ACKNOWLEDGEMENT
I wish to express my deep gratitude to Prof MK Nair, senior training consultant for all the help, guidance, support and knowledge that he has imparted to me during the course of the preparation of this project.
I deeply appreciate the effort and the time that he has spent guiding me through the project and providing valuable insights which has helped me grows in my training profession as well as does great justice to my Internship report.
EXECUTIVE SUMMARY
This project speaks about 5 training sessions that includes the objectives objectives,, benefits, benefits, training training process, process, training training methodol methodologie ogies, s, training aids used for every programme. It also comprises of the post training report for every training programme. The 5 training session reports are on 1) Customer excellence for Maruti suzuki 2) Stress management for Eicher motors 3) Managing wait for Honda siel cars 4)Personal and professional effectiveness for NPCIL, 5)Communication and presentation skills for Hellman ltd. This project also includes the post training evaluation report of Wipro technologies on customer excellence. Finally, it ends with with 2 case case stu studies dies:: 1) Cros Crossc scu ultur ltural al com communica nicattion 2) Miscomunication between management and workers.
EXECUTIVE SUMMARY
This project speaks about 5 training sessions that includes the objectives objectives,, benefits, benefits, training training process, process, training training methodol methodologie ogies, s, training aids used for every programme. It also comprises of the post training report for every training programme. The 5 training session reports are on 1) Customer excellence for Maruti suzuki 2) Stress management for Eicher motors 3) Managing wait for Honda siel cars 4)Personal and professional effectiveness for NPCIL, 5)Communication and presentation skills for Hellman ltd. This project also includes the post training evaluation report of Wipro technologies on customer excellence. Finally, it ends with with 2 case case stu studies dies:: 1) Cros Crossc scu ultur ltural al com communica nicattion 2) Miscomunication between management and workers.
SR.NO 1. 2. a.
TOPICS Study report of the training requirements of Quinox Study report of 5 training sessions Report of Maruti Suzuki on Customer Report of NPCIL on Personal and professional
b. c. d.
Page No. Page - 04 Page - 05 Page - 06
Page - 10 excellence Report of Eicher motors on Stress management Report of Honda siel cars on Managing wait Report of Hellman on Communication and
e.
Page - 13 Page - 15 Page - 17
presentation skills Training evaluation report of Wipro technologies on f.
Page - 21
g.
Customer care excellence Case study on cross cultural communication Case study on miscommunication, improper
Page - 23
h.
management, poor coordination in the
Page - 25
organization
ISTD- INTERNSHIP REPORT
STUDY REPORT OF THE TRAINING REQUIREMENTS OF QUINOX
1.
Emotional intelligence of the employees
2.
Spiritual quotient of the employees
3.
Self-confidence and self-esteem
4.
Public speaking and presentation skills
5.
Strong leadership skills
6.
Self-motivational power
7.
Effective team-building skills
8.
Positive attitude and inner strength
9.
Professional business etiquette
10. Interpersonal skills 11. Assertive communication
REPORT OF 5 TRAINING SESSIONS 1. CUSTOMER CARE EXCELLENCE- Maruti Suzuki 2. PERSONAL AND PROFESSIONAL EXCELLENCE-
(Nuclear power corp India ltd) 3. STRESS MANAGEMENT- (Eicher tractors) 4.
MANAGING WAIT-(Honda siel cars India
5. COMMUNICATION AND PRESENTATION SKILLS (HELLMAN)
CUSTOMER CARE EXCELLENCE The single most important thing to remember about any enterprise is that there are no results inside its walls. The result of a business is a satisfied customer.” - Peter
Drucker
This programme was conducted for Maruti Suzuki and it was wellappreciated by all the participants.
OBJECTIVE: 1.
To train the participants to establish the engine that will provide the driving force for customer service throughout the organization.
2.
How to understand customer expectations and manage the perceptions.
3.
How to handle customer complaints.
4.
How to maintain a cordial relationship with your customers and build customer loyalty.
BENEFITS:
1.
The participants will learn how to sell the relationship, not the product.
2.
They will learn how make sure the first impression customers receive is the right one.
3.
The participants will learn how to deal with difficult customers professionally and not personally.
4.
They will learn how to prevent burnout and stay positive and motivated.
5.
The participants will learn how to get more cooperation of their customers.
6.
They will learn how to use the tools of customer satisfaction
TRAINING METHODOLOGY:
1.
Exercises
2.
Roleplays
3.
Meditation and Pranayam
4.
Group discussions
5.
Short videos
6.
Lecture
COURSE CONTENTS:
1.
The importance of Customer care.
2.
Dealing with difficult people.
3.
Burnout –threat to customer satisfaction.
4.
The secret to getting more cooperation.
5.
The problem with customer service.
6.
7 steps to customer problem solving.
7.
The customer is not always right, but…
8.
Building motivation with customer feedback.
9.
Imp techniques of building trust and goodwill.
10.
The importance of Emotional intelligence.
11.
Building Customer satisfaction.
12. How to handle customer complaints and build customer loyalty
TRAINING AIDS:
1. Overhead projector 2. Plastic board
3. Flip charts
RAINING PROCESS
1. A TNA (Training need analysis) was conducted, so as to know client requirements in detail.
2. The participants needs, work issues pertaining to customer care and their expectations were scrutinized
3.
The customer excellence module was customized according to client needs and requirements
4. The training was then delivered at the client location.
5. A Post training evaluation was done using certain tools and also
meeting up with the participants to know their progress and also the customer care index was evaluated.
POST TRAINING REPORT OF MARUTI SUZUKI:
The programme was greatly liked by all the participants. There were around 20 participants. The participants were service advisors. They were participative, attentive and interactive. The feedback score that I received for this programme was 6/7. This programme was conducted for 2 days at the Maruti showroom. PERSONAL AND PROFESSIONAL EFFECTIVENESS:
This was conducted for (NPCIL) Nuclear power Corporation of India ltd.
OBJECTIVES: 1. Identifying ways of enhancing communication and presentation
skills.
2. Illustrate the importance of motivation for self and others.
3. Illustrate the importance of teams and team leaders.
4. Illustate the importance of meeting the expectations of internal
customers.
5. Illustrate the importance of enhancing interpersonal skills.
6. Understand
the
importance
of
positive
attitude,
assertive
communication and Emotional quotient & Spiritual quotient WHY THEY SHOULD ATTEND:
To create a positive first impression wherever they went. This will help them be unique and dynamic in all walks of life. As quoted by Dale Carnegie “It is 15% of the technological knowledge and 85% of your
personality that helps you create a great impact”.
METHODOLOGY 1. Roleplays 2. Group Discussions
3. Demos 4. Team Games
5. Lecture 6. Exercises
COURSE CONTENTS:
1. Developing your EQ(Emotional quotient) and being emotionally
balanced. 2. Developing your SQ spiritual quotient to lead a blissful and well-
balanced life. 3. Developing self-confidence and self-esteem. 4. Public speaking and presentation skills. 5. Strong leadership skills. 6. Self-motivation. 7. Effective team-building skills. 8. Positive attitude and. 9. Professional business etiquette. 10. Interpersonal skills. 11. Assertive communication. 12. Customer care skills.
13.Effective Time management skills
TRAINING AIDS:
1. Overhead projector 2. Plastic board
3. Flipcharts
DURATION 2 Days
TRAINING PROCESS
1. 1) A TNA (Training need analysis) was conducted, so as to know client requirements in detail.
2. The participants needs, personal and professional conflict issues,
participants attitude and behaviour
and their expectations were
scrutinized
3.
The personal and professional effectiveness
module was
customized according to client needs and requirements
4. The training was then conducted at Kota, NPCIL site.
5. A Post training evaluation was done using certain tools and also a
meeting was conducted with
the participants so to know their
progress . Personal feedback, guidance and counseling was provided to the participants. POST TRAINING REPORT OF NPCIL
The personal and Professional effectiveness programme conducted for NPCIL did bring about a positive response in the minds of the participants and every participant in the programme were interactive, participative and felt that the programme was a great learning and valuable experience. The feedback ratings given by the participants varied from 5 to 3 out of 5. 5excellent, 4-very good, 3-good. The participants came from various backgrounds; finance, human resources, Operations etc. The duration of the programme was 2 days.
STRESS MANAGEMENT This programme was conducted for Eicher tractors at Bhopal.
OBJECTIVE: 1. To train the participants in various ways to manage stress.
2. To understand the various professional and personal reasons that is
causing them stress and help them be relieved of it. 3. To help the participants learn managerial techniques like effective
delegation, good organizing skills to manage stress.
COURSE CONTENTS
1.
What is stress
2.
Causes of stress
3.
Effects of stress
4.
Types of stressors
5.
Signs of stress at workplace
6.
Types of stressors
7.
Self-hpnosis and Auto suggestion
8.
Attitude and Stress
9.
Emotional intelligence and stress
10.
Spiritual/holistic principles and stress
11.
Powerful spiritual mantras and stress
12. Effective Delegation and time management & stress
DURATION 2 Days
TRAINING METHODOLOGIES
1. Lecture 2. Group discussions 3. Roleplays 4. Exercises 5. Chanting of Powerful mantras like OM, Gayatri mantra, Om Namo
shivay. 6. Meditation 7. Pranayam
TRAINING PROCESS
1.
A TNA (Training need analysis) was conducted, so as to know client requirements in detail.
2. The participants needs, stress related issues and their expectations were scrutinized
3.
The stress management
module was customized according to
client needs and requirements
4. The training was then conducted at Client location.
5. A Post training evaluation was done using certain tools and also a meeting was conducted with
the participants so to know their
progress . Personal feedback, guidance and counseling was provided to the participants.
POST TRAINING REPORT OF EICHER TRACTORS
The programme was well appreciated and all the participants had a great learning experience. The duration of the programme was 2 days. The participants comprised of sales executives to sales managers. There were several internal official matters like poor promotional and reward strategies, improper management system that was causing them acute stress. And also lack of delegation and organizing skills. The feedback score was arnd 5 and 4.;5 –excellent and 4-very good.
MANAGING WAIT (Catch 1 and 2)
This programme was conducted for Honda Siel cars India in Mumbai, Ahmedabad and Pune, mainly for all the sales executives and managers who directly dealt with the customers, training them on how to manage the waiting period between the new launch and the test drive, as the customers could go for a test drive 2-3 months after the launch.
OBJECTIVES 1. Understand the unique situation today due to the New Honda City
launch.
2. Distinguish between the expectations of a Honda customers vs
other customers.
3. Recognize the importance of handling wait.
4. Applying useful techniques to lessen the pain; add to the pleasure in waiting situations.
COURSE CONTENTS 1. Understand the wait situation between the launch and the test drive. 2. Meeting rational and emotional needs of the customers. 3. Making the wait pleasurable.
4. Importance of Active listening, empathy, rapport-building and trust 5. Dealing with irate and difficult customers TRAINING METHODOLOGIES
1. Lecture 2. Exercise 3. Group discussions 4. Roleplays 5. Short videos
DURATION 1 Day
TRAINING PROCESS
1. A TNA (Training need analysis) was conducted, so as to know client requirements in detail.
2. The participants needs and expectations were scrutinized
3.
The Honda(Managing wait module was customized according to client needs and requirements
4. The training was then conducted at Client location.
5.
A Post training evaluation was done using certain tools and also a meeting was conducted with the participants so to know their progress. Personal feedback, guidance and counseling was provided to the participants.
POST TRAINING REPORT OF HONDA SIEL CARS INDIA
The programme was well-appreciated and the participants were interactive and participative The duration of the programme was 1 day. All the sales executives and sales managers attended the programme. The feedback score varied from 5, 4 and 3 out of 5.5-excellent, 4-very good, 3-good.
COMMUNICATION SKILLS TRAINING PROGRAMME
This programme was conducted for Hellman in Mumbai.
OBJECTIVES
1. The participants will learn the important elements and techniques of communication.
2. The participants will learn how to communicate assertively.
3. The participants will learn how to plan their message and how to
deliver their message confidently, using appropriate body language.
4. The participants will learn how to effectively communicate their message to the receiver in different situations.
5. The participants will learn how to earn the trust and appreciation of the client
6. The participants will learn how to develop trust, cordial relations through good interpersonal communication skills.
TRAINING METHODOLOGY
1. Exercises 2. Roleplays 3. Group discussions 4. Lecture 5. Case study 6. Powerpoint presentation
DURATION 1 Day
CONTENTS
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18.
19. 20.
21.
Effective communication Communication dynamics Interpersonal skills The Art of Delegation How to communicate negative feedback How to communicate ideas Constructive criticism Communicating to give effective praise Skills for successful meetings Offering effective apology Turn Agressive and Negative Communication into Positive, Productive collaboration Use the BEAT model to create collaboration How to handle arguments in an appropriate manner Communicating to coach Communicating to boost morale Self-communication Managing difficult conversations Overcoming cultural boundaries to communication How to communicate during crisis? How to handle conflicts How to interact with the foreign clients How to earn the client’s trust and appreciation? Tips on how to communicate with the foreign clients using various modes like: - Face to face - Emails - Telephonic - Conference call - Video conferencing - Chat How to deal with difficult customers Assertive communication Various models of communication TRAINING PROCESS
1. A TNA (Training need analysis) was conducted, so as to know client requirements in detail.
2. The participants needs and expectations were scrutinized
3.
The
communication and
presentation skills
module was
customized according to client needs and requirements.
4. The training was then conducted at Client location.
5. A Post training evaluation was done using certain tools and also a meeting was conducted with
the participants so to know their
progress . Personal feedback, guidance and counseling was provided to the participants.
POST TRAINING REPORT OF HELLMAN
The programme was liked by all the participants and the participants were participative, interative and open. The participants were finance managers, Human resource managers and operational managers. The duration of the programme was 1 day. The feedback score
varied
between 5 and 4. 5-excellent and 4- very good.
TRAINING EVALUATION REPORT OF WIPRO TECHNOLOGIES ON CUSTOMER SERVICE EXCELLENCE
Rating of the course
Parameter
5= Very 4=Good good
3=Fair
2= Poor
1= Very poor
Overall rating of the course
5
4
3
2
1
Sequencing of topics
5
4
3
2
1
Clarity and depth of course material
5
4
3
2
1
Faculty Name : Supriya Communication 5 skills 5 Level of preparation
Response to your queries Training methodology
4
3
2
1
4
3
2
1
5
4
3
2
1
5
4
3
2
1
TRAINING FEEDBACK
How well were the course objectives met vis-avis expectations?
A It has met the overall expectations
What did you like most about the course?
A The activities- Roleplays , the lecture. and infact everything
What were the problems faced by you in the course?
A
Nothing
Any suggestions to make this more effective in future?
A Keep this kind of a training atleast 4 times in a month.
Any other comments
A Excellent
What were the 3 major learnings from the course?
A 1. Resolving Customer problems using win-win approach. 2 Importance of Customer feedback 3 How to achieve customer excellence
CASE STUDY -1
This short case study shows how even simplest misunderstandings between cultures can affect relationships, and even cause suspicion and mistrust.
James writes:
Several years ago, I trained an Italian woman, a lawyer, who had recently begun a one-year secondment at her bank’s branch in the city of London. On the first day I asked her how she got on with her British colleagues. She was fairly non-commital, and said “OK”
By the middle of the week, she had opened up completely, and over lunch confesses that she was having a really hard time with her colleagues. “I’m very open with them, and I’ve told them about myself, but I get nothing back. Why are the British so closed and unfriendly? I don’t think they like me, and I’m having problems working with them. As a trainer who has worked with Italians for many years, I understood where the problem lay.
On our return to the training room, I suggested we enact a typical conversation between her and her colleagues. She agrees, and began talking. After 10mins of speaking about herself, while I sat in silence, I Stopped her. Her immediate reaction was :”This is exactly what happens. I talk, and my colleagues say nothing. Why are you so cold?”
I explained that English is like a game of ping-pong. We communicate in short exchanges, largely through asking questions, and giving our
counterpart time and space to respond. Ping: I ask you a question. Pong: You respond or ask me one back. We are not comfortable with long statements: we get bored and we find it difficult to interrupt, because in British culture it is not very polite. In the British context, we ask questions to show interest and to establish a relationship. People who talk about themselves are seen as egotistical. For Italians, on the other hand, communication is a series of statements, where the listener is free to interrupt with their point of view or information. To show you are open and willing to establish a good relationship with your listener, you give a lot of details about yourself. Some who asks too many questions before the relationship has been cemented is viewed with suspicion.. I discussed all this with the Italian lawyer, and suggested she try to adapt her style when she went back to the office. I recommended asking lots of questions to show interest, and to limit what she told them; instead wait until they asked her.
She agreed to do this, and two weeks later came back on a follow-up day of training. She bounced into the training room, a completely different person. “I have made the breakthrough,” she said. “I have tried asking lots of questions, and it really works. They seem to be much more comfortable with me, and have really opened up to me. We are getting on really well now, and I’m making friends with my colleagues”.
Questions
1.
Why was the Italian woman having a hard time with her colleagues?
A. The Italian woman found the British to be very closed and
unfriendly.The basic problem lied in her communicating style and cultural differences, due to which she only spoke about herself, which was seen as being egotistical in the British culture. In the British context, we ask questions to show interest and to establish a relationship. For Italians, on the other hand, communication is a series of statements, where the listener is free to interrupt with their point of view or information and here, someone who asks too many questions before the relationship is viewed with suspicion.
2. What can we learn from the above case?
A. We can understand that, what is normal to you in your home culture, may not be normal when you do business with a different culture. Secondly, it is essential to learn how people from other cultures communicate, and to adapt your style as far as you can, when you are communicating in a different culture, while still being true to your self and your values. There was no suggestion that she try to become British, but to become a bit of chameleon when working in England, and to use equally the communication style that the British feel comfortable with.
Case study- 2
It was 9.30am- when 2 trucks brought some large crates to the assembly shop. Everyone saw the truck crew unloading the boxes quickly, leave them piled near the gate of the stores dept and drive away. Mohan, a worker, watched and approached the foreman and pointed to the boxes. The foreman stopped, shrugged his shoulders and walked away.
Mohan came across another worker who asked: “ What’s in the boxes?” “I don’t know”, was the reply, “and the foremen doesn’t know either or atleast, he doesn’t want to tell me.” Mohan went over his work but continued to wonder: “What could be in those boxes? Andwhy does no the foreman want to teall us? Maybe it is new machines…say, that’s probably what is, those new automatic machines. All you have to do is push the button and the machine will do the rest. There wont be many jobs in the assembly shop if these machines are installed”;
Mohan became nervous. He got up and went over to the water cooler where two other workers were gossiping: “The foreman doen’t want to tell us what’s in those crates because it is new automatic machinery. That will mean fewer jobs for us. “Mohan saw fear and anger creep across the worker’s ffaces.
Words spread like wildfire. Soon no one was working, all were talking and their voices grew angrier and angrier. Finally, a worker stood on his bench and shouted, “If this is the way the management treats us, then lets teach them a lesson. If they fire us, we’ll fire the boxes”. Just
then the superintendent came running and stood in the middle of the men. “what’s the matter? What happened? “You are trying to replace us with new machines”
“what new machinery?”
“ The new machinery in those boxes”
“Oh my God! That’s the equipment for our new plant. We ‘re only keeping these here for a few days”. Everyone looked very foolish and tempers quickly cooled. “You should have told us” one man dejectedly. Mohan quietly slipped away.
Questions
