Job Description & Training Need Analysis at LeasePlan India

PROJECT REPORT
ON
“JOB DESCRIPTION &
TRAINING NEED
ANALYSIS”
AT LEASEPLAN INDIA
Submitted by:
NEHA DHINGRA
SKYLINE BUSINESS SCHOOL
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Table of Contents
Page #
Acknowledgement
Executive Summary
Chapter-1 Profile
1.1 Industry Profile 7
1.2 Organization Profile 11
1.3 SWOT Analysis 21
1.4 HR Functions 22
Chapter-2 Project Introduction
2.1 Project Summary 27
2.2 Objective of Study 28
2.3 Scope of Study 29
2.4 Project Schedule 30
Chapter-3 Literature Survey
3.1 Job Description 35
3.2 Training Need Analysis 38
3.3 Best Practices & Benchmarking 41
3.4 Employee Engagement
Chapter-4 Research Methodology 44
4.1 Sample Design 48
4.2 Details of the survey conducted 49
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4.3 Collection of Data 50
Chapter-5 Analysis of the study 51
Chapter-6 Suggestion & Recommendation 61
Chapter-7 Conclusion 62
Chapter-8 Appendices 63
Chapter-9 Bibliography 72
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ACKNOWLEDGEMENT
At the onset, I would like to express my gratitude towards my industry guides, Ms. Charu
Dewan, Senior Manager- HR and Ms. Malleka Sodhi, Assistant Manager- HR, who gave
me the exposure to the fleet management industry as well as the opportunity of uniting with
LeasePlan India Limited. I am thankful for their support, effort and encouragement
throughout the tenure of the project and for giving us an in-depth knowledge on the various
processes related to the Human Resource department in the company.
Finally a note of thanks is due to all those, too many to single out by names, who have
helped in no small measure by cooperating during the project and by providing constructive
criticisms.
NEHA DHINGRA
SKYLINE BUSINESS SCHOOL
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EXECUTIVE SUMMARY
The project of Job Description & training Need Analysis started with LeasePlan India
Limited on June 5, 2008. The project duration was for 2 months and the project dealt with
the preparation of job description of all the posts within LeasePlan India and also identifying
employees’ training need so that they work more efficiently.
The project started with the induction program which acquainted us with the concept of
leasing fleet and gave us the overview regarding various aspects of the company. After
having an overview as to how the company works I & my colleague, started with the
research on Fleet management Industry. Documents were provided to know about the
designations of all the employees, their work flow etc. Based on the understanding,
questionnaires were prepared for employees to analyze their job purpose and training need.
Data collection from employees was one of the biggest challenges.
In the later part of the project on the basis of the questionnaires filled in by the employees
and the one-on-one interactions with the managers, job descriptions for each post and
training need for each individual was structured. Finally a ratio analysis was done to find out
that what percentage of employees need training on a particular skill. On the basis of the
findings from the analysis, various recommendations were given.
Apart from the main project, we prepared best practices & benchmarking for the company to
imply in the company for gaining efficiency. We also got an opportunity to learn about
maintenance of files & documents, as we had to give a helping hand to our Assistant
Manager- HR for preparing files of new recruited employees.
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Preparation of fun at work activities and maintenance of information on health clubs, sports
clubs, gyms, meditation centres, yoga centres, dance classes, instrument classes and other
related activities for all the seven locations of LeasePlan India. To collect this information
we had to call at these centres to know about charges, activities they provide, timings and
concessions. This helped me in sharpen my skills in dealing with dealers and vendors in a
professional manner.
Award Designing and preparation of joining kit was also a part of the training programme.
They gave us opportunity to design some awards for their upcoming events and we had to
talk to dealers regarding the same to get the best, for joining kit also we had to visit some
dealers to get the best deal.
Lastly, this project gave an insight about all the intricacies involved in the management of
the company. This helped in clearing up many concepts related to Human Resource and its
effect on the working of the company.
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CHAPTER – 1 PROFILE
1.1 INDUSTRY PROFILE
With the average cost of a new car rising each year, it is becoming more important for the
consumer to understand the leasing and finance options available, to save the most money
and still drive the car they really want.
Due to the higher cost of new cars, the auto leasing industry has exploded in popularity the
past few years. Yet, many consumers still don't have a complete understanding how auto
leasing really works, or weather or not it's right for them.
FLEET management has emerged as a new outsourced option for corporations cutting across
industry verticals in India.
The passenger car leasing industry is comprised primarily of companies that provide
corporate clients with a range of fleet management services in addition to automobile
leasing. About 30 percent of all "company cars" in the United States are leased. According to
Consumers Research magazine, a third of all cars were leased in 1996 and one in four
persons who bought a new car leased it. That figure represented an increase of 400 percent
from 1984, and many industry analysts were optimistic that 50 percent of all vehicles would
be leased during the early 2000s. However, after a record year in 1999 lease volumes quickly
plummeted. A number of factors contributed to this decline, including zero-percent financing
incentives that made new vehicle purchases more attractive, as well as weak economic
conditions that had a negative impact on corporate spending and employment levels.
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Fleet management services can be classified broadly as vehicle acquisition, maintenance
management, fleet disposition, and fleet support services, which range from fuel credit cards
to driver safety programs. The National Association of Fleet Administrators reported that the
most popular services were vehicle ordering, delivery to individual drivers, insurance
subrogation, and accident repairs. Most companies in the industry also leased light trucks
and utility vehicles.
The industry is pretty fragmented with a select few in the area of fleet management. Trends
point towards more players entering the fray, as India is maturing to this option and
corporations are open to outsourcing concept.
This covers finance, investment, management, maintenance of damaged vehicles and buying
and selling old vehicles. Under a business-to-business deal, the company selects a new
vehicle as a replacement.
The car resale market in India is estimated at Rs12,000 crore. The market consists of over 30
models in different price points. A huge potential exists in used car business with car owners
opting to change their vehicles or upgrade within three to four years of use. Established
companies such as Automart India, a joint venture between Mahindra & Mahindra, Shah and
Sanghi and HDFC, and True value from Maruti Udyog Ltd have forayed into the used car
business. The major volumes in the resale market are of cars costing up to Rs3 lakh. The
resale market for used cars is expected to grow further, as banks are offering finance up to
80 percent of the total car cost.
According to industry analysts, the used car business is getting more organized with players
like Toyota, Hyundai, and Tata entering the market. The used car business is estimated to be
two-three times that of the new car market and is governed largely by the unorganized grey
market. With more and more auto players entering the market, the ratio is slowly reversing.
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The pre-owned or used car market continues to be fragmented and unorganized. Despite the
rapid growth of the organized used car dealers and manufactured owned pre-owned car
outlets, the market for old vehicles continues to be dominated by individuals trying to sell
and buy cars.
The major deterrent is the traditional mindset of companies in India's corporate sector. As a
result, organizations usually own vehicles rather than hiring them. However, Indian
companies have recently begun to follow the example of foreign multinational corporations
(MNC) by realizing the benefits of car leasing over owning a fleet of vehicles.
At present, the major opportunities for leasing companies in India lie with the foreign MNCs
which are also their existing clients abroad. This is because, unlike Indian corporations,
these MNCs are hiring cars in India rather than buying them. In addition, as MNCs are
creating jobs in India, particularly in the IT/ITeS, hotels, pharmaceutical and retail sectors,
this is also leading a more competitive commercial environment. Thus, in order to retain
talent and to provide better compensation, companies are offering cars as a perk to their
employees. As a result, leasing companies in India are working hard to cash in on this
opportunity.
Companies are slowly veering around to acquiring top-notch models through lease for their
top level management. And as more and more luxury brands begin to surface on Indian
roads, the writing on the wall is clear. There is a growing preference for expensive leased
cars.
These are some the pros and cons leasing as well as buying a car. Comparison has been done
precisely to make sure which industry will flourish rapidly and which will face losses.
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LEASING BUYING
ADVANTAGES lower monthly payments
little or no down payment
more expensive car for less money
more cash available for other
purchases
sales taxes paid over term of lease
possible tax benefits - check with
your accountant
equity and ownership
LEASING BUYING
DISADVANTAGES no equity/ownership in the vehicle
potential early termination liability
potential end-of-lease costs like
excess wear and tear and
additional mileage charge
higher initial cash outlay
higher monthly payments
fewer dollars available for other
uses
Comparison clearly shows that leasing has a greater scope than buying. As now even
luxurious cars are at the reach of the companies because low monthly instalments need to be
paid which are considered as small expenses. Another benefit at the company’s point of view
is that at the time of the termination of employee, company can take the ownership back and
terminate the employee.
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1.2 COMPANY PROFILE
LeasePlan is the world’s leading fleet and vehicle Management Company operating a fleet
of more than 1.3 million vehicles worldwide. With operations in 29 countries and over 40
years of experience, LeasePlan has been developing innovative and flexible solutions in the
area of fleet management that can contribute to the success of the clients’ business strategy.
LeasePlan India Limited is a subsidiary of LeasePlan Corporation. In India and the world
over, LeasePlan offers a range of comprehensive mobility solutions that help companies
concentrate on their core business while LeasePlan takes care of their fleet. LeasePlan India
is India’s leading fleet management service provider with over 12000 cars operating under it.
It has a clientele of over 800 corporate entities. The company provides cars on operating as
well as financial lease. It gives the option to outsource your fleet and the day-to-day
management of vehicles ensuring maintenance, vehicle replacement, insurance, damage
handling and reporting. Right from analyzing a company’s current and future transportation
requirements, investment potential and creation of a fleet acquisition program to financing,
purchase, insurance handling, maintenance through the lifecycle of the vehicle, damage
handling and finally resale. LeasePlan also provides value added services like replacement
vehicles, road assistance, and chauffeur and pick up & drop services.
LeasePlan commenced its operations in India in 1999. India is the first break into the Asian
market. Lease Plan India Ltd. (LPIN) today has nearly 8000 vehicles on the road.
Headquartered in Gurgaon, it has branch offices at Mumbai, Bangalore, Chennai, Hyderabad
and Kolkata.
The world over, LeasePlan is known for its comprehensive range of services and value-
added facilities derived from proactive relationships with manufacturers and suppliers. The
company works together with other companies to tailor mobility solutions that are right for
it. Right from analyzing the current and future transportation requirements, investment
potential and creation of a fleet acquisition program to financing, purchase, insurance
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handling, maintenance through the life cycle of the vehicle, damage handling and finally
resale, it takes care of all the aspects related to the fleet.
Openness, flexibility and partnership characterize LeasePlan's unique approach to business.
In India, more than 450 organizations have benefited from its unique services, which help
them optimize and manage their non-core activities better.
LeasePlan India crossed 10,000 cars in end-June 2006 and has internally fixed a target of
50,000 cars by 2010 or so. It recommends what models companies should go in for based on
the kind of use. Hence, SUVs would be the best bet if it means traveling in the interiors
often. Similarly, fuel options are also decided based on the quantum of use. LeasePlan India
is associated with nearly 700 car dealerships which become a critical link in its operations
given that it caters to a large section of corporate.
LeasePlan works closely with the client to develop fleet solutions that work for the company
year after year. Openness, flexibility and partnership characterize Lease Plan's unique
approach to business. Lease Plan’s single-minded dedication to excellence in service and
savings for their customers has resulted in a 95% customer retention rate.
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Vision
To be ‘the’ reference in vehicle management solutions in India.
Mission
In anticipating customer needs, we will provide quality vehicle management solutions
through the expertise and vitality of our people.
Values
Integration-Further integration of all aspects of our business, including employees, suppliers,
customers and prospects, is a step that we must take in our day-to-day work.
Expertise
As experts in vehicle management solutions, we provide quality service and offer value-
added partnerships to our customers.
Products and Services
The company offers tailor made solutions as per the customer’s requirements. It provides
wide range of products and services which are discussed below:
• Comfort Plan
LeasePlan’s Comfort Plan offers a full range of services. Designed to extract the maximum
advantage from the fleet, Comfort Plan includes everything, from auditing the client’s
current fleet to funding and vehicle acquisition, maintenance, insurance and accident
management to other value-added services.
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• Owner Plan
This innovative product offers outsourcing of the most labour-intensive part of the fleet
management- maintenance and repair, insurance handling and accident management for the
remaining economic life cycle of the vehicles. This not only frees up the customer’s
resources and administrative time, but also gains financially from LeasePlan’s expertise and
strong relationships with service providers.
• Share Plan
At LeasePlan, customers are treated as partners. This leads to the development of this
product i.e. Share plan which is based on ‘Open Disclosure’ approach to leasing. Here the
open calculation schedules out each cost and customers are totally in win-win situation
whereas all the risks are borne by the LeasePlan.
• Global Solutions
Here LeasePlan provides the support structure to deliver a unique range of harmonized
products and services everywhere. They structure the global solutions around specific
requirements in each country addressing appropriate service modules.
• Sales and Lease Back
Under this product, the LeasePlan purchases customer’s vehicles and lease them back at
either market value or written down value. So, while Sales and Lease Back helps get non-
core assets off the client’s balance sheet, it also immediately releases their long held- up
capital funds for better use elsewhere, along with gaining the other manifold benefits of
operational leasing.
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LeasePlan Corporation (LPC)
LeasePlan Corporation, owned by a consortium consisting of the Volkswagen Group (50%),
Mubadala Development Company (25%) and the Olayan Group (25%), comprises a growing
international network of companies engaged in automotive services. LeasePlan Corporation has held
a universal bank license since 1993 and is supervised by the Dutch Central Bank.
LeasePlan shows strong organic growth and in each of the countries where it has a presence,
LeasePlan is either a leader or ‘the leader’ in its market.
Number of vehicles- LeasePlan Corporation
LeasePlan is today active in 29 countries, employs more than 6000 staff worldwide and has more
than 75,000 clients. LeasePlan has a consolidated lease portfolio of EUR 11 billion.
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Openness, flexibility and partnership characterize LeasePlan's unique approach to business.
Shareholding Structure of LPIL & LPFMI
Values
• Integration
• Expertise
• Vitality
• Flexibility
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• Integrity
• Productivity
Concept of Equipment Leasing
An “equipment lease” (lease hereafter) can be defined as a contractual arrangement where
the owner (lessor) of the equipment transfers the right to use the equipment to the user
(lessee) for an agreed period of time in return for rental. At the end of the lease period the
assets reverts back to the lessor unless there is a provision for the renewal of contract or
there is a provision for transfer of ownership to the lessee.
Importance of Lease Financing
Leasing industry plays an important role in the economic development of a country by
providing money incentives to lessee. The lessee does not have to pay the cost of asset at the
time of signing the contract of leases. Leasing contracts are more flexible so lessees can
structure the leasing contracts according to their needs for finance. The lessee can also pass
on the risk of obsolescence to the lessor by acquiring those appliances, which have high
technological obsolescence.
Types of Leasing
Lease agreements are basically of two types. They are
(a) Financial Lease and
(b) Operating Lease
The other variations in lease agreements are
(c) Sale and Leaseback
(d) Leveraged leasing
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(e) Direct leasing
Financial Lease: Long-term, non-cancellable lease contracts are known as financial leases.
The essential point of financial lease agreement is that it contains a condition whereby the
lessor agrees to transfer the title for the asset at the end of the lease period at a nominal cost.
At lease it must give an option to the lessee to purchase the asset he has used at the expiry of
the lease. Under this lease the lessor recovers 90% of the fair value of the asset as lease
rentals and the lease period is 75% of the economic life of the asset. The lease agreement is
irrevocable. Practically all the risks incidental to the asset ownership and all the benefits
arising there from are transferred to the lessee who bears the cost of maintenance, insurance
and repairs. Only title deeds remain with the lessor. Financial lease is also known as ‘capital
lease’. In India, financial leases are very popular with high-cost and high technology
equipment.
Operating Lease: An operating lease stands in contrast to the financial lease in almost all
aspects. This lease agreement gives to the lessee only a limited right to use the asset. The
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lessor is responsible for the upkeep and maintenance of the asset. The lessee is not given any
uplift to purchase the asset at the end of the lease period. Normally the lease is for a short
period and even otherwise is revocable at a short notice. Mines, Computers hardware, trucks
and automobiles are found suitable for operating lease because the rate of obsolescence is
very high in this kind of assets.
Sale and Leaseback: It is a sub-part of finance lease. Under this, the owner of an asset sells
the asset to a party (the buyer), who in turn leases back the same asset to the owner in
consideration of lease rentals. However, under this arrangement, the assets are not physically
exchanged but it all happens in records only. This is nothing but a paper transaction. Sale
and lease back transaction is suitable for those assets, which are not subjected depreciation
but appreciation, say land. The advantage of this method is that the lessee can satisfy himself
completely regarding the quality of the asset and after possession of the asset convert the
sale into a lease arrangement.
Leveraged Leasing: Under leveraged leasing arrangement, a third party is involved beside
lessor and lessee. The lessor borrows a part of the purchase cost (say 80%) of the asset from
the third party i.e., lender and the asset so purchased is held as security against the loan. The
lender is paid off from the lease rentals directly by the lessee and the surplus after meeting
the claims of the lender goes to the lessor. The lessor, the owner of the asset is entitled to
depreciation allowance associated with the asset.
Direct Leasing: Under direct leasing, a firm acquires the right to use an asset from the
manufacturer directly. The ownership of the asset leased out remains with the manufacturer
itself. The major types of direct lessor include manufacturers, finance companies,
independent lease companies, special purpose leasing companies etc.
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Current trends in Leasing Business in India
Leasing has grown by leaps and bounds in the eighties but it is estimated that hardly 1% of
the industrial investment in India is covered by the lease finance, as against 40% in USA and
30% in UK and 10% in Japan. The prospects of leasing in India are good due to growing
investment needs and scarcity of funds with public financial institutions. This type of lease
finances is particularly suitable in India where a large number of small companies have
emerged more recently. Leasing in the sphere of land and building has been in existence in
India for a long time, while equipment leasing has become very common in the recent times.
Major Lease Deals in India
Period Lessor Lessee Type Equipment Value
1997 ILFS/Orix Chemplast Structured Oil
Product
$ 16.47
million
1997 ILFS,
Banks, FIs
Indian Rail Domestic
Leveraged
Lease
Railway
Tracks
Rs.125
Crore
1997-98 IRFC Indian Rail Leveraged
Lease
Rolling
Stock
Rs. 400
Crore
1997 NBFCs SEBs Structured Power
Project
Equipment
Rs.500
Crore
1998 NBFCs,
Banks &
FIs
Assam
Electricity
Structured Power
Project
Equipment
Rs.300
Crore
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1998 NBFCs,
Banks &
FIs
State Road
Transport
Corporations
Structured Buses Rs. 100
Crore
Source: Financial Services, ICFAI – Vision Series, Finance, 2001, page 14.
1.3 SWOT ANALYSIS
STRENGTHS
• Leader in the business of vehicle
lending and fleet management.
• Operating with a fleet of more than
1.3 million vehicles across the
globe.
• Strong organic growth in 29
countries.
• Competent and committed
workforce.
• Expertise in delivering customer
satisfaction.
WEAKNESS
• Lack of brand awareness
• Fleet management concept is still
vague in the Indian context.
OPPORTUNITIES
• Unexplored market
• High industrial growth
• Backing from financial institutes
available.
• Publicity
THREATS
• Emergence of new players like Orix
India, Hertz etc
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1.4 HR Functions
Human Resource is a combination of traditionally administrative personnel functions with
performance, Employee Relations and resource planning. The field draws upon concepts
developed in Industrial/Organizational Psychology.
The objective of Human Resources is to maximize the return on investment from the
organization's human capital and minimize financial risk. It is the responsibility of human
resource managers to conduct these activities in an effective, legal, fair, and consistent
manner.
Human resource management serves these key functions:
 Selection
 Training and Development
 Performance Evaluation and Management
 Promotions
 Redundancy
 Industrial and Employee Relations
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 Record keeping of all personal data.
 Compensation, pensions, bonuses etc in liaison with Payroll
 Confidential advice to internal 'customers' in relation to problems at work
 Career development
In terms of recruitment and selection it is important to consider carrying out a thorough job
analysis to determine the level of skills/technical abilities, competencies, flexibility of the
employee required etc. At this point it is important to consider both the internal and external
factors that can have an effect on the recruitment of employees. The external factors are that
out-of the powers of the organization and include issues such as current and future trends of
the labor market e.g. skills, education level, government investment into industries etc. On
the other hand internal influences are easier to control, predict and monitor, for example
management styles or even the organizational culture.
The function of Human Resources departments is generally administrative and common to
all organizations. Organizations may have formalized selection, evaluation, and payroll
processes. Efficient and effective management of "Human Capital" has progressed to an
increasingly imperative and complex process. The HR function consists of tracking existing
employee data which traditionally includes personal histories, skills, capabilities,
accomplishments and salary. To reduce the manual workload of these administrative
activities, organizations began to electronically automate many of these processes by
introducing specialized Human Resource Management Systems. Due HR executives rely on
internal or external IT professionals to develop and maintain an integrated HRMS. Before
the "client-server" architecture evolved in the late 1980s, many HR automation processes
were relegated to mainframe computers that could handle large amounts of data transactions.
In consequence of the high capital investment necessary to purchase or program proprietary
software, these internally-developed HRMS were limited to organizations that possessed a
large amount of capital. The advent of client-server, Application Service Provider, and
Software as a Service or SaaS Human Resource Management Systems enabled take
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increasingly higher administrative control of such systems. Currently Human Resource
Management Systems encompass:
1. Payrolls
2. Work Time
3. Benefits Administration
4. HR management Information system
5. Recruiting
6. Training/ Learning Management System LMS
The Payroll module automates the pay process by gathering data on employee time and
attendance, calculating various deductions and taxes, and generating periodic pay cheques
and employee tax reports. Data is generally fed from the human resources and time keeping
modules to calculate automatic deposit and manual cheque writing capabilities. This module
can encompass all employee-related transactions as well as integrate with existing financial
management systems.
The Work Time gathers standardized time and work related efforts. The most advanced
modules provide broad flexibility in data collection methods, labour distribution capabilities
and data analysis features. Cost analysis and efficency metrics are the primary functions.
The Benefits Administration module provides a system for organizations to administer and
track employee participation in benefits programs. These typically encompass, insurance,
compensation, profit sharing and retirement.
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The HR management module is a component covering many other HR aspects from
application to retirement. The system records basic demographic and address data, selection,
training and development, capabilities and skills management, compensation planning
records and other related activities. Leading edge systems provide the ability to "read"
applications and enter relevant data to applicable database fields, notify employers and
provide position management and position control. Human resource management function
involves the recruitment, placement, evaluation, compensation and development of the
employees of an organization. Initially, businesses used computer based information system
to:
• produce pay checks and payroll reports;
• maintain personnel records;
• pursue Talent Management.
Online Recruiting has become one of the primary methods employed by HR departments to
garner potential candidates for available positions within an organization. Talent
Management systems typically encompass:
• analyzing personnel usage within an organization;
• identifying potential applicants;
• recruiting through company-facing listings;
• recruiting through online recruiting sites or publications that market to both recruiters
and applicants.
The significant cost incurred in maintaining an organized recruitment effort, cross-posting
within and across general or industry-specific job boards and maintaining a competitive
exposure of availabilities has given rise to the development of a dedicated Applicant
Tracking System, or 'ATS', module.
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The 'Training Module' provides a system for organizations to administer and track
employee training and development efforts. The system, normally called a Learning
Management System if a stand alone proeduct, allows HR to track education, qualifications
and skills of the employees, as well as outlining what training courses, books, CDs, web
based learning or materials are available to develop which skills. Courses can then be offered
in date specific sessions, with delegates and training resources being mapped and managed
within the same system. Sophisticated LMS allow managers to approve training, budgets and
calendars alongside performance management and appraisal metrics.
Many organizations have gone beyond the traditional functions and developed human
resource management information systems, which support recruitment, selection, hiring, job
placement, performance appraisals, employee benefit analysis, health, safety and security,
while others integrate an outsourced Applicant Tracking System that encompasses a subset
of the above.
Administration Strategic planning, organizational evaluation,
relations, policy recommendations, supervision
of department staff
Compensation Salary and benefit surveys, job evaluation, job
descriptions.
Employee relations Disciplinary processes, incident investigations,
complaint/grievance procedures, labor-
management relations.
Employee services Educational assistance, employee service
awards.
Fiscal Staffing budgets, departmental budget, accounts
payable, total package costing.
Health and safety Employee assistance, workers compensation
claims, OSHA-related compliance, drug testing,
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safety compliance and training.
Labor relations Contract administration, collective bargaining,
grievances.
Leaves of absence State and/or Federal Family and Medical Leave
rights, County approved leaves of absence, rights
upon return to work, light duty assignments for
temporary periods.
Performance appraisal Computer-based or manual evaluation systems,
supervisory training, compliance with timeliness
standards.
Record-keeping Employee files, litigation files, safety records
and other administrative files.
Recruitment Job posting, advertising, testing administration,
employment interviews, background
investigations, post-offer employment testing.
Separations and
terminations
Rights upon termination of employment,
severance benefits, unemployment
compensation, exit interviews.
Training and
development
County-wide needs assessment, development of
supervisory and management skills, employee
training and workshops. Benefits orientation for
new and transferring employees. Supervisory
newsletter.
Wages and benefits Salary/wage plans.
CHAPTER -2 PROJECT INTRODUCTION
2.1 PROJECT SUMMARY
I JOB DESCRIPTION
Preparations of JDs of various designations:
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 Executive
 Senior Executive
 Assistant Manager
 Manager
At every department, these are the main designations for which JDs are prepared. However,
in some departments, executive of one department may have different job to perform from
that of another executive within that department.
II TRAINING NEED ANALYSIS
Analyzing employees’ training need, which is a very important tool for upgrading and
polishing their skills so that they perform more efficiently. It was done at the individual level
in the organization.
III BEST PRACTICES & BENCHMARKING
Evaluating best practices followed by various companies, whether of same or different
industry through a research. Top 10 interactive HR & Marketing Practices are also provided
for implementation.
2.2 OBJECTIVE OF STUDY
The project deals with study of Job description & Training Need of each & every employee
on an individual basis. The objective is to do a competency mapping for the betterment of
the company. It also involves giving suggestions about the training requirements of every
employee, so that they work in an error- free scenario in more effective and efficient manner.
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The objectives include:
 To analyse and study the employees of the company.
 To identify the knowledge and skills that people must possess in order to perform
effectively on the job.
 To identify the strength and weakness the company might have.
 To identify the gaps that the company is facing.
 To prescribe appropriate interventions that can close these gaps.
 To prepare best practices & benchmarking for the scope of improvement.
 To implement competency mapping so as to gain efficiency.
 To streamline the entire process and the process flow by identifying the training
requirement of the company.
The objective of this research (training need assessment) is to collect and analyze data
regarding the training needs within LeasePlan at three levels:
 Organizational level
 Team/departmental level
 Individual level
These three levels are inter-linked, and using this structure will help ensure a balanced
analysis that takes into account the big picture as well as the specific needs of individuals.
2.3 SCOPE OF STUDY
The research was carried out to define how presently the fleet management industry should
work and where the company is lacking, in addition what all trainings should be provided to
the employees so that they work in the same pace in which the industry is working. For
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conducting the study help of certain tools were taken such as net search, filling up of
questionnaires, one-on-one interactions with the senior managers of the organization and
also benchmarking.
High competition leads to introduction of best practices and for implementation, updation of
new trends are required. Keeping this thing in mind, we gave some beneficial tips on best
practices in various departments. Job Description is also a most important tool to identify the
right person for the right job. So design of job description should be clear and up to the
mark. Training helps in making employees work more efficiently. That is why it is of utmost
importance.
2.4 PROJECT SCHEDULE
The project was of two months starting from 23rd
April to 22nd
June. The schedule of the
project was:
Page | 30

Chapter-3 LITERATURE SURVEY
3.1 JOB DESCRIPTION
A job description is a list of the general tasks, or functions, and responsibilities of a position.
Typically, it also includes to whom the position reports, specifications such as the
qualifications needed by the person in the job, salary range for the position, etc. The
preparation of a job description is an important part of the recruitment process.
Page | 31
Weeks 1st
Week
2nd
Week
3rd
Week
4th
Week
5th
Week
6th
Week
7th
Week
8th
Week
Preliminary
Research
Research on Best
Practices
Preparation of
Questionnaire
One-on-one
Interactions
Collection of
Questionnaires
Preparation of
JDs
Preparation of
TNA’s
Report &
Presentation

Job descriptions are usually developed by conducting a job analysis, which includes
examining the tasks and sequences of tasks necessary to perform the job. The analysis looks
at the areas of knowledge and skills needed by the job. Note that a role is the set of
responsibilities or expected results associated with a job. A job usually includes several
roles.
Typically, job descriptions are used especially for advertising to fill an open position,
determining compensation and as a basis for performance reviews. Not everyone believes
that job descriptions are highly useful. Read Dr. John Sullivan's article listed at the end of
the following links. He points out numerous concerns about job descriptions that many other
people have as well, including, e.g., that too often job descriptions are not worded in a
manner such that the employee's performance can be measured, they end up serving as the
basis for evaulation rather than performance, etc. Read the following links to buid your own
impression.
Page | 32

Job descriptions are supposed to describe duties and performance standards that are directly
linked to organizational success factors established by the leadership, and for which it is
willing to pay a salary.
Effectively developed, employee job descriptions are communication tools that are
significant in the organization's success. Think of a job description as a “snapshot” of a job.
The job description needs to communicate clearly and concisely what responsibilities and
tasks the job entails and to indicate, as well, the key qualifications of the job – the basic
requirements (specific credentials or skills) – and, if possible, the attributes that underlie
superior performance.
Employee job descriptions are based on objective information obtained through job analysis,
an understanding of the competencies and skills required to accomplish needed tasks, and
the needs of the organization to produce work. Whether company is recruiting new
employees or posting jobs for internal applicants, employee job descriptions tell the
candidate exactly what company wants in the selected person. JDs set clear expectations for
what one expects from people. It also helps one cover all the legal bases. Employee job
descriptions provide an opportunity to clearly communicate the company direction and they
tell the employee where he or she fits inside of the big picture.
Job descriptions are used for different purposes by the employee and the human resources
department:
 Simple, powerful tool for a manager to set and agree a job description with a team
member.
Page | 33

 Create and maintain accurate job descriptions for use in compensation and performance
reviews and employee development.
 Job descriptions are the starting point for effective and meaningful communication about
objectives and performance as well as development.
 As a definition of the functions and responsibilities of a job.
 As a mechanism for recruitment.
 For employee training and development (establishing and updating performance
standards).
 For succession planning or organizational development (for example, what additional
tasks can be applied for the growth of the organization as a whole?).
 In establishing legal defensibility (based on what the potential hire would be doing).
 For assigning jobs.
 To benchmark the company's positions against those described by descriptors in salary
surveys.
The list should reflect & contribute to the best innovative & influential work & development
in these fields, and include a balanced mix of publication such as, among others
 Practical & professional handbooks
 Teaching & course text
 Research monographs & edited compilations
 Policy & polemical work
 Formal series
 Reference works
 Major works
What does the Job Demand?
To find out the demands of the job, the manager must conduct an analysis by:
Page | 34

• Identifying the tasks.
• Examining how, when and why they are performed.
• Identifying the main duties and responsibilities.
• Noting the job conditions.
From here a detailed job description may be created. To the job description should be added
special considerations, such as performance standards and priorities.
3.2 TRAINING NEED ANALYSIS
Page | 35

Training refers to the acquisition of knowledge, skills, and competencies as a result of the
teaching of vocational or practical skills and knowledge that relates to specific useful skills.
It forms the core of apprenticeships and provides the backbone of content at technical
colleges and polytechnics. Today it is often referred to as professional development.
Training & Development is the field concerned with workplace learning to improve
performance. Such training can be generally categorized as on-the-job or off-the-job. On-the-
job describes training that is given in a normal working situation, using the actual tools,
equipment, documents or materials that they will use when fully trained. On-the-job training
is usually most effective for vocational work. Off-the-job training takes place away from
normal work situation which means that the employee is not regarded as productive worker
when training is taking place. An advantage of off-the-job training is that it allows people to
get away from work and totally concentrate on the training being given. This is most
effective for training concepts and ideas.
A training needs analysis (TNA) is the process of identifying the areas where both
individuals and groups in an organization would benefit from training in order to become
more effective at achieving their own objectives and the objectives of the organization.
Page | 36

The significance and value of training has long been recognizes through a quotation: “Give a
person a fish and you feed him for a day. Teach a person to fish and you feed him for a
lifetime.”
Training enables staff to work smarter. Increased productivity is often said to be the most
important reason for training. It also motivates and inspires workers by letting them know
how important their jobs are and giving them all the information they need to perform those
jobs. A training need assessment would insure that training exercises are focused and
appropriate.
TNA involves five basic steps:
 Identifying the objectives of the organization
 Appointing a training coordinator
 Gathering information about the skills and abilities of the individuals that are needed
now and will be needed in the future
 Analyzing that information
 Identifying the gaps that exist between the current situation and what is/will be required.
Page | 37

Some of the benefits of training need are as follows:
 Increased job satisfaction and morale.
 Increased motivation.
 Increased efficiencies in processes, resulting in financial gain.
 Increased capacity to adopt new technologies and methods.
 Increased innovations in strategies and products.
 Polishing the skills of the employees.
 Making them work with the pace of the industry.
 Reduced employee turnover.
Training is about the needs of the organisation (or the country) rather than simply the
education of the individual. It follows that the organisation and the job should be examined
first. From there we can identify those parts of the job where more training is needed.
Another way is to look at the problems - or faults - in the organisation and isolate the areas
where training can help.
The manager can ask many questions and examine many angles to build a picture of the
emerging training plan. Some of these issues can include:
• Staff turnover, retirement.
• School-leavers and local labour sources.
• Legislation about whom you may or must employ.
• Changes in company policy or product line.
• Changes in working practices or standards (e.g. safety).
• Machine breakdowns.
• Evidence of particular or repeated problems.
Page | 38

• New technology.
• New production sites.
• What the competitors are doing.
• Who will compete for our skilled labour.
3.3 BEST PRACTICES & BENCHMARKING
Best Practice asserts that there is a technique, method, process, activity, incentive or reward
that is more effective at delivering a particular outcome than any other technique, method,
process, etc. The idea is that with proper processes, checks, and testing, a desired outcome
can be delivered with fewer problems and unforeseen complications. Best practices can also
be defined as the most efficient (least amount of effort) and effective (best results) way of
accomplishing a task, based on repeatable procedures that have proven themselves over time
for large numbers of people.
Despite the need to improve on processes as times change and things evolve, Best Practice is
considered by some as a business buzzword used to describe the process of developing and
following a standard way of doing things that multiple organizations can use for
management, policy, and especially software systems.
Page | 39

Benchmarking (also "best practice benchmarking" or "process benchmarking") is a process
used in management and particularly strategic management, in which organizations evaluate
various aspects of their processes in relation to best practice, usually within their own sector.
This then allows organizations to develop plans on how to adopt such best practice, usually
with the aim of increasing some aspect of performance. Benchmarking may be a one-off
event, but is often treated as a continuous process in which organizations continually seek to
challenge their practices.
Benchmarking in simplistic terms is the processes where you compare your process with that
of a better process and try to improve the standard of the process you follow to improve
quality of the system, product, services etc.
Page | 40

Benchmarking is a management technique to improve business performance. It is used to
compare performance between different organisations - or different units within a single
organisation - undertaking similar processes. Benchmarking is an ongoing method of
measuring and improving products, services and practices against the best that can be
identified in any industry anywhere. It has been defined as 'the search for industry best
practices which lead to superior performance'. Unlike traditional competitive analyses which
focus on one industry and its benchmarks, benchmarking can compare the ways in which
similar processes are carried out irrespective of whether the outputs are different or are
difficult to measure. This is particularly relevant when comparing IS/IT service provision
where exact like-for-like comparisons are rare.
Benchmarking is a powerful management tool because it overcomes "paradigm blindness."
Paradigm Blindness can be summed up as the mode of thinking, "The way we do it is the
best because this is the way we've always done it." Benchmarking opens organizations to
new methods, ideas and tools to improve their effectiveness. It helps crack through
resistance to change by demonstrating other methods of solving problems than the one
currently employed, and demonstrating that they work, because they are being used by
others.
Page | 41

Benchmarking Objective
Within an organisation there will be three parties involved in benchmarking:
• The business - that is, the business manager responsible for acquiring services to
meet business objectives. The customer's interest in benchmarking would be: 'How can I
improve my performance in procuring services and managing service providers, and in
supporting the business through its services?'
Page | 42

• The external end-user such as the citizen - that is, anyone who uses the organisation's
services for information access or to carry out transactions with government. Their
interest (through user representatives) in benchmarking would be:'How can services be
improved to meet our needs?' (The Performance and Innovation Unit has produced
reports on citizen perceptions of electronic service delivery; see also the Cabinet Office
report The View from the Queue)
• Service providers, providing services under service level agreements negotiated with
and managed by the customer. The provider's interest in benchmarking would be:'How
can we improve our performance in the delivery of services which meet the requirements
of our customers and which are cost-effective and timely?'
Levels
Benchmarking can be applied at three levels:
• Operational - within individual business units (for example, benchmarking user
participation in projects).
• Functional - This may look across the organisation (for example, procurement and
contract management). Benchmarking at this level will benefit all parts of the
organization
• Strategic - which affects the formulation and implementation of an organisation's
strategic planning (for example, encouraging ownership/business sponsorship of the
strategy and the management and technical policies). Strategic benchmarking is not a
'quick win' but has the potential to achieve major benefits over the long term, often
through a process of radical change.
3.4 EMPLOYEE ENGAGEMENT
Employee engagement is a concept that is generally viewed in terms of employees feeling a
strong emotional bond to the organization that employs them. This is associated with people
demonstrating willingness to recommend the organization to others and commit time and
Page | 43

effort to help the organization succeed. It suggests that people are motivated by intrinsic
factors (e.g. personal growth, working to a common purpose, being part of a larger process)
rather than simply focusing on extrinsic factors (e.g. pay / reward). The concept has gained
popularity as various studies have demonstrated links with productivity. In 1999, The Gallup
Organization published research that showed that engaged employees are more productive,
more profitable, more customer-focused, safer, and less likely to leave their employer.
Watson Wyatt (2002) found that high-commitment organizations out-performed those with
low commitment by 47%. In a study of professional service firms, the Hay Group found that
offices with engaged employees were up to 43% more productive, based on a comparison of
revenue generation.
Employee engagement is shaped by a number of distinct variables and these include
individual attributes i.e personality, role characteristics, the quality of work relationships,
and perceptions of the ethos and values of the organization. Recent research has focused on
developing a better understanding of how these variables interact and their link to important
work outcomes. From the perspective of the employee, 'outcomes' range from strong
commitment to disaffection. Access to a reliable model enables organizations to conduct
Page | 44

validation studies to establish the relationship of employee engagement to
productivity/performance and other measures linked to effectiveness (e.g. staff retention).
It is an important principle of occupational psychology (industrial and organizational
psychology) that validation studies should be anchored in reliable scales (i.e cohesive groups
of items) and not simply focuses on individual elements in isolation. To understand how
high levels of employee engagement affect organizational performance/productivity it is
important to have an a priori model that demonstrates how the scales interact. There is
currently relatively little published research that explains the dynamics of employee
engagement, based on a coherent model. There is also overlap between this concept and
those relating to well-being at work and the psychological contract.
As employee productivity is clearly correlated with employee engagement, creating an
environment that encourages employee engagement is considered to be essential in the
effective management of human capital.
Current studies suggest that employee engagement will be influenced by:
• Employee perceptions of job importance
• Employee clarity of job expectations
• Career advancement/improvement opportunities
• Regular feedback and dialogue with superiors
• Quality of working relationships with peers, superiors, and subordinates
• Perceptions of the ethos and values of the organisation
Page | 45

As additional research becomes available, the significance of the various factors will become
more evident. At the present time, many organizations assess specific statements/perceptions
without reference to a coherent model, or use benchmarking based on scales that display no
evidence of psychometric reliability. This is short-sighted as reliable metrics are essential for
effective decision making.
• Organizational commitment
• Empowerment
• Flow (psychology)
• Positive Psychology
Chapter-4 RESEARCH METHODOLOGY
I JOB DESCRIPTION
Methods applied for creating job descriptions:
 Analyzing old job descriptions created by the organization-
LeasePlan provided old JDs of all the departments to give a rough idea regarding the
working process of each and every employee, i.e from executives to managers in all the
departments. Also a flowchart was provided to inform about who works under whom and
various other related information.
 Preparing questionnaires for employees-
The next step was to interact with the employees, either directly or indirectly. Preparing
a JD that can answer the main questions related to JD was a basic idea. Questionnaire
had to be employee friendly; it had to be close ended so that employees should not have
Page | 46

to consume their time in filling up this questionnaire. So designing a questionnaire was a
challenging task.
 Taking one-on-one interview of managers regarding the working of their teams-
For managers, there were set of questions prepared to be asked them personally
regarding their team. Managers had been really helpful in completing these tasks. They
gave ample of time in interaction. Also at the time of doubt, they helped us in clearing it
up.
Methods used to identify training needs include:
 Analysis of existing strategies and plan to identify what skills are needed for delivery-
At first, we concentrated on prevailing strategies of identifying training need. Also what
all trainings have been attended by the employees so far? Hr Managers provided us with
the documents related to trainings of the employees.
 Questionnaires-
Again documents cannot be the wholesome criteria to be dependent upon for identifying
training need. Therefore questionnaire also covered questions related to training, also
preferable method of learning of every individual.
Page | 47

 One-to-one interviews-
Interviews with managers were also covering set of questions related to training need of
their employees. Managers also need to brush up their skills, for that they also need to
train themselves. So Managers’ Training also played important role of identification.
 Focus groups-
It facilitated small group discussions with a representative sample of people.
There is no single benchmarking process that has been universally adopted. The wide appeal
and acceptance of benchmarking has led to various benchmarking methodologies emerging.
The 12 stage methodology consisted of:
 Select subject ahead
 Define the process
 Identify potential partners
 Identify data sources
 Collect data and select partners
 Determine the gap
 Establish process differences
 Target future performance
Page | 48

 Communicate
 Adjust goal
 Implement
 Review/recalibrate.
IV EMPLOYEE ENHANCEMENT
Manpower planning and employee enhancements are getting very important. It helps in
maintaining attrition rate, absenteeism and creating healthy atmosphere in an organization.
We got an opportunity to work on this tool also apart from the main project.
 Identifying all seven location of LeasePlan within India-
The first and foremost thing was identifying all the seven locations with exact locations
and addresses.
o Gurgaon (main branch)
o Pune
o Mumbai
o Chennai
o Kolkata
o Banglore
o Hyderabad
Page | 49

 Analyzing various activities within or outside organization in which employees can
involve-
Various activities need to be identified in which employees will take interest and would
be able to manage with their work. Set of stress buster activities tips were provided
within organization to enhance employees’ skills by making them involve in extra
curricular activities.
For activities outside the organization, suggestion of corporate tie ups with various
activity clubs had been given by us.
Various activities are listed below:
o Gyms
o Meditation Classes
o Dance Schools
o Yoga Classes
o Instruments coaching
o Aerobics
o Swimming
o Games
 Identifying near by locations of all the branches for activities centre-
Net search was the main tool for searching near by centers. There had to be a set
standard of all the activities for all the locations. For this various centers were short listed
and maintained.
Page | 50

 Finally deal with the owners of the activity centers-
After short listing the list, we had to call up at these centers to identify the charges for
various activities and finally negotiating the deal that is within the budget of the
employees.
4.1 SAMPLE DESIGN
Design of the Study
The key phases of the project were:
Phase I Gather Preliminary Data- research
Phase II Plan
Phase III Questionnaire
Phase IV Analyze Data
Phase V Prepare Report
Page | 51

4.2 DETAILS OF THE SURVEY CONDUCTED
Sample Size 50
Target Population U Employees of LeasePlan India
Sample Area
 Gurgaon
 Mumbai
 Hyderabad
 Banglore
 Chennai
 Pune
 Kolkata
Sampling Judgmental sampling
Type of questionnaire Structured
No. of Questions involved 20 questions
Type of questions Close as well as open ended
4.3 COLLECTION OF DATA
Page | 52

I Raw Data:
Documents provided by the company
 Net Search
II Primary Data:
 Questionnaires
 One-on-one Interviews
III Secondary:
 Articles from Newspaper
 Company Website
 Surveys Observation
 Questionnaires Indirect observation
 One-on-one Interviews
Chapter-5 ANALYSIS OF STUDY
Page | 53
Qualitative data Quantitative data
Collection of data

I JOB DESCRIPTION
A job description typically consists of following components:
 Position Title.
 Department
 Organizational Relationship
 Reports to
 Responsible for
o Level
o Purpose of the job
o Essential functions to perform a job.
 Qualification & experience for a particular position.
 Knowledge, skills & abilities required.
 Competencies required.
According to our analysis, this should be the standard format for JDs based on which the
questionnaire was designed. Some open-ended questions were asked from employees in the
questionnaire to know about their job purpose, this helped in writing the Purpose of the Job.
Employees also had to answer questions about their job, whom they report to, their
department, which helped in formatting the beginning of JDs. For skill, knowledge &
abilities, close-ended question was asked to the individuals as per their job requirement. In
one-on-one interviews, competencies were detected from immediate bosses of all the
employees. Some questions were also there in the questionnaire to know about qualification,
experience & competencies.
Page | 54

TNA analysis is carried out on two different levels which are: individual and departmental
level.
Individual Level
N=50
Number of questionnaires collected was 50 and on the bases of that training need was
analyzed at individual level. So frequency distribution is applied over here to carry out the
percentage of employees who require a particular kind of training, where:
Page | 55
Training Requirement No. of
Employees
Percentage
(%)
Communication Skills 25 50
People Skills 23 47
Marketable Skills 13 27
Motivational Skills 16 32
Product Training 10 20
Elvis/ Excel/ Ms-Office 11 22
Negotiation Skills 4 7
Insurance Training 4 7
Taxation Training 4 7
Stress management 3 5
Team Management 5 10
Presentation Skills 3 5
Personality Development 6 12
Business Process Modeling 5 10

N= Number of Employees
According to the analysis, maximum number of employees requires training on
communication skills, following people skills and then motivational skills is demanded.
Departmental Level
Page | 56
50
47
32
27
0
5
10
15
20
25
30
35
40
45
50
Communication
Skill
People Skill
Motivational Skill
Marketable Skill
50
47
32
27
0
5
10
15
20
25
30
35
40
45
50
Communication
Skill
People Skill
Motivational Skill
Marketable Skill
50
47
32
27
0
5
10
15
20
25
30
35
40
45
50
Communication
Skill
People Skill
Motivational Skill
Marketable Skill

Page | 57
Team Building &
Motivational Skills
50%
Presentation &
negotiation skills
16%
Selling skills
25%
Communication
skills 41%
Marketable Skills
58%
People Skills
75%
Sales
Department
People &
Motivational
Skills 33%
Negotiation
skills 55%
Product
Training 45%
Communicatio
n skills 66%
Marketable
skills 55%
Account
Servicing

Page | 58
Technical
Training
20%
People &
Motivational
Skills 30%
Product &
Technical
Training
40%
Communicati
on Skills
60%
Thinking
Skills 50%
Operation
Department

Preferable method of learning
Page | 59
People Skills
50%
Excel/ Elvis
25%
Taxation 12%
Communicati
on Skills 37%
Thinking
Skills 62%
Finance
Department
40%
25%
18%
12% 5%
Face-to-face training delivered by tutors
One-on-one training from a colleague
Drop-in workshops
Electronic workbooks
Support & advice via telephone

Based on our analysis, some best tips were provided on Fleet Management Industry.
Its implementation would definitely boom the company’s image. Some tips were also
provided on:
• CHOOSING THE RIGHT VEHICLE
• MAINTAINENCE OF FLEET
• MONITORING THE FLEET
Page | 62

• MANAGING THE FLEET
• ENCOURAGEMENT
• GOOD DRIVER HABITS
Top 10 HR best practices are also provided, which could be taken as benchmark by
the HR department of the company, which are:
• Safe, Healthy and Happy Workplace
• Open Book Management Style
• Performance linked Bonuses
• 360 Degree Performance Management Feedback System
• Fair Evaluation System for Employees
• Knowledge Sharing
• Highlight performers
• Open house discussions and feedback mechanism
• Reward Ceremonies
• Delight Employees with the Unexpected
IV EMPLOYEE ENHANCEMENT
This is the standard format that had been provided to the HR department for all the locations
with all necessary information like activities involved, charges, classes held, concessions,
contact numbers, addresses and benefits.
Page | 63

1
.
Shiamak Dawar
Branch Office
819, 8th Floor, International
Trade Tower, Nehru Place
New Delhi- 100 016
-Western Dances Rs.3500 for 12-15 sessions
2 Hours per week
+ 91 11
26296590-94
2
. Transformational Yoga
Center, Spa Oasis, the
Grand New Delhi, Nelson
Mandela Road, Vasant
Kunj
-Yoga Activities
-Meditation
Rs.500/person for 1 hour
session
+91 11-
26771234
3
.
Oxy Gym
B-25
Greater Kailash I
Delhi - 110048
-Gym
-Cardio
Rs.2300/Month
Rs.1800/Month(corporate
scheme)
011-
41637050
4
.
Total Fitness Centre
Market Section 6 Sector 5,
R.k. Puram
-Health centre
-Gym
Registration fee- Rs.200
Monthly subscription-
Rs.1200/month
011-
26192687
5
.
Vishwa Bharti Yoga Sansthan
A-138, Priyadarshani Vihar
New Delhi – 110092
-Yoga Classes Free classes for all sessions
Based on donations
+(91)-
9899866280
6
.
Delhi School of Music
Dr.Penelope Brouk (Teacher)
8 Nyaya Marg
Chanakyapuri
Delhi - 110021
-Instruments teaching
Western and classical
instruments- Piano, Tabla,
etc.
Quarterly fee- Rs.4500
2classes/week
(011)261153
31
7
.
Talkatora garden
Near the Indoor
Stadium,New Delhi
-.Swimming Classes Rs. 400/- per month
Rs. 2,000/- per season
6.30 to 9.30 a.m
4.00 to 8.00 p.m.
Page | 64

8
.
Bhatkande Sangeet
Vidyalaya, B-6 Qutub
Institutional Area, New Delhi
All types of instrument
classes
Rs.2000/month
(twice a Week)
26856347
Chapter-6SUGGESTIONS & RECOMMENDATIONS
• Since training needs change with time, this study should be replicated every
year to detect emerging patterns.
• JD’s should be upgraded as per the requirements.
• More manpower should be introduced in marketing and credit and risk
department.
Page | 65

• Induction training need to be changed, as most of the employees are
dissatisfied with the induction.
• In order to save time, e-learning should be preferred.
• Benchmarking outside the industry should be done, so that the company does
not get stagnant and keep improving its performance.
• Constant trainings should be given to the managers to sharpen their skills
time-to-time.
• There should be some fun at work activities conducted every month to keep
the employees peeped-up.
• Tie-ups with different health clubs for the benefit of the employees.
• Small trips should be given as incentives to the employees.
• Company should open new branches in towns like Bhewneshwar,
Vishakapatnam, Nagpur, Jamshedpur, Chandighar where no others players in leasing cars
exist so as to maximize the profit.
Chapter-7 CONCLUSION
We would like to conclude by saying that it was great working as a part of LeasePlan India.
We had learnt a lot from our mentors as to how the HR department actually works.
LeasePlan gave us a full exposure to the corporate world. We had a wonderful experience
taking interviews of the senior managers, interacting with employees, dealing with different
Page | 66

kind of individuals & learning human behavior. This project gave us an opportunity to have
an insight of the working of the HR department. We have learnt how to identify the training
need of an employee, how to make JD’s and how to discover the shortcomings of the
company, also the efforts that the HR department makes to keep its employees and the
environment happy and healthy.
LeasePlan gave me opportunity to get involved in various HR activities apart from my
project which gave me a taste of living an actual corporate life. The training had been really
helpful through out and everyday was a new challenge with new tasks to be performed. I
enhanced my learning skills, negotiation skills, convincing skills and various other skills
which are really important to work well in coming future. It also enhanced my confidence of
working well and professionally in an organization.
Chapter-8 APPENDICES
This was the questionnaire used to collect the information on job description &
training need assessment collectively.
Lease Plan
Page | 67

Individual Level
Questionnaire
Name
____________________
Date
____________________
Job Title
____________________
Department
_______________________
REPORTS TO ____________________ REPORTS TO
(TITLE)
____________________
1. How long have you been in your present job?
• 0-12 Months
• 1-2 Years
• 2-3 Years
• 3 Years & Above
2. What is the purpose of your job? Summarize in 25-to-35 words
3. Describe the tasks you regularly perform that are critical for carrying out your job
effectively
• Clerical and Related Maintenance
• Manual
• Research
• Security Technician
• Other (please specify) ___________________________________________
4. The decision making process in your job is:
Page | 68

Circle one of the following four words or phrases shown in boldface type —
• Prescribed- Follow prescribed paths, with routine steps that do not
require changing.
• Precedents- Respond to commonly occurring problems/ situations for which
standards, procedures or precedents exist.
• Not Covered- Respond to unusual or varied situations that are not covered by
existing standards, procedures and precedents.
• Highly Complex- Respond to highly complex situations that require demanding
problem- solving abilities.
5. Do you require a high degree of technical knowledge for your job?
(e.g. - use of MS-Office, Corel draw, Photoshop, adobe etc.)
• Yes
• No
6. List the competencies needed while performing the key responsibilities of your job.
• Professional/ Technical Competencies
o Budgeting and Planning
o Human Resources Management
o Policy and Governance
o Strategy
o Accounting
o Auditing
o Finance and Treasury
o Technology Management
• Personal Competencies
Page | 69

o Communications
o Ethics
o Leadership
o Professionalism
7. List the minimum and desired education- including degrees, licenses, certifications or
registrations- and experience needed to perform the key responsibilities of your job.
Minimum Desired
Education
____________________
______________________
_
_
_
_
_
_
_
___________________________
Experience
______________________ ___________________________
8. From the following list, circle one category most applicable to your job.
• Analytical
• Technical
• Sales or Marketing
• Coordinating
• Liaison
9. You work in the capacity of:
• Individual contributor
• Team player
• Other (specify below)
10. As part of a team, is your work different from other members of your team?
• Yes (If yes, specify)
Page | 70

• No
11. How does your job impact on overall operation of the organization?
12. What could be the consequences of an error/ mistake made while performing your job?
13. To what extent does your job require you to work closely with other people, such as
customers, clients or employees in your own organization?
• Very little
• Moderately
• A lot
14. What is the extent of autonomy in your job, i.e., what is the extent to which you can
take decisions with respect to your day- to-day transactions?
• Very little
• Moderately
• A lot
15. During your day-to-day transactions do you do different things or do you do things
differently?
Page | 71

16. Do you discuss your training needs with your line manager / the
training department?
• Yes
• No
17. What kind of Trainings (either on-the-job or a formal course) do you
need to perform your current job effectively?
18. List the types of training that you have attended within the last three years? (This will
help identify if any training sessions have been missed or if any refresher training is
required.)
19. What other skills do you need to improve your current job performance?
• Foundation Skills
o Basic skills
o Thinking skills
o People skills
o Personal qualities
o Communication skills
• Marketable Skills
• Motivational Skills
• If any other, specify
Page | 72

20. Which methods of learning do you like most? Please rank from 1 for most to 6 for least
liked.
• Face-to-face training sessions delivered by a tutor
• One-to-one training from a department colleague
• Support and advice via telephone and/or email
• Paper workbooks to work through alone, with access to tutor if needed
• Electronic workbooks to work through alone, with access to tutor if needed
• Drop-in workshops to get help on specific topics
• Other (please specify)
__________________________________
Employee's Signature
These were the sample questions asked from the Managers, to enquire about job
profile and training need assessment of the team members.
Lease Plan
Page | 73

Department Level
Questionnaire
1. How do you direct the work of others?
_____ Hire/discipline/terminate _____ Assign and check work
_____ Plan/appraise job results _____ Recommend pay increases
`
_____ Train
_____ Other (explain below)
Explanation
Number of Employees Directly Supervised:
Number of Employees Indirectly Supervised:
2. What are the different levels of your department?
3. Does the team operate effectively as a team / department or just as a collection
of individuals?
4. What skills of coaching and mentoring exist within the department to support
learning?
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5. Do you have a clear induction process in the organization?
6. What are the skills, knowledge and abilities required to perform the necessary
tasks in your department?
7. What skills, knowledge and abilities does your group{s} possess?
8. How often a performance appraisal is carried out and how often is there a
follow up meeting?
9. How do you identify the skills and knowledge required for a particular
occupation?
10. How are the skills of staff evaluated and compared to the requirements of the
department?
Page | 75

11. How does the team / department measure its effectiveness and compare itself
with similar teams / departments either within or external to the
organization?
12. Can you begin to identify the opportunity areas in your department?
13. How will these opportunity areas help in improving the efficiency of your
department?
14. How do you ensure continuous development in the organization?
Chapter-9 BIBLIOGRAPHY
1. Books
• Competency at work-
Page | 76

Spencer & Spencer
• How to identify your organization’ s training needs-
John H McConnell
• Hiring and Keeping the Best People
Harvard Business School Press, 2002
2. Newspapers
• Economic Times
• The Times of India
• Hindustan Times
3. Websites
• http://www.jobsplaza.info
• http://www.hr-guide.com/
• http://www.workindex.com/
Page | 77

Job Description & Training Need Analysis at LeasePlan India

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