minda Technical Centre (SMIT) at Pune.
Started Greenfield project at Mexico.
Initiated Greenfield plant for Die Casting at Pune.
Joint Venture with SBHAP, China (a BAIC group subsidiary).

KEY CUSTOMERS
At Minda Corporation, we are harnessing innovation and technology as the leading
drivers to turn tomorrows vehicle into a safe programmed smart device, providing
automated mobility assistance while taking care of customers connectivity with the
outside world. Our upbeat innovative products will help in the creation of vehicles
with access to internet connectivity and a variety of sensors to keep connection with
the outside world, sense and react to external environmental conditions and also
interact with other vehicles to enhance connectivity with the outside world.

Our thrust lies in adopting various indigenous technologies for delivering low-cost
products along with prototyping techniques that will reduce product development
cycle, which has helped in procuring more business from the OEMs as well as Indian
manufacturers. We are steadily exploring our vision to harness the business
opportunities in regions like China, ASEAN, Europe and North America to become
the preferred choice of OEMs in the various product categories through technically
advanced, high quality and low cost product offerings.

This strategy will be divided into two parts under which primarily the market share
will be increased by increasing the business through the existing business and
secondly by tapping the potential of new OEMs.

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EXPORT:-
Received export orders of immobilizers (peak business order value worth
approx. `48 Cr p.a. / life time order worth `250 Cr).
Received export orders of Compressor Housing, Connection & Inlet Pipe
Assy worth `160 Cr p.a. (life time value of approx. `800 Cr) for new Die
Casting plant.
Received orders of Security Systems for export to Japan and Brazil from
ASEAN business (Order value of `35 Cr p.a.)
Received Wiring Harness export orders for 2 Wheelers worth`12 Cr p.a. We
would also be focusing to enhance wiring harness exports significantly in the
future.

Operational Discussion:-
1) New Die Casting Plant at Pune: - In order to support future demand
from the customers, Minda Corporation is setting up its third die casting plant.
With the addition of this new plant along with the two existing plants, the total
production capacity is expected to increase from the existing 4,600 MT p.a. to
9,600 MT p.a. by FY2019-20. The new facility would mainly focus on
Aluminium Gravity and Low Pressure Die Casting. The land development has
already been completed and civil and structural works are currently in
progress. The facility is headed for expected completion in FY 2017-18.
2) Acquisition of Panalfa Autoelektrik: - With an eye on strengthening
our presence in niche commercial vehicle segment, we acquired Panalfa
Autoelektrik in April 2016. Panalfa Autoelektrik was re-named as Minda
Autoelektrik Limited' w.e.f. 03 June 2016. With key products being Starter
Motors and Alternators, it caters to Commercial Vehicles, Agriculture
Machinery, Construction Equipment and Automotive end markets.
3) Business Integrated CSR Plant: - Collaboration with Aurangabad
Central Prison Authority for supply to Bajaj Auto In Nov. 2016, we have set
up a new automotive assembly within the jail premises dedicated to give
training in Safety, Security and Restraint System. The product being

14
 manufactured is Lock Body Assembly Unit that will be used in the final
product to be made at the Companys facility in Pune.

Key Business Development Activities:-

Received export orders of immobilizers (peak business order value worth
approx. `48 Cr p.a. / life time order worth `250 Cr)
Received export orders of Compressor Housing, Connection & Inlet Pipe Assy
worth `160 Cr p.a. (life time value of approx. `800 Cr) for new Die Casting
plant
Received orders of Security Systems for export to Japan and Brazil from
ASEAN business (Order value of `35 Cr p.a.)
Received new business order from leading two wheeler manufacturer for key
set with evap norm (Peak business order worth approx. `28 Cr p.a. / life time
value of `140 Cr)
New business orders of `45 Cr. for Lockset awarded from leading two wheeler
manufacturer.

Intellectual Property Rights:-

Filed 13 patent applications for new concepts in 2016-17 which brings the
total patent filing by Minda Corporation to 41.
The electronics & mechatronics share in vehicles is increasing at a rapid pace. Highly
reliable microcontroller based solutions enable the advanced safety & security
requirements of the vehicle. MCL is also focusing on electronic & mechatronic
systems for tech savvy European and US Market and cost competitive Indian &
ASEAN Market customers. We have set up a world class facility called Spark Minda
Technical Centre (SMIT) in Pune with the objective to create state of the art
centralized facility for Software & Hardware design and Electronics reliability testing.
SMIT would be instrumental in moving MCL up in the value chain from component
supplier to value added system suppliers in terms of products and solutions. Also, it
will aim to establish the Groups image as a trend-setting market leader. The various
products we have developed/under development in Electronics/Mechatronics area
are:-

15
EMI/EMC Related Testing
A state-of-the-art EMI/EMC test facility in SMIT has become functional since Oct
2016.
SMIT team is not only executing the testing activities but also participate in
EMI/EMC related design review and corrective measures. Another state of art service
offered by the SMIT team is related to RF/EMI-EMC simulation to build EMI/EMC
robustness early in the design cycle.

Future Plan of Action:-

Focus on reliability will further increase to achieve zero defect in complete
product life cycle Zero defect initiative drive started across the group and
Zero defect product policy will be adopted as our winning mantra.
In electronic/mechatronic systems we have taken a directional approach to
focus on products for Autonomous, Connected & electric vehicles e.g. IoT,
telematics, electric vehicle solutions etc. These products are expected to attract
the OEMs interest in short term from now.
For markets like India & ASEAN cost innovation will be the prime focus. We
will introduce new features/products at optimized cost.
A great focus will be there in creating IPR in India and foreign countries
which will help us to retain and gain business limit competition and have a
strong market position.
More focus will be there in automating the assembly lines to reduce process
cost & increase reliability. Fixed cost will be reduced through more focus on
implementing low cost flexible automation on assembly lines.
We will push investments on R&D and Technology to further improve
quality, deliver greater customer satisfaction, strengthening future
competitiveness and bring in innovative products & technologies including
green & smart technologies.
We will focus on our R&D initiatives to bring local solutions to the Indian
market which will be seen by the end user as a value add in terms of cost and
features.

16
Opportunities, Strategy and Outlook:-
I. Opportunities: - Minda Corporation continues to expand its capabilities through
both organic and inorganic growth. The Company acquired Panalfa Autoelektrik this
year. This acquisition not only added highly complementary products to Minda
Corporations existing product portfolio but also provided access to the additional
high profile customers, particularly in the commercial vehicle segment. The Company
is now also focusing on establishing greenfield plants at Pune and Mexico. The new
plant at Mexico will cater to the needs of OEM customers in North America for
Plastic Interior products
including Glove Box, Steering Column, I-Panel Hang-on parts and others. With the
addition of the new DCD plant at Pune, the total production capacity is expected to
increase from the existing 4,600 MTPA to 9,600 MTPA by FY2019-20. The new
DCD facility would mainly focus on Aluminium Gravity and Low Pressure Die
Casting. The strategic alliance with BAIC group and entry into high growth Chinese
territory shall also provide us a platform in China to cater the leading OEMs for our
other legacy businesses and products. Minda Corporation has placed thrust on R&D
and innovative technologies by establishing Spark Minda Technical Centre (SMIT) in
Pune. The objective of SMIT is to have state of the art centralised facility for
Software & Hardware design and Electronics reliability testing. In the past, it has
formed JVs with various foreign partners
that bring global expertise in latest product and technology to the Group.

II. Business Strategy: - The Companys vision lies in becoming one of the top
automotive component suppliers in the world and is strategizing different objectives:
To pursue organic as well as inorganic growth that will help in improving the
overall profitability of Company
To form JVs with various global peers and adopt latest technologies which
will help in improving the quality
To increase penetration in international markets like China, North America
and Europe and become the preferred supplier for OEMs
To enhance the market share that will help in getting orders from new OEMs
and improving market share for existing OEMs

17
 To enhance margins by adopting cost reduction techniques without hampering
the product quality
To comply with BS VI norms and explore opportunities in the new regime of
business.

III. Outlook: - The growth is driven by the initiatives of global OEMs for
manufacturing of automotive components in India and exporting them to the global
markets for their facilities. These OEMs are leveraging on the Make in India
initiative, which was initiated to encourage domestic companies to manufacture
components and market them locally and globally. The revival of the auto sales
backed by good monsoon last year and implementation of 7th pay commission will
help in pushing the sales of automobiles. The Company is emphasizing on the
changing technology and customer trends as well as adhering to the compliances and
regulations. Investment in innovations has also helped the Company in getting new
orders from various OEMs. At Minda Corporation, our endeavour is to boost
investments in R&D and technology to improve quality, increase innovation, deliver
greater customer satisfaction and explore green & smart technologies. Our cutting
edge technology centre at Pune has been established with the view of bringing in next
generation electronic and mechatronic products. The Company has adopted various
indigenous technologies, delivering low-cost products along with prototyping
techniques that will reduce product development cycle, eventually leading to the
increase in business from Indian and global OEMs.

18
 SWOT Analysis

SWOT analysis is a strategic planning method used to evaluate the Strengths,

Weaknesses, Opportunities, and Threats involved in a project or in a business
venture. It involves specifying the objective of the business venture or project and
identifying the internal and external factors that are favorable and unfavorable to
achieve that objective. The technique is credited to Albert Humphrey, who led a
convention at Stanford University in the 1960s and 1970s using data from Fortune
500 companies.

A SWOT analysis must first start with defining a desired end state or objective. A
SWOT analysis may be incorporated into the strategic planning model. Strategic
Planning has been the subject of much research.

19
FINANCIAL REPORT OF THE COMPANY

20
21
 INTRODUCTION OF THE STUDY

The project title strategies for improving HRD activities is self-explanatory.

Strategies means action plan for the future after analyzing all the HUMAN
RESOURCE DEVELOPMENT activities i.e. training and development, organization
development, career development, performance management system, coaching,
mentoring etc.

HRD activities are revenue enhancer in the organization not revenue user.
HRD is responsible all overall performance of the organization by upgrading
the employees.
Training constitutes a basic concept in human resource development.
Human resource development is a series of organized activities, conducted within
a specified time and designed to produce behavioral change.
The purpose of introducing and implementing HRD strategies in an organization is to
develop employee to meet higher levels of performance in the modern fast changing
competitive world.
HRD strategies contribute to winning employees commitment, motivation and
devotion in creating a self-disciplined workforce and responsive organization.
HRD is based on the two assumptions:
i. HRD makes sense only when it contributes towards business improvement
and business excellence.
ii. HRD also strongly believe that good people and good culture make good
organizations.
HRD means building:
Competency in people, Commitment in people, Culture in the organization.

HRD function is to build competencies in each and every individual working

in an organization. Competencies are to be built and multiplied in roles and
individuals.

HRD means building commitment in people. Competencies will not make

sense without commitment. Think of an organization where all the employees are
competent but not willing to put into use their competencies. Hence, competencies
without commitment will not contribute towards effectiveness.

22
 HRD can be defined as the branch of human resources management
function that endeavors to build competencies, commitment and a learning
culture in organizations with the purpose of bringing in competitive advantages
to achieve business excellence in all its operation.

SIGNIFICANCE OF THE STUDY

In today era, human beings are a resource to the organization as it is truly said
People are organizations most important assets in todays competitive era.
It is necessary for the organization to continuously improve the performance of
employee & developed them through various HRD activities.
Today it is necessary to integrate HR to business vision & mission & achieve business
excellence.
This project hope will be beneficial to both the organization & individual. By
implementing HRD activities effectively & efficiently the organization can achieve
their goals.
As employees are investment to the company so it is necessary to manage & develop
them from first day. So that their goals can be aligned with the organizational goals.
Through effective HRD activities organization develop their employees as well as
achieve long term target.

CONCEPTS OF THE STUDY

Definition:-
The identification of needed skills and active management of learning for the
long range future in relation to explicit corporate and business strategy.
Strategic HRD involves introducing, eliminating, modifying, directing and
guiding processes in such a way that all individuals and teams are equipped
with the skills, knowledge and competencies they require to undertake current
and future tasks required by the organization.
Strategic HRD is development that arises from a clear vision about peoples
abilities and potential and operates within the overall strategic framework of
the business.

23
 It is a business lead and the learning and development strategies that are
established as a part of overall strategic HRD approach flow from business
attains its goals.

AIM OF HUMAN RESOURCE DEVELOPMENT

Is to enhance resource capability in accordance with the belief that the human
capital of the organization is a major source of competitive advantage. It is
thereof about ensuring that the right quality people are available to meet
present and future needs this is achieved by producing a coherent and
comprehensive framework for developing people.
Is to develop intellectual capital and promote organizational, team and
individual learning by creating a learning culture an environment in which
employees are encouraged to learn and develop and in which knowledge is
managed systematically.

STRATEGIES FOR HRD

Strategies Properties:-
Raise awareness of the need for a learning culture that leads to continuous
improvement.
Develop the competence of managers to become actively involved in learning that
leads to knowledge creation.
Expand learning capacity throughout the organization.
Focus on all the organizations knowledge workers, not just the key personnel
harness e-learning to knowledge sharing and knowledge creation.

Development Steps:-
The steps required to develop a learning and development strategy are:
1. Agree on the strategy making team.
2. Clarify organization mission and vision.
3. Explore core values.
4. Identify the strategic issues facing the organization.
5. Agree on strategy and strategic plan.
24
Human Resource Development:-
Human resource development is a series of organized activities, conducted within a
specified time and designed to produce behavioral change. Human resource
development is a process in which the employees of a company are continuously
helped in a planned way to:
1. Acquire or sharpen their capabilities required to perform various functions
associated with their present and future expected roles.
2. Develop their enabling capabilities as individual, so that they are able to
discover and exploit their own inner potential for their own /or organization
development purposes.
3. Develop a company culture where superior subordinate relationships,
teamwork and collaboration among different subunits and contribute to the
company health, dynamism and pride of the employees.

PURPOSE OF INTRODUCING & IMPLEMENTING HRD

PROCESS
To develop employee to meet higher levels of performance in the modern fast
changing competitive world.
HRD strategies relate to attracting, engaging retaining developing, motivating
and utilizing employees and their competencies to effective organizational
functioning, growth and excellence.
HRD strategies contribute to winning employees commitment, motivation
and devotion in creating a self-disciplined workforce and responsive company.

FUNCTION OF HRD
1. Primary Function:-
1.1. Training and development.
1.2. Organization development.
1.3. Career development.

25
 2. Secondary Function:-
2.1. Performance management system.
2.2. Organization learning.
2.3. Mentoring.

3. Other Functions:-
3.1. HR Planning
3.2. Coaching.

HUMAN RESOURCE DEVELOPMENT ACTIVITES

A. Performance Management System.
i. Potential Appraisal.
ii. Competence Mapping.
B. Career Development.
C. Organization Development.
D. Recruitment.
E. Training and Development.

A. Performance Management System:-

Performance management is a tool for continuous improvement of
performance of the employees of the company at all levels is a process of planning the
expected performance level of employees; analyses the performance, appraisal and
action for improvement.
i. Potential Appraisal:- A potential appraisal intended to go beyond
measuring the current level of performance. Potential appraisal is concerned
with assessing career enhancement possibilities of an employee in relation
to his capabilities. The potential appraisal first tries to analyze the
capabilities and competencies of an employee. Then it is concerned with the
career development of the employees.
ii. Competence Mapping:- It is the process of identifying the specific
skills, knowledge, abilities, and behaviors required to operate
effectively in a specific trade, profession, or job position.
Competency maps are often referred to as competency profiles or
skills profiles.

26
B. Career Development: - Career development in a continuous process in the career
graph of a person an ongoing process by which employee progress through a series of stages
of which is characterized by a relatively unique set of issues themes and tasks.
C. Organization Development: - Company development is an application of
behavioral science to company change. It encompasses a wide array of theories, processes,
and activities, all of which are oriented towards the goals of improving individual company. It
constitutes long range efforts to:
Improve the problem solving capacity of the company.
Foster effectiveness management of the company culture
Improve the effectiveness of work groups/teams
It is specific all concerned with the company climate, company culture i.e. norms,
values, power structure.
Worker commitment.
Inter group collaboration.
Creation of an open system of communication vertically, horizontally, and
diagonally

D. Recruitment: - It is the core function of human resource management.

It is the first step of appointment. Recruitment refers to the overall process of
attracting, selecting and appointing suitable candidates for jobs within an
organization.

E. Training and Development: - Training and development is any attempt to

improve current or future employee performance by increasing an employees
performance deficiency, computed is as follow:
Training & development need = Standard Performance - Actual
Performance

27
 RESEARCH & METHODOLOGY
The most vital function of management in an organization is to minimize risk and
uncertainly through systematic decision making. Better decision result from the
effectively and timely utilization of right information. So for the making effective
decision, research plays an important role and provides the right information to the
management.
Research is the systematic gathering, recoding and analyzing of data about problems.
In other words we can say that research comprises defining and redefining problems,
formulating hypothesis or suggested solution; collecting, organizing and evaluation of
data; making deduction and reaching conclusion; and at least carefully testing the
conclusion to the determine whether they fit the formulating hypothesis.

Research is of basic three types:-

1. Exploratory research:
It is a preliminary phase and is absolutely essential in order to
obtain a proper definition of the problems. The purpose of exploratory research is to
determine the general nature of problems and variable related to it. The major
emphasis is on the discovery of ideas and insight. Exploratory research is
characterized by flexibility and informality.
2. Descriptive research:
It is used for some specific purpose. It focuses on the accurate
description of variables present in the problems. The data is collected in such a
manner that the ambiguous nature of the cause and effect relationship in the
phenomenon is reducing to maximum extent. A descriptive research require a clear
specification of what, who, when, where, why and how aspects of research.
3. Experimental research:
It attempt to satisfy the nature of functional relationship
between two or more variable factors present in controlled environment, while all
other variables constant in order to establish a causal relationship.

28
 Types of Research used in project
The type of research employed in the project work is exploratory cum
descriptive. The exploratory research is used to define the problem and discovery of
new idea while descriptive research is used for data collection and establish cause and
affect relationship.

DATA COLLECTING TOOL:-

As we know data is of two types
1. Primary data
2. Secondary data
In primary data, researcher has to gather primary data afresh from the specific study
that is under taken by him.
Primary data can be collected by three methods
a. Observation
b. Questionnaire
c. Interview
Secondary data are those, which are gathered for some other purpose and already
available in the firms internal records, manuals, commercial or publications. Here in
the study both type of data primary and secondary is used. Primary data is collected
by a well-structured questioner, personal interview.
Major source of secondary data were corporate HR manuals of the firm, Induction
manuals, Information provided by personnel department and Standard Operating
Procedures (SOPs)

QUESTIONNAIR DESIGN:-
While designing the questionnaire, various type of question were put in a proper
manner these were multiple choice question and few open ended question.
Proper sequencing of the question was done after each question proper space was
provided. In the questionnaire, subject was not required to mention their identity in
order to ensure true response.

29
 OBJECTIVE OF THE STUDY
The objectives of the study are:-

To prepare the organization to meet new dimensions according to the

environment.
To adopt such plan so that alteration can be brought in the employees
performance.
To ensure an observable output with high quality.
To bring about desired changes skills, knowledge, and attitude in the
employee.
To prepare organization to meet high responsibility.

30
 SCOPE OF THE STUDY
The scopes of the study are:-
1. Enhancing organization capabilities:
HRD practices for enhancing quality consciousness among
employees, Continuous improvement in performance of employees.
2. Integrating human resource into business:
Promoting individual growth and development of employees,
Increase in the level of commitment of employee.
3. Achieving corporate excellence:
HRD programs to facilitate group communication in the company,
Achieving organization effectiveness in terms of performance and
communication.
4. To improve the current situation of the HRD activities in the
organization.
5. To suggest the methods by which changes can be brought in current
program.

31
 ANALYSIS OF DATA
After collecting of data it was tabulated and represented in a graphical manner in and
was analyzed in order to draw conclusion.

SAMPLE SIZE:-
I adopted a detailed procedure for preparing the project report on critically analyzing
Minda Corporation Limited. This includes tackling situations while gathering the
relevant information. A list of the names of the executives to be contacted was
prepared various places from where the data could be available were noted down. To
support the findings & give meaning to the project report a list of various sources
were planned out.
Data was collected through Secondary sources such as Magazines; Performas and
Reports of the Company.
Analysis of the Questionnaires to be done to get the final findings and
recommendations.

SAMPLING:-
Table 2

Sampling Technique Primary as well as Secondary Data

Sample Size 50 Respondents
Sample Unit 3 Top Level Manager, 10 Middle
Level Manager, 37 Workers

32
 DATA ANALYSIS & INTERPRETATION

1) Is Training as a part of ODA?

Table 3

Response Employee

Strongly Agree 5

Agree 11

Average 31

Disagree 3

Total 50

35

30

25 Strongly Agree

20 Agree

15 Average

Disagree
10

0
1st Qtr

Interpretation: - Out of 50 respondents more than half of them say that training as a
part of org. development strategy in the organization and according to rest respondent
HRD activity is not a part of ODA.

33
2) Is HRD helps in Enhancement of Skills & Knowledge through
Training?

Table 4

Response Employee
To great extent 12
To some extent 31
Not much 7
Total 50

35

30

25

20 To grest extent

15 To some extent

Not Much
10

0
No. of response

Interpretation: - Out of 50 respondents maximum of them say that through

training skills & knowledge are enhanced up to some extent.

34
 3) Does HRD leads to Training effectiveness?

Table 5

Response Employee
To great extent 6
To some extent 37
Not much 7
Total 50

40
35
30
25
To great extent
20
To some extent
15
Not much
10
5
0
No. of response

Interpretation: - Out of 50 respondents maximum of them say that training is

effectiveness up to some extent and according to rest respondent training is not so
much effectiveness.

35
 4) Does existing Performance Appraisal System leads to
satisfaction in employees?

Table 6

Response Employee
Very Good 6
Good 13
Satisfactory 17
Average 10
Poor 4
Total 50

18
16
14
Very Good
12
10 Good

8 Satisfaction

6 Average
4 Poor
2
0
No. of Response

Interpretation: - Out of 50 respondents, less than half of them are satisfied

from the existing PAS. And other respondents are not satisfied with the existing
PAS in the organization.

36
 5) Does HRD helps in growth of an individual?

Table 7

Response Employee

Yes 11

No 39

Total 50

40
35
30
25
20 Yes
No
15
10
5
0
No. of Response

Interpretation: - Out of 50 respondents, few of them response that company give

the opportunity to grow as an individual. Maximum of the respondents says that
company does not give them enough opportunity to grow as an individual.

37
 6) Does HRD involve employees in organization change activity
as well as briefing sessions?

Table 8

Response Employee
To great extent 9
To some extent 35
Not much 6
Total 50

35
30
25
20 To great extent

15 To some extent
Not much
10
5
0
No. of Response

Interpretation: - All though HRD activities are given adequate importance in the
organization. But up to some extent employees response that there are involvement of
employees in OCA & briefing sessions.

38
 7) How do you rate your present PMS?

Table 9

Response Employee
Very good 35
Good 9
Average 6
Total 50

35
30
25
20 Very good

15 Good
Average
10
5
0
No. of Response

Interpretation: - Out of 50 respondent, more than half of them rate their PMS as
very good and rest of them as good and average.

39
 8) Do you think the existing PMS need change?

Table 10

Response Employee

Yes 11

No 39

Total 50

40
35
30
25
20 Yes
No
15
10
5
0
No. of Response

Interpretation: - Out of 50 respondents, few of them response that company

doesnt need any change in existing PMS.

40
 9) Is the Company providing enough opportunity to grow as an
individual?

Table 11

Response Employee
Yes 37
No 13
Total 50

40
35
30
25
20
Yes No
15
10
5
0
No. of Response

Interpretation: - Out of 50 respondents, more than half say that company

provide them enough opportunity to grow as an individual.

41
 10) What percentage of employee is covered under career
development?

Table 12

Response Employee
To great extent 37
To some extent 6
Not much 7
Total 50

40
35
30
25
To great extent
20
To some extent
15
Not much
10
5
0
No. of response

Interpretation: - Out of 50 respondents maximum of them say that maximum

number of employees are covered under career development.

42
 11) Is senior mgt. & HR deptt. Concerned about the
individual development?

Table 13

Response Employee
Yes 39
No 11
Total 50

40
35
30
25
20
Yes No
15
10
5
0
No. of response

Interpretation: - Out of 50 respondents maximum of them say that senior

management and HR department is concerned about the individual development.

43
 12) Is individual employee involved in org. change activity?

Table 14

Response Employee

Yes 5

No 11

Total 50

12

10

6
Yes No

0
No. of response

Interpretation: - Out of 50 respondents more than half of them say that every
individual is not involved in organization changed activity.

44
 13) Does Hr deptt. Conduct satisfactory brief sessions for
ODA & change activity?

Table 15

Response Employee
Yes 37
No 13
Total 50

40
35
30
25
20
Yes No
15
10
5
0
No. of response

Interpretation: - Out of 50 respondents maximum of them say that HR

department conduct the satisfactory brief sessions for ODA and change activity.

45
 14) Is ODA preparing the org. to meet orgs vision &
mission?

Table 16

Response Employee
Yes 48
No 2
Total 50

50
45
40
35
30
25
Yes No
20
15
10
5
0
No. of Response

Interpretation: - Out of 50 respondents, more than half of them are satisfied

that ODA preparing the organization to meet organization vision and mission.

46
 FINDINGS OF THE STUDY
Following are the key findings from the existing HRD Activities:

Organizational Development Activity (ODA) is mostly carried at middle &

upper level.
Lower level employee not given more concern for development. Although
training is provided but effectiveness of the training is less.
Most of the training is done internally due to which employee are less aware
about the external technology & highly changing market environment &
competition.
Training feedback & evaluation process is week.
Existing Performance Appraisal System (PAS) is satisfactory but there are
more chances of human error.
The existing PAS are not much capable to give exact performance picture of
the employees.
Formal appraisals are done at upper & senior level. People are not getting
much opportunity as an individual due to less external training & job rotation.
Only 40% to 50 % employees are considered under Career Development
Process (CDP) which is mostly seniors. & juniors are given less opportunity
for CDP. While organizational changes, employees are given less involvement
in change activities.
Most of the decisions are made by senior management. HR is giving briefing
sessions up to satisfactory level to junior employees for organizational change.

47
 CONCLUSION
Human Resource Development Activity is an important part of every
organization. Through HRD, organization can help employees in adjusting and
accommodating themselves to the organizations & market competitive environment.

The present study has been undertaken with the objective of analyzing and evaluating
the HRD Strategies of MINDA INDUSTRIES LTD. After carefully study and survey
about the policy and procedure adopted to improve organization strategies and
observing the HRD activities conducted at Minda, it can be said that the policy is of
very limited applicability. These policies need improvement, revision and extension to
all employees of the company at each level.

A complete and effective HRD activity and its proper implementation are very
essential. A regular periodical feedback and evaluation is necessary so that it can be
made more effective and well planned.

48
 SUGGSTIONS
The related literature is reviewed to find how the HRD activity should take place.
Then the information obtained from the company regarding HRD activity at Minda is
evaluated through primary and secondary data and is able to find the weakness and
grey area of the policy. Finally based on the finding following suggestion are put forth
for further improving the HRD activities:-

Organization should make development plans not only for seniors but for juniors
as well lower level employee as well. A proper procedure should be implemented for
evaluation of training & analysis of training needs. So that effectiveness of training
can be increased. Employees should be given external training as well to update their
skills & knowledge.

The existing training analysis format should be changed. Existing PMS is satisfactory
but to increase its effectiveness. It should be linked with job description & job
enrichment. So that a clear picture of individual performance can be obtained &
training needs analysis can be done to good extent. Individual should be given full
involvement in all org. change activities. So that org. change can be implemented
successfully & effectively.

HR deptt. & seniors mgt. should provide proper briefing sessions before
implementing the changes. So that the changes are implemented effectively &
efficiently. All employees should be considered under CDP. This will not only
develop individual but also will reduce exit of employees.

The existing ODA need more concern to be given by HR deptt. & seniors mgt to
make them successfully implemented.

49
 LIMITATIONS OF THE STUDY
Primary data collected through observation is prone to human errors.
Observation done only at a specified time period. May be employee are biased
at response.
Sometimes respondent hesitate to provide proper information as lack of faith
on outsider persists.
Questionnaire may be incomplete. Many employee interviewed did not give
proper feedback.
Many of the time employees refuse to fill the questioner as they think it to be
time consuming.

50
 BIBLIOGRAPHY
BOOKS:-
Human Resource Management C.B. Gupta.
Strategic Human Resource Development Shagun Ahuja.
JOURNALS & MAGAZINES:-
Minda Times.
INTERNET WEBSITE:-
https://www.minda.co.in
https://www.mindaswtiches.org

51
 Employee Survey Questionnaire
Dear Sir/Madam
I am B.Com (H) 3rd year student in Kamal Institute of Higher Education & Advance
Technology, I.P. University, New Delhi. I am conducting a survey on HRD
Activities which is a part of my B.Com (Honors) program. All the information
provided by you will be kept secret & will be used exclusive for academic purpose.
HRD activities are an important process which seeks to review and improve over time
and with experience. We would very much appreciate your comment on your HRD
activities, so that we can move further toward meeting the need of new strategies in
future.

Name: . Age:
Job Title: ...
Department: ....
Experience: .

Q.1. Is Training as a part of ODA?

a) Yes
b) No

Q.2. Is HRD helps in Enhancement of Skills & Knowledge through

Training?
a) Yes
b) No

Q.3. Does HRD leads to Training effectiveness?

a) Yes
b) No

52
Q.4. Does existing Performance Appraisal System leads to satisfaction in
employees?
a) Yes
b) No

Q.5. Does HRD helps in growth of an individual?

a) Yes
b) No

Q.6. Does HRD involve employees in organization change activity as

well as briefing sessions?
a) Yes
b) No

Q.7. How do you rate your present PMS?

a) Very good
b) Good
c) Average

Q.8. Do you think the existing PMS need change?

a) Yes
b) No

Q.9. Is the Company providing enough opportunity to grow as an

individual?
a) Yes
b) No

53
Q.10. What percentage of employee is covered under career
development?
a) To great extent
b) To some extent
c) Not much

Q.11. Is senior mgt. & HR deptt. Concerned about the individual

development?
a) Yes
b) No

Q.12. Is individual employee involved in org. change activity?

a) Yes
b) No

Q.13. Does Hr deptt. Conduct satisfactory brief sessions for ODA &
change activity?
a) Yes
b) No

Q.14. Is ODA preparing the org. to meet orgs vision & mission?
a) Yes
b) No

54