WINTER PROJECT REPORT

ON

“EFFECTIVENESS OF TRAINING &DEVELOPMENT OF

EMPLOYEES IN TATA JHARIA”

KANPUR INSTITUTE OF MANAGEMENT STUDIES

APPROVED FROM A.I.C.T.E

IN PARTIAL FULLFILMENT OF THE REQUIREMENTS FOR THE

AWARD OF THE DIPLOMA

POST GRADUATE DIPLOMA IN MANAGEMENT

(2011-13)

UNDER THE GUIDANCE OF

( Ms. PURNIMA JAISWAL)

SUBMITTED BY:

(TEJ PRATAP VISHWAKARMA)

STUDENT ID-111356

PGDM BATCH 2011-13

ON (10.04.13)

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CERTIFICATE

This is to certify that Mr. Tej Pratap Vishwakarma , Student ID111356, a student of PGDM in

Kanpur Institute of Management Studies, has carried out the research work presented in this

winter training project report titled “Effectiveness of Training & Development of employees

in TATA Steel Jharia” for the award of Post Graduate Diploma In Management Kanpur

Institute of Management Studies for the academic batch 2011-13 , under my guidance.

Name of the Project Guide

Ms. Purnima Jaiswal

HOD

Mr. Ankur Jauhari

Kanpur Institute of Management Studies Unnao.

2

DECLARATION

I, Tej Pratap Vishwakarma, hereby declare that the project work entitled “Effectiveness of

Training & Development of employees in TATA Steel Jharia” submitted towards PGDM

Certificate is my original work and the dissertation has not formed the basis for award of any

degree, associate ship, fellowship or any similar title to the best of my knowledge.

Place: (Signature of Student)

Date: (Tej Pratap Vishwakarma)

Student ID:111356

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Acknowledgement

Winter project has provided me an ample opportunity to explore in the organization set up and

develop and acquire a thorough professionalism.

Its has been a great learning experience for me while doing my summer project in Tata Steel

(Jharia division).Here I was able to learn and experience various function of HR and about the

underground coal mines .But this project report alone cannot be completed by me unless I had

great support from Tata Steel ,Jharia Division.

I am also thankful to Mr.CH. Divaker (General Manager) of Jharia Division for giving me the

opportunity to work in his organization.

I am equally thankful and pay my honest gratitude to Mr. N.N Jha (Senior, Manager HR/IR) for

suggesting me and allowing me to explore with my topic.

I pay my sincere thanks to my project guide Mr. Navin Kumar (Manager HR/IR, Sijua Colliery)

who has guided me throughout the completion of my project.

I am equally thankful to Mr. M. K. Gupta of PTI, Jamadoba helping me in completion of my

project and giving me relevant information where ever I needed. Last but not the least I am

thankful to each and every one who has directly or indirectly helped in the completion of my

project.

I also pay thanks Mr. B.K Sharma which give me Valuable times and give knowledge about

training and development in detail.

I am equally thanks Mr. R.K Manual (VTC Manager Bhelatand) which guides me related to

vocational training.

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TABLE OF CONTENT:

S.NO DescriptionPage

no.

1. TATA steel profile 6

2. Profile of Jharia Division 12

3. Strategic adopted in Tata steel 14

4. Introduction of Sijua Colliery 15

5. Training and Development 16

6. Training procedure in TATA Steel 35

7. Objective of the study 37

7. Research Methodology 44

8. Data Analysis 46

9. Conclusion 86

10. Suggestion & Recommendation 87

11. Bibliography 88

12. Questionnaire 89

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TATA STEEL PROFILE:

The origins and ascent of Tata Steel, which has culminated into the century long history of an

industrial empire, emerge from the illustrious efforts of India's original iron man and the

remarkable people who thereafter, have kept the fire burning.

The story of Tata Steel is a century old. And so is the story of steel in India. Etched with the

visions and hardships of a single man, the story has flowed through ages to redefine steel in

every way. The saga, which started in 1907, completes a century of trust in 2007. Over the years

this one company has exposed the various shapes and forms in which steel can be applied for

effective utilization. The story of Tata Steel: defines and redefines conventional wisdom in

myriad ways.

The birth of a pioneer

Jamsetji Nursserwanji Tata was born in 1839 in Navsari, a small town in Gujarat, into a family

of priests. Having completed his education, he joined his father’s firm at the age of 20. Later he

went to England, and set up a profitable private trading company with a capital of Rs.21, 000

only

Way back in 1882 a report by a German geologist, Ritter Yon Schwartz aroused Jamsetji interest

in the black metal. After a disappointing stint with iron ores in areas close to Nagpur, the much-

awaited opportunity came in 1899 when the Viceroy, Lord Curzon, liberalized the mineral

concession policy. The same year, Major R H Mahon published an incisive report on the subject,

announcing that it was time that India started manufacturing its own iron and steel. Mahon

suggested the Jharia coalfields as a source of fuel. The Salem district in the South, the Chanda

district in the Central Provinces and Bengal as good for yielding the iron organization. To initiate

the project, Jamsetji went to England and secured an audience with the then Secretary of State

for India, Lord George Hamilton, who appreciated the idea and readily gave his support.

6

The Steel Plant at the beginning

It did not take long for the work to begin thereafter. In 1908 the plant became functional and the

next year, in 1909 the blast furnaces, steel furnaces, coke ovens, powerhouse and machine shops

were laid down. Land for the site, mines and quarries were acquired in 1910. Not only did they

receive a helping hand from the people of India, even the Government contributed their bit by

connecting railway to Gorumahisani.

The Tata had taken upon them the task of civilizing the wilderness of India. The initial plant is

no match to its counterpart that stands today. It was equipped with two 200-tonne

furnaces, four 40-tonne open- hearth furnaces, 180 copper coke ovens, a steam-

driven blooming mill, a rail & structural mill. The first steel ingot was rolled on 16th

February 1912 - a momentous day in the history of industrial India.

Malkera Choitodih Colliery

7

The early years of the plant experienced a few hiccups that eased out eventually. Problems with

the quality of Coal, the original furnace designs, and scarcity of skilled labor and trained

technical personnel were sorted out with time.

The team also faced a lot of trouble from foreign importers and Indian distributors of imported

steel. The British greeted their effort with skepticism and derision. Sir Frederick Upcott, Chief

Commissioner of the Indian Railways, remarked to Charles Perin, “Do you mean to say that the

Tata propose to make steel rails to British specifications? Why, I will undertake to eat every

pound of steel they succeed in making?” Yet, during World War I, it was the Tata who supplied

steel rails to Mesopotamia, which played an important part in the allied victories.

Process down the Ages

1890:-Commercial mining Operations beings i0n the Jharia Coalfield.

1907:-Tata Iron &steel company (Now Tata steel limited) Incorporated.

1910:-Bhelatand colliery (Sijua group) acquired by Tata steel From Barakol Coalfield co.

limited.

1918:-the company acquires Malkera and Sijua as well as Jamadoba, Digwadih and 6 &7

pits collieries in the Jamadoba group.

These six metallurgical coal bearing properties in the Jharia Coalfield had estimated

reserves of 287 millions tones.

1942:-Aerial ropeway built to transport sand for stowing of steam.

1942-1947:-Screening Plans introduced.

1952:-Tata Steel launches its two million tones expansion program. NOTE:-First watery

comes up in Jharia.

1967:-Depending of Shafts and development of seam. First professional training institute

in India for coal mines was set up in Digwadih.

1970:-Koepe winder makes its appearance at Jharia in the Bhelatand Colliery.

1971:- Mechanization Training Centre was set up at Jamadoba.

1980:-Long well Mining Attempted.

1984:-Side Discharge Loader Introduced.

1988:-Fluidized Bed Power plant Commission.

8

Since 2000:

The Division Starts open cast mining at Kalimela Colliery.

Tailing Dewatering Plant (TDP) at BCPP.

Rotary Breaker at BCPP

9 Pit Shaft depended and PLC controlled wider installer at Digwadih colliery.

Online ash analyzer at JCPP and BCPP to monitor and control product ash.

Open cast mining start at Kalimela colliery.

Tata Various Worker Welfare Scheme:-

8 hours workday: (1912)

Free Medical Card: (1915)

Set up of welfare department: (1917)

Provident Fund Scheme: (1920)

Technical Institute for employee: (1921)

Profit sharing bonus: (1934)

Retiring Gratuity: (1937)

Study Leave: (1945)

Pension Scheme: (1983)

Early separation scheme: (1995)

Family Benefit scheme: (2001)

Shabas: (2003)

Values of Tata Steel:

Trusteeship

Integrity

Respect of the Individual

Credibility

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Excellence

Vision of TATA Steel:

We aspire to be the global steel industry benchmark for value Creation and Corporate

Citizenship.

We make difference through:

Our people, by fostering team work, nurturing talent, enhancing leadership

capability and acting with pace, pride and passion.

Our offer, by becoming the supplier of choice, delivering premium products and

services, and creating value with our customers.

Our innovative approach, by developing leading solution in technology, processes

and products.

Our conduct, by providing a safe working place respecting the environment,

caring for our communities and demonstrating high ethical standard.

Mission of Tata Steel:

To improve the quality of life in India through leadership sectors of national economic

significance to which the group can bring unique set of capabilities.

Quality Policy of TATA Steel:

Consistent with the group purpose, Tata Steel shall constantly strive to improve the quality of life

of the communities it serves through excellence in all facets of its activities. We are committed

to create value for all our stakeholders by continually improving our systems and process

through innovation, involving all our employees. This policy shall form the basis of establishing

and reviewing the Quality Objectives and shall be communicated across the organization. This

policy will be reviewed to align with business direction and to comply with all the requirements

of the Quality Management Standard.

Human Resource policy of TATA Steel:

Tata Steel recognizes that its people are the primary source of its competitiveness. It is

committed to equal employment opportunities for attracting the best available talent and ensuring

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a cosmopolitan workforce. It will pursue management practices designed to enrich the quality of

life of its employees, develop their potential and maximize their productivity. It will aim an

ensuring transparency, fairness and equity in all its dealing with its employees. Tata Steel will

strive continuously to foster a climate of openness, mutual trust and teamwork.

Corporate social responsibility &accountability policy of TATA Steel:

Tata Steel believes that the primary purpose of a business is to improve the

quality of life of people.

Tata Steel shall voluntary its resources to the extent it can reasonably afford, to

sustain and improve healthy and prosperous environment and to improve the

quality of life of the employees and the communities is serves.

Tata Steel shall conduct its business ever mindful of its social accountability,

respecting applicable laws and with regard for human dignity.

Tata steel shall positively impact and influence its partners in fostering a sense of

social commitment for their stakeholder.

Safety &occupational health policy of TATA Steel:

Tata Steel’s safety and occupational health responsibilities and driven by our commitment to

ensure zero harm to people we work with and society at large and integral to the way we do

business.

Our fundamentals belief is that all injuries can be prevented. This responsibility starts

with each one of us. We will identify, assess and manage our S&O hazard/risks. We will

regularly monitor, review the progress and report. We will ensure WILL and SKILL t

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Profile of Jharia division:

Jharia division comprises of 5 collieries. Spread over 5507 acres of leasehold areas in two

locations 20km apart viz. Sijua and Jamadoba having,

Proven reserves –141 Million Tones

Extractable reserves – 24 Million Tones

(Up to 9 seam in jamadoba & 9A seam in Sijua)

12

Jamadoba Group Sijua Group

Jamadoba Colliery

Digwadih Colliery

6 & 7 Pit Colliery

Bhelatand Colliery

Sijua Colliery

BCPP

JHARIA DIVISIONJHARIA DIVISION

ORGANISATION CHART OF JHARIYA DIVISION:

13

GM

HEAD, A/C

HEAD, PLNG

CHIEF, JMB GR.

HEAHEAD, ADM.

MANAGER ITS

REGIONAL

GEOLOGIST

DGM

CHIEF, HR/IR

CHIEF, ENG. SER

HEAD

DIG. COLLY

HEAD

6 & 7 PITS

HEAD

BHLTD. A.COLL

Y

HEAD

JCPP

HEAD

JMB. COLLY.

HEAD

SJA. COLLY.

SR. MGR HR

CENTR

HEAD

BCPP

NEW COAL

BLOCKS,S&T,

COAL

BED METHA

NE

SR.MGR.

TRAINING

SR. MGR HR/IR

JMB.

SR. MGR,H

R/IR

SJA.GR.

HEAD

ENGG

SR. MGR

MGR. ENV.

SR.MGR

POWER

HEAD

W/SHOP SERV.

HEAD

ENG.SERV. JMB

HEAD

ENG.SERV. SJA

JCPP

Strategies adopted in TATA Steel

Search for new customers

Rightsizing through re-engineering, innovations & Multiskilling

Improve working environment

Pocket Mechanization as per our needs & suitable to our conditions like,

SDLs

Road headers

Roof bolting

Transport network

Strategies adopted (continue…..)

Improve skill level of employees through specialized skill enhancement training

Programmes.

Create bench strength of critical categories for future requirement (Over man, Mining

Sirdars, Electromech, SDL Operators, SDL Crew, etc

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Introduction of Sijua colliery:

Sijua is a conventional mining. It comes under Jharia division.

Manpower in Sijua Colliery: 1255

Production target Sijua colliery: 1230 tones per day

Nature of colliery: - underground mining

Designation of manpower: - 67

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CATEGEORY OF EMPLOYEE

PIECE-RATED TIME-RATED

MONTHLY-RATEDDAILY-RATED

Training and development:

Training and development is a subsystem of an organization. It ensures that randomness is

reduced and learning or behavioral change takes place in structured format.

Traditional and modern approach of training and development:

Traditional Approach – Most of the organizations before never used to believe in training.

They were holding the traditional view that managers are born and not made. There were also

some views that training is a very costly affair and not worth. Organizations used to believe more

in executive pinching. But now the scenario seems to be changing.

The modern approach of training and development is that Indian Organizations have realized the

importance of corporate training. Training is now considered as more of retention tool than a

cost. The training system in Indian Industry has been changed to create a smarter workforce and

yield the best results

Training and development objectives:

The principal objective of training and development division is to make sure the availability of a

skilled and willing workforce to an organization. In addition to that, there are four other

objectives: Individual, Organizational, Functional, and Societal.

Individual Objectives – help employees in achieving their personal goals, which in turn,

enhances the individual contribution to an organization.

Organizational Objectives – assist the organization with its primary objective by bringing

individual effectiveness.

Functional Objectives – maintain the department’s contribution at a level suitable to the

organization’s needs.

Societal Objectives – ensure that an organization is ethically and socially responsible to the

needs and challenges of the society.

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Importance of Training and Development

Optimum Utilization of Human Resources – Training and Development helps in optimizing

the utilization of human resource that further helps the employee to achieve the organizational

goals as well as their individual goals.

Development of Human Resources – Training and Development helps to provide an

opportunity and broad structure for the development of human resources’ technical and

behavioral skills in an organization. It also helps the employees in attaining personal growth.

Development of skills of employees – Training and Development helps in increasing the job

knowledge and skills of employees at each level. It helps to expand the horizons of human

intellect and an overall personality of the employees.

Productivity – Training and Development helps in increasing the productivity of the employees

that helps the organization further to achieve its long-term goal.

Team spirit – Training and Development helps in inculcating the sense of team work, team

spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the

employees.

Organization Culture – Training and Development helps to develop and improve the

organizational health culture and effectiveness. It helps in creating the learning culture within the

organization.

Organization Climate – Training and Development helps building the positive perception and

feeling about the organization. The employees get these feelings from leaders, subordinates, and

peers.

Quality – Training and Development helps in improving upon the quality of work and work-life.

Healthy work environment – Training and Development helps in creating the healthy working

environment. It helps to build good employee, relationship so that individual goals aligns with

organizational goal.

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Health and Safety – Training and Development helps in improving the health and safety of the

organization thus preventing obsolescence.

Morale – Training and Development helps in improving the morale of the work force.

Image – Training and Development helps in creating a better corporate image.

Profitability – Training and Development leads to improved profitability and more positive

attitudes towards profit orientation.

Training and Development aids in organizational development i.e. Organization gets more

effective decision making and problem solving. It helps in understanding and carrying out

organizational policies

Training and Development helps in developing leadership skills, motivation, loyalty, better

attitudes, and other aspects that successful workers and managers usually display.

Importance of Training Objectives:

Training objectives are one of the most important parts of training program. While some people

think of training objective as a waste of valuable time. The counterargument here is that

resources are always limited and the training objectives actually lead the design of training. It

provides the clear guidelines and develops the training program in less time because objectives

focus specifically on needs. It helps in adhering to a plan.

Training objective tell the trainee that what is expected out of him at the end of the training

program. Training objectives are of great significance from a number of stakeholder

perspectives,

1. Trainer

2. Trainee

3. Designer

4. Evaluator

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Trainer – The training objective is also beneficial to trainer because it helps the trainer to

measure the progress of trainees and make the required adjustments. Also, trainer comes in a

position to establish a relationship between objectives and particular segments of training.

Trainee – The training objective is beneficial to the trainee because it helps in reducing the

anxiety of the trainee up to some extent. Not knowing anything or going to a place which is

unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the

participants aware of the happenings, rather than keeping it surprise.

Secondly, it helps in increase in concentration, which is the crucial factor to make the training

successful. The objectives create an image of the training program in trainee’s mind that actually

helps in gaining attention.

Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving those

goals is much hig

her than the situation in which no goal is set. Therefore, training objectives helps in increasing

the probability that the participants will be successful in training.

Designer – The training objective is beneficial to the training designer because if the designer is

aware what is to be achieved in the end then he’ll buy the training package according to that

only. The training designer would then look for the training methods, training equipments, and

training content accordingly to achieve those objectives. Furthermore, planning always helps in

dealing effectively in an unexpected situation. Consider an example; the objective of one training

program is to deal effectively with customers to increase the sales. Since the objective is known,

the designer will design a training program that will include ways to improve the interpersonal

skills, such as verbal and non verbal language, dealing in unexpected situation i.e. when there is

a defect in a product or when a customer is angry.

Therefore, without any guidance, the training may not be designed appropriately.

19

Evaluator – It becomes easy for the training evaluator to measure the progress of the trainees

because the objectives define the expected performance of trainees. Training objective is an

important to tool to judge the performance of participants.

Models of Training:

Training is a sub-system of the organization because the departments such as, marketing &

sales, HR, production, finance, etc depends on training for its survival. Training is a transforming

process that requires some input and in turn it produces output in the form of knowledge, skills,

and attitudes (KSAs).

The training system

A System is a combination of things or parts that must work together to perform a particular

function. An organization is a system and training is a sub system of the organization.

The System Approach views training as a sub system of an organization. System Approach can

be used to examine broad issues like objectives, functions, and aim. It establishes a logical

relationship between the sequential stages in the process of training need analysis (TNA),

formulating, delivering, and evaluating. There are 4 necessary inputs i.e. technology, man,

material, time required in every system to produce products or services. And every system must

have some output from these inputs in order to survive. The output can be tangible or intangible

depending upon the organization’s requirement. A system approach to training is planned

creation of training program. This approach uses step-by-step procedures to solve the problems.

Under systematic approach, training is undertaken on planned basis. Out of this planned effort,

one such basic model of five steps is system model that is explained below.

Organization are working in open environment i.e. there are some internal and external forces,

that poses threats and opportunities, therefore, trainers need to be aware of these forces which

may impact on the content, form, and conduct of the training efforts. The internal forces are the

various demands of the organization for a better learning environment; need to be up to date with

the latest technologies.

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The three model of training are:

1. System Model

2. Instructional System Development Model

3. Transitional model

1:Systematic Model Training

The system model consists of five phases and should be repeated on a regular basis to

make further improvements. The training should achieve the purpose of helping employee to

perform their work to required standards. The steps involved in System Model of training are as

follows:

1. Analyze and identify the training needs i.e. to analyze the department, job, employees

requirement, who needs training, what do they need to learn, estimating training cost, etc The

next step is to develop a performance measure on the basis of which actual performance would

be evaluated.

2. Design and provide training to meet identified needs. This step requires developing objectives

of training, identifying

3. Develop- This phase requires listing the activities in the training program that will assist the

participants to learn, selecting delivery method, examining the training material, validating

information to be imparted to make sure it accomplishes all the goals & objectives.

4. Implementing is the hardest part of the system because one wrong step can lead to the failure

of whole training program.

5. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work

performance. Making necessary amendments to any of the previous stage in order to remedy or

improve failure practices.

The learning steps, sequencing and structuring the contents.

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2: Instructional System Development Model (ISD) Model

Instructional System Development model or ISD training model was made to answer the training

problems. This model is widely used now-a-days in the organization because it is concerned with

the training need on the job performance. Training objectives are defined on the basis of job

responsibilities and job description and on the basis of the defined objectives individual progress

is measured. This model also helps in determining and developing the favorable strategies,

sequencing the content, and delivering media for the types of training objectives to be achieved.

The Instructional System Development model comprises of five stages:

1. Analysis – This phase consist of training need assessment, job analysis, and target audience

analysis.

2. Planning – This phase consist of setting goal of the learning outcome, instructional objectives

that measures behavior of a participant after the training, types of training material, media

22

selection, methods of evaluating the trainee, trainer and the training program, strategies to impart

knowledge i.e. selection of content, sequencing of content, etc.

3. Development – This phase translates design decisions into training material. It consists of

developing course material for the trainer including handouts, workbooks, visual aids,

demonstration props, etc, course material for the trainee including handouts of summary.

4. Execution – This phase focuses on logistical arrangements, such as arranging speakers,

equipments, benches, podium, food facilities, cooling, lighting, parking, and other training

accessories.

5. Evaluation – The purpose of this phase is to make sure that the training program has achieved

its aim in terms of subsequent work performance. This phase consists of identifying strengths

and weaknesses and making necessary amendments to any of the previous stage in order to

remedy or improve failure practices.

23

The ISD model is a continuous process that lasts throughout the training program. It also

highlights that feedback is an important phase throughout the entire training program. In this

model, the output of one phase is an input to the next phase.

3: Transitional Model

Transitional model focuses on the organization as a whole. The outer loop describes the vision,

mission and values of the organization on the basis of which training model i.e. inner loop is

executed.

Vision – focuses on the milestones that the organization would like to achieve after the defined

point of time. A vision statement tells that where the organization sees itself few years down the

line. A vision may include setting a role mode, or bringing some internal transformation, or may

be promising to meet some other deadlines.

Mission – explain the reason of organizational existence. It identifies the position in the

community. The reason of developing a mission statement is to motivate, inspire, and inform the

employees regarding the organization. The mission statement tells about the identity that how the

organization would like to be viewed by the customers, employees, and all other stakeholders.

Values – is the translation of vision and mission into communicable ideals. It reflects the deeply

held values of the organization and is independent of current industry environment. For example,

values may include social responsibility, excellent customer service, etc.

The mission, vision, and values precede the objective in the inner loop. This model considers the

organization as a whole. The objective is formulated keeping these three things in mind and then

the training model is further implemented.

Methods of Training

24

There are various methods of training, which can be divided in to cognitive and behavioral

methods. Trainers need to understand the pros and cons of each method, also its impact on

trainees keeping their background and skills in mind before giving training.

Cognitive methods are more of giving theoretical training to the trainees. The various methods

under Cognitive approach provide the rules for how to do something, written or verbal

information, demonstrate relationships among concepts, etc. These methods are associated with

changes in knowledge and attitude by stimulating learning.

The various methods that come under Cognitive approach are:

Lectures

Demonstrations

Discussions

Computer based training (Cbt)

Intelligent tutorial system(its)

Programmed instruction

Virtual reality

Behavioral methods are more of giving practical training to the trainees. The various methods

under Behavioral approach allow the trainee to behavior in a real fashion. These methods are

best used for skill development.

The various methods that come under Behavioral approach are:

Games and simulation

Behavior-modeling

Business games

Case studies

Equipment stimulators

In-basket technique

Role plays

Both the methods can be used effectively to change attitudes, but through different means.

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Another method is management development method –

The more future oriented method and more concerned with education of the employees. To

become a better performer by education implies that management development activities attempt

to instill sound reasoning processes.

Management development method is further divided into two parts:

1:-on the job training –

The development of a manager's abilities can take place on the job. The four techniques for on

the job development are:

Coaching

Mentoring

Job rotation

Job instruction technique (Jit)

2:-off the job training –

There are many management development techniques that an employee can take in off the job.

The few popular methods are:

Sensitivity training

Transactional analysis

Straight lectures/ lectures

Simulation exercises

Case study

Off the job training

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1:-Sensitivity Training

Sensitivity training is about making people understand about themselves and others reasonably,

which is done by developing in them social sensitivity and behavioral flexibility.

Social sensitivity in one word is empathy. It is ability of an individual to sense what others feel

and think from their own point of view.

Behavioral flexibility is ability to behave suitably in light of understanding.

Procedure of Sensitivity Training

Sensitivity Training Program requires three steps:

Unfreezing the old values –It requires that

the trainees become aware of the inadequacy of the old values. This can be done when the trainee

faces dilemma in which his old values is not able to provide proper guidance. The first step

consists of a small procedure:

An unstructured group of 10-15 people is formed.

Unstructured group without any objective looks to the trainer for its guidance

But the trainer refuses to provide guidance and assume leadership

Soon, the trainees are motivated to resolve the uncertainty

Then, they try to form some hierarchy. Some try assuming leadership role which may not be

liked by other trainees

Then, they started realizing that what they desire to do and realize the alternative ways of dealing

with the situation

Procedure of Sensitivity Training

27

Development of new values – With the trainer’s support, trainees begin to examine their

interpersonal behavior and giving each other feedback. The reasoning of the feedbacks are

discussed which motivates trainees to experiment with range of new behaviors and values. This

process constitutes the second step in the change process of the development of these values.

Refreezing the new ones – This step depends upon how much opportunity the trainees get to

practice their new behaviors and values at their work place.

2:-Transactional Analysis

Transactional Analysis provides trainees with a realistic and useful method for analyzing and

understanding the behavior of others. In every social interaction, there is a motivation provided

by one person and a reaction to that motivation given by another person. This motivation

reaction relationship between two persons is a transaction.

Transactional analysis can be done by the ego states of an individual.

An ego state is a system of feelings accompanied by a related set of behaviors.

There are basically three ego states:

Child: It is a collection of recordings in the brain of an individual of behaviors, attitudes, and

impulses which come to her naturally from her own understanding as a child. The characteristics

28

of this ego are to be spontaneous, intense, unconfident, reliant, probing, anxious, etc. Verbal

clues that a person is operating from its child state are the use of words like "I guess", "I

suppose", etc. and non verbal clues like, giggling, coyness, silent, attention seeking etc.

Parent: It is a collection of recordings in the brain of an individual of behaviors, attitudes, and

impulses imposed on her in her childhood from various sources such as, social, parents, friends,

etc. The characteristics of this ego are to be overprotective, isolated, rigid, bossy, etc. Verbal

clues that a person is operating from its parent states are the use of words like, always, should,

never, etc and non-verbal clues such as, raising eyebrows, pointing an accusing finger at

somebody, etc.

Adult: It is a collection of reality testing, rational behavior, decision making, etc. A person in

this ego state verifies, updates the data which she has received from the other two states. It is a

shift from the taught and felt concepts to tested concepts.

All of us evoke behavior from one ego state which is responded to by the other person from any

of these three states.

Training Evaluation

The process of examining a training program is called training evaluation. Training

evaluation checks whether training has had the desired effect. Training evaluation ensures that

whether candidates are able to implement their learning in their respective workplaces, or to the

regular work routines.

Purposes of Training Evaluation

The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it

to learning outcomes.

Research: It helps in ascertaining the relationship between acquired knowledge, transfer of

knowledge at the work place, and training.

29

Control: It helps in controlling the training program because if the training is not effective, then

it can be dealt with accordingly.

Power games: At times, the top management (higher authoritative employee) uses the evaluative

data to manipulate it for their own benefits.

Intervention: It helps in determining that whether the actual outcomes are aligned with the

expected outcomes.

Process of Training Evaluation:

Before Training: The learner's skills and knowledge are assessed before the training program.

During the start of training, candidates generally perceive it as a waste of resources because at

most of the times candidates are unaware of the objectives and learning outcomes of the

program. Once aware, they are asked to give their opinions on the methods used and whether

those methods confirm to the candidates preferences and learning style.

During Training: It is the phase at which instruction is started. This phase usually consist of

short tests at regular intervals.

30

After Training: It is the phase when learner’s skills and knowledge are assessed again to

measure the effectiveness of the training. This phase is designed to determine whether training

has had the desired effect at individual department and organizational levels. There are various

evaluation techniques for this phase.

Techniques of Evaluation

The various methods of training evaluation are:

Observation

Questionnaire

Interview

Self diaries

Self recording of specific incidents

Role of Organization in Training and Development

An organization has a very close relationship with the trainee and the trainer because it is the

first contact for both.

The demand for the training in the organization increases when the organization wants:

To hire new people – training as a means of training new recruits

To Expand – When the company wants to increase its headcount

To increase certain number of staff (in position) by a certain date

To enhance the performance of employees

Organization's name to be a part of training unit

Demand for Training also increases when there is change in the nature of job, change in taste of

consumer, change in methods of product development, etc. The organization goes through the

following steps for the transfer of training to the field.

But the problem arises when the organization outsource the training process. In this situation the

organization assumes that the trainer must be aware of the type of training need s of the

31

participants and their organization and their content will meet those needs. This leads to failure

of the program, which results in collusion. Therefore, it's a foremost duty of the organization to

make the trainer and their organization aware of their culture, climate, responsibilities of

organization, etc.

Figure 1

Need for training

After employees have been selected for various positions in an organizations training them for

the specific tasks in which they have been assigned assumes great importance. It is true in many

organizations that before an employee is fitted into a harmonious working relationship with other

employees,, he is given adequate training. Training is the act of increasing the knowledge and

skills of an employee for performing a particular job. The major outcome of training is learning.

A trainee learns new habits, refined skills and useful knowledge during the training that helps

him improve performance. Training enables an employee to do his present job more efficiently

and prepare himself for a higher level job. The essential features of training may be stated thus:

32

Features of training

(1) Increases knowledge and skills for doing a particular job; it bridges the gap between job

needs and employees skills, knowledge and behaviors.

2) Focuses attention on the current job specific and addresses particular performance deficits or

problems.

3) Concentrate on individual employees changing what employers know, how they work,

attitudes toward their work or their interactions with their co-workers or supervisors.

4) Tends to be more narrowly focused and oriented toward short term performance concerns.

Training is needed to serve the following purpose:

1) Newly recruited employees require training so as to perform their tasks effectively.

Instructions guidance and coaching help them to handle jobs competently without any wastage.

2) Training is necessary to prepare existing employees for higher level jobs (promotion).

3) Existing employees require refresher training so as to keep abreast of the latest development

in job operations. In the face to rapid technological changes, this is an absolute necessity.

4) Training is necessary when a person moves from one job to another (transfer). After training

the employee can change job quickly improve his performance levels and achieve career goals

comfortably.

5) Training is necessary to make employees mobile and versatile. They an be placed on various

jobs depending on organizational needs.

6) Training is needed to bridge the gap between what the employees have and what the job

demands. Training is needed to make employees more productive and useful in the long.

7) Training is needed for employees to again acceptance from peers (learning a job quickly and

being able to pull their weight is one of the best ways for them to gain acceptance.

33

Training often has been referred to as teaching specific skills and behavior. Examples of training

are learning to fire a rifle to shoot foul shots in basketball and to type. It is usually reserved for

people who have to be brought up to performing level in some specific skills. The skills are

almost always behavioral and distinct from conceptual or intellectual.

Development in contrast is considered to be more general than training and more oriented to

individual needs in addition to organizational needs and it is most often aimed toward

management people. There is more theory involved with such education and hence les concern

with specific behavior than is the case with training. Usually the intent of development is to

provide knowledge and understanding that wile enable people to carry out non technical

organizational functions more effectively such a problems solving, decision making and relating

to people.

Thus, training is meant for operatives and development is meant for managers. Training tries to

improve a specific skill relating to a job whereas development aims to improving the total

Personality of an individual, Training is a one shot deal; whereas development is an ongoing

continuous process. The scope of training is on individuals employees, whereas the scope of

development is on the entire work group or the organizations. Training is mostly the result of

initiatives taken by management. It is the result of some outside motivation. Development is

mostly the result of internal motivation. Training seeks to meet the current requirements of the

job and the individual whereas development aims at meting the future needs of the job and the

individual In other words; training is a reactive process whereas development is a proactive

process. Development is future oriented training.

34

Training procedure in TATA Steel:

35

IDENTIFICATION OF POSITION/

DESIGNATION BY THE DEPT.

TNS PREPARED BY DEPT HEAD/TRG INCHARGE TO IDENTIFY THE SKILL SET

REQUIRED

MAPPING OF INDIVIDUAL SKILL ON 4Q MODEL OF

SKILL ASSESSMENT

IDENTIFICATION OF EMPLOYEES FOR

TRG.BY DEPT. HEAD/TRG. INCHARGE

SKILL GAP IDENTIFICATION BY DEPT

HEAD/TRG INCHARGE

ANNUAL TRAINING PLAN PREPARED BY THE DEPT

HEAD/TRG INCHARGE

MODULES & AT A GLANCE TRG. PROGRAM

PREPARED BY SR MANAGER TRG.

NOMINATION BY THE DEPT

HEAD

SENT TO PTI FOR

TRAINING

PRE TEST

RETURN OF FILLED UP FEED BACK FORMS BY THE DEPT. TO PTI AFTER 15 DAYS.

POST TEST

DEPT FEED BACK FORMS SENT TO THE RESPECTIVE

DEPT. AFTER COMPLETION OF

TRAINING

TRAINING IMPARTED

RETRAINING

REQUIRED

YES

NO

END

Training as seen in TATA Steel Collieries

Training is a futuristic activity preparing young men & women today to take on responsibilities

at later stage .The mismatch of time frame when men for tomorrow are prepared today makes

trainees a little apprehensive about present learning & its utility in future. The lack of prior

exposure to Collieries operations with its complicacies & hazards & commitment of Senior

/junior officers &Supervisors to meet production targets makes the process of learning difficult

& collection of information & painful experience for the trainees.

To overcome this drawback they have adopted a strategy which believes that “the only real

learning is self learning “

This new age learning has been symbolized by geodesic sphere which does not

Insist on uniformity of process, but talks about a multi path environment of learning.

Aim to produce look alike carbon copies but to invoke the unique energy & gift of each

individual.

Impart a body of useful knowledge to a learner but provides an occasion for learner to develop a

creative & interactive relationship with a body of knowledge .

36

Objective of the study

Imparting Training depending upon the

Departmental need

Providing expertise solution to technical

Problems in the department.

Promote change.

Bridging the skill gap of employees assess

Under 4Q (Phase 1 and Phase 2).

Skill development for contractor workers.

Encourage innovation & knowledge sharing

Since Jharia being a coal field area the different employees working in five of its collieries

(under Tisco group) here are given a number of training according to their job demands the most

common among them includes the various operations done in mines like stowing

procedures ,track laying practices, roof bolting practices etc. .In this area much importance is

given on training needs. Nowadays much stress is being laid on Computer literacy programs for

the employees, other than that stress is also being given on TPM (Total Productivity

Management) &TOC programs too.

The employees of Jharia division are also sent for attending the different training program at

Gandhi Labor Foundation Bali panda, Purl. About 100 employees and 25 non employees are sent

to purl every year.

Methodology of Imparting Training

Classroom training /Theoretical inputs through lectures OHPs /LCDs/Videocassettes

/CDS/PCS

Hand on training /Practical training on training shop

Hands on practice on PCS

On job training with the help of mentors.

37

Types of Training in TATA Steel Collieries

1. Statutory Requirements as per MVT Rules 1966

“Basic training” to all the persons who are going to be employed in a mine.

2. “Refresher training” to all persons employed in a mine at least

Once in five years. Hence 20% of people have to be given Refresher training every year

3. “Initial training” whenever changes of job takes place.

4. “First Aid Refresher Training” to all the persons having “First Aid Certificate” at least once

in 2 Years. Hence 50 % of such persons have to be covered every year.

5.‘Gas Testing Refresher’ training to all the persons having “Gas Testing Certificate” at least

once in a year i.e. all 100% of such persons are to be covered every year.

6. ‘Special Refresher Training’ to be imparted to some special categories like, support gang,

Persons handling Explosives etc.

7. Reorientation training to persons injured

2. Skill Development Training Programs

A. Mining Courses

Roof Strata & Support System

Track laying practices

Knowledge on ventilation

Underground stowing practices

Roof bolting practices

Training for persons handling explosives

Training for short-firers

Training for Banks man / on setter

Training for M.S. crews

Training for SDL crews

38

B. Engineering courses (35 modules)

Measuring tools and tackles

Leveling, alignment & adjustment

Hydraulic & hydraulic equipment

Engineering drawing

Calculation, limit, fit & tolerance

Lubrication system

Haulage & hoist

Conveyors ( Belts & chains)

Pumps

Winders

Gear & gear boxes

Wire rope & rope splicing

Rolling contact bearing

Mechanical power transmission

Valves

Induction motor

Transformer

Switchgears

FLP & Intrinsically safe equipment

Measuring instruments (elec.)

Interpretation of elect. Circuit

Electrical cables

Overhead lines

Lead acid battery

Electrical Ear thing and shock

Drill machine and panel

Indian Electricity Rule

Relays

3. General Programs39

Quality Awareness programs

EMS awareness programs

Quality Circle operation

Program on Health & hygiene

AIDS awareness program

Module on ‘Code of Conduct’

Module on ‘TBEM’

Computer Training on “MS Word , MS Excel & MS Access”

4. Safety related Special programs

Training program me for “Workmen’s Inspectors”

Safety Management for Supervisors (DU PONT Safety Management Fundamentals

Training program me for “Safety Committee Members”

Safe Material Handling practices

Safe Welding practices

Fire fighting

5. Special initiatives

Preparing people for the change and align with the future needs of the organization,

“ Power of Positive Thinking & Stress Management”

“Change Management” program me

“Employees awareness” program me

III. Developmental Training

Preparing people to for taking care of future requirements of the

Organization by acquiring statutory certificates.

Identifying and training persons for Mining Sirdarship Examination

Identifying suitable persons and training them for Overmanship Examination.

Training for Wireman permit Examination

40

Training for Elect. Supervisor Competency Exam

Training for First-Aid certificate

Training for Gas Testing Certificate

Evening classes for employees in various modules to enhance their knowledge/skill and

pass trade tests.

Management appreciation programmed for IL-5 Officers and new recruits.

Supervisory development program based on feedback.

Training system, TATA Steel Jharia division

41

Training Procedure

There are a series of procedures followed during the training procedures which include;

Training Need Survey- the very first thing is to find out whether there is any need of training in

the department? A survey is done within the department to find out the number of people who

would be doing the training & the kind of training they require. On the basis of that training

needs are identified.

Training Plan – With the identification of training needs the respective department’s structure a

training plan & then it is send to PTI (Professional Training Institute) for further processing?

Annual Training Plan- on the basis of plan sent to PTI for training an annual training plan is

prepared by PTI .Along with the training plan it the institute makes up the various training

modules required by the trainees during their course of training .These training Modules

prepared by the instructors are then approved by personnel who do expertise in those fields who

maybe from within as well as outside the company. It is on the basis of the approval and making

necessary corrections if required a training calendar is prepared by the PTI & it is sent to the

respective departments.

Nomination of participants for the training–Participants who would be attending the training

are chosen by the department officials for they have a better knowledge of who is in need of that

training &the kind of training them require. Then a fixed number of employees are allowed to

attend the training.

Training imparted – The views of the participants are first taken to

Clarify their needs from the training & followed by a pre test which gives the trainer an idea as

to where things are to be worked out .A classroom as well as practical training is imparted to the

participants during the training period which lasts for a short duration. In classroom training the

participants are given enough freedom to clarify their doubts about the subject or operation on

which training is being given. After completion of training a post test (both theoretical&

practical ) is held to find out the immediate developments in participants .After that a participant

42

feedback is taken to get an idea about what the participants have to say about the training

session. Then they are sent back to the department to carry on with their work.

Department Feedback- After 15 days a department feedback is sent from the department to PTI

with information about the participants improvement .The forms are first collected &

clarified .Then they are sent to back department & the information collected is compiled & on

the basis of information collected Training effectiveness is calculated.

Training is a cornerstone of sound management for it makes employees more effective

&productive. But once the training is imparted our job does not end over there the department

has to check whether the main purpose has been served or not .So it is very much essential to get

an idea about the training effectiveness.

Research methodology

43

RESEARCH METHODOLOGY is a way to systemically solve the research problem. It

may be understood as a science of studying how research is done. and it to study the various

steps that are generally adopted by a researcher in studying his research problem it is necessary

for the researcher to design the methodology form the problem as a method differ from problem-

problem.

Research methodology is a way to solve research problem along with the logic behind

them. Thus when we talk of the research methodology we not only take of research method but

also context of our research study and explain why we are using a particular method or

techniques and why we are not using other so that research result are capable of being evaluated

either by the researchers himself or by others.

Research methodology means the method carried out to study the problem. It shows the

type of the sample design used, its size and the procedure used to dew sample. The extent of

precision achieved and the method used for handling any special problem during the course of

the study.

Sample technique:-

There are many types of sampling:-

Random sampling

Cluster sampling

Quota sampling

Stratified sampling

We use sampling method is:-

Stratified sampling: - stratified sampling means we convert heterogeneous to

homogeneous. Means firstly we divide all employees in two groups:

Workers

Supervisor

Random sampling:-random sampling means we choose randomly any

workers/supervisor.

44

Technique for dada collection:

There are mainly two types of data collection:

Primary data

Secondary data

Interview method library reference

Observation method Book reference

Questionnaire method Old record

Primary data:-primary data means when researcher first time collects data then this type of data

is called primary dada.

Secondary data: - secondary data means when researcher takes any old recorded data in any

magazine, book, etc. this type of data is called secondary data.

Means data is already available is called secondary data.

We use method of data collection:-

Interview method:-The necessary information has been gathered by interviewing the employees

at their work place.

Data Analisis

45

Technique of data collection

Technique of data collection

Primary dataSecondary data

Sample Plan - Question ------ 41

Supervisor------30

Workers-------- 100

Total------------ 130

QUESTIONS AND RESPONSES WITH GRAPHS:

Question 1):-training procedure/process is simple and understandable in our

organization.

WORKERS 100

SUPERVISOR

S

30

RESPONSE:

RESPONSE Strongly

disagree

Disagree Can’t say Agree Strongly

agree

WORKERS 0 0 0 52 48

SUPERVISIO

RS

0 0 0 15 15

46

Analysis: According to the above graph we see that 48% workers and 50% supervisors are agree and 30%

workers and 27% supervisors are strongly agree but 22% workers and 23% Supervisors are Disagree.

It means Training procedure of TATA Steel is understandable.

Question 2):-I am able to understand the trainer during training classes.

WORKERS 100

SUPERVISOR

S

30

RESPONSE:

RESPONSE Strongly

disagree

Disagree Can’t say Agree Strongly

agree

WORKERS 0 12 0 40 48

SUPERVISIO

RS

0 5 0 15 10

47

Analysis: From the above graph we see that 40% workers and 50% supervisor are agree and 48% workers

and 30% supervisor are strongly agree that I am able to understand the trainer during training classes. It

Means training classes’ faculty is good.

Question 3):-I am aware of training System of Tata steel.

WORKERS 100

SUPERVISOR

S

30

RESPONSE:

RESPONSE Strongly

disagree

Disagree Can’t say Agree Strongly

agree

WORKERS 0 28 4 40 28

48

SUPERVISIO

RS

0 4 0 18 8

Analysis: According to the above graph we see that 40% workers and 60% supervisor are agree and 28%

workers and 3% supervisor are Strongly agree that I am aware of training System of Tata steel.

But 28% workers and 13% supervisor are not satisfied that I am aware of training System of Tata steel.

Question 4):-Ample resources/training equipment is available during the training classes.

WORKERS 100

SUPERVISOR

S

30

RESPONSE:

RESPONSE Strongly Disagree Can’t say Agree Strongly

49

disagree agree

WORKERS 0 22 0 48 30

SUPERVISIO

RS

0 8 0 18 4

Analysis: According to the above graph we see that 48% workers and 60% supervisor are agree and 30%

workers and 13% supervisor are strongly agree that ample resources/ equipment is available during the

training classes.

50

Question 5):-I am satisfied with the present procedure to select the Employee for

training.

WORKERS 100

SUPERVISOR

S

30

RESPONSE:

RESPONSE Strongly

disagree

Disagree Can’t say Agree Strongly

agree

WORKERS 0 15 12 40 33

SUPERVISIO

RS

0 8 0 12 10

Analysis: According to the above graph we see that 40% workers and 40% supervisor a agree

and 33% workers and 32% supervisor are strongly agree that I am satisfied with the present

procedure to select the Employee for training.

51

Question 6):-The training conducted by the training centre (PTI and VTC) meets my on the job

requirements.

WORKERS 100

SUPERVISOR

S

30

RESPONSE:

RESPONSE Strongly

disagree

Disagree Can’t say Agree Strongly

agree

WORKERS 0 33 9 40 18

SUPERVISIO

RS

0 10 3 12 5

Analysis: From the above graph we see that 40% workers and 40% supervisor agreed and 18%

workers and 19% supervisor are strongly agree but 33% workers and 30% supervisor are

52

Disagree that the training conducted by the training centre (PTI and VTC) meets my on the job

requirements.

Question 7):-Training has improved my departmental performance.

WORKERS 100

SUPERVISOR

S

30

RESPONSE:

RESPONSE Strongly

disagree

Disagree Can’t say Agree Strongly

agree

WORKERS 0 19 8 40 33

SUPERVISIO

RS

0 12 0 15 3

53

Analysis: According to the above graph we see that 40% workers and 50% supervisor agreed

and 33% workers and 10% supervisor are strongly agree but 19% workers and 40% supervisor

are disagree that Training has improved my departmental performance. It means training is

applicable to improved departmental performance.

Question 8):-Training program helps to satisfy your customer (improve product quality).

WORKERS 100

SUPERVISOR

S

30

RESPONSE:

RESPONSE Strongly

disagree

Disagree Can’t say Agree Strongly

agree

WORKERS 0 20 8 52 20

SUPERVISIO

RS

0 5 0 15 10

54

Analysis: From the above graph we see that 52% workers and 50% supervisor agreed and 20%

workers and 33% supervisor are strongly agree but 20% workers and 19% supervisor are

disagree that Training program helps to satisfy our customer (improve product quality).

It means training improves quality and your quality will good then customer will also satisfied.

Question 9):- The faculties which impart training are capable in their respective fields.

WORKERS 100

SUPERVISOR

S

30

RESPONSE:

RESPONSE Strongly

disagree

Disagree Can’t say Agree Strongly

agree

55

WORKERS 0 33 6 41 20

SUPERVISIO

RS

0 9 0 14 7

Analysis: According to the above graph we see that 41% workers and 46% supervisor agreed

and 20% workers and 21% supervisor are strongly agree but 33% workers and 30% supervisor

are disagree that the faculties which impart training are capable in their respective fields.

It shows that the faculties are capable in their respective fields.

Question 10):-Training is the best method to develop competency amongst the

employees.

WORKERS 100

SUPERVISOR

S

30

RESPONSE:

56

RESPONSE Strongly

disagree

Disagree Can’t say Agree Strongly

agree

WORKERS 0 24 6 50 20

SUPERVISIOR

S

0 4 0 16 10

Analysis: According to the above graph we see that 50% workers and 51% supervisor agreed

and 20% workers and 33% supervisor are strongly agree but 24% workers and 11% supervisor

are disagree that Training is the best method to develop competency amongst the employees.

It means training is also important for competency in employees.

Question 11):-Even if you are not imparted any formal training, you can still work

along with trained people to improve your efficiency.

WORKERS 100

SUPERVISOR

S

30

RESPONSE:57

RESPONSE Strongly

disagree

Disagree Can’t say Agree Strongly

agree

WORKERS 26 50 0 20 0

SUPERVISIOR

S

6 20 4 5 0

Analysis: According to the above graph we see that 50% workers and 68% supervisor are

disagree and 26% workers and 20% supervisor are strongly disagree only 20% workers and 16%

supervisor are agree that Even if we are not imparted any formal training, we can’t still work

along with trained people to improve our efficiency.

Question 12):-Training is nothing but wastage of time.

WORKERS 100

SUPERVISOR

S

30

RESPONSE:

58

RESPONSE Strongly

disagree

Disagree Can’t say Agree Strongly

agree

WORKERS 38 53 0 9 0

SUPERVISIOR

S

19 9 0 2 0

Analysis: According to the above graph we see that 53% workers and 30%

supervisor are disagree and 38% workers and 60% supervisor are strongly

disagree only 9% workers and 6% supervisor are agree that Training is nothing

but wastage of time.

Question 13):-The training program is conducted at the appropriate period during your job

career.

59

WORKERS 100

SUPERVISOR

S

30

RESPONSE:

RESPONSE Strongly

disagree

Disagree Can’t say Agree Strongly

agree

WORKERS 0 23 12 60 5

SUPERVISIOR

S

0 8 2 20 0

Analysis: From the above graph we see that 60% workers and 62% Supervisor agreed but only

23% workers and 26% supervisor are disagree that the training program is conducted at the

appropriate period during our job career.

Question 14):-The department gives me chance to learn from failure/mistake.

60

WORKERS 100

SUPERVISOR

S

30

RESPONSE:

RESPONSE Strongly

disagree

Disagree Can’t say Agree Strongly

agree

WORKERS 0 16 4 50 30

SUPERVISIOR

S

0 4 1 20 6

Analysis: According to the above graph we see that 50% workers and 62%

Supervisor agreed and 30% workers and 20% supervisor are strongly only 16%

workers and 13% supervisor are disagree that The department gives me chance to learn

from failure/mistake.

61

Question 15):- I receive detailed and constructive feedback towards improving your work.

WORKERS 100

SUPERVISOR

S

30

RESPONSE:

RESPONSE Strongly

disagree

Disagree Can’t say Agree Strongly

agree

WORKERS 7 48 15 30 0

SUPERVISIOR

S

0 12 6 8 4

Analysis: According to the above graph we see that 48% workers and 40% supervisor are

disagree and 7% workers are strongly disagree only 30% workers and 26% supervisor are agree

that I receive detailed and constructive feedback towards improving our work.

62

Question 16):- Special training program is held in your department to upgrade my skill and

expertise.

WORKERS 100

SUPERVISOR

S

30

RESPONSE:

RESPONSE Strongly

disagree

Disagree Can’t say Agree Strongly

agree

WORKERS 0 24 4 62 10

SUPERVISIOR

S

0 5 0 18 7

63

Analysis: According to the above graph we see that 62% workers and 60% supervisor agreed and 10%

workers and 20% supervisor are strongly agree but 24% workers and 16% supervisor are disagree that

Special training program is held in our department to upgrade my skill and expertise.

Question 17):-Training is acted upon timely and appropriate feedback is recorded by

the management for future/retraining when required.

WORKERS 100

SUPERVISOR

S

30

RESPONSE:

RESPONSE Strongly

disagree

Disagree Can’t say Agree Strongly

agree

WORKERS 0 18 07 60 15

SUPERVISIOR

S

0 7 02 14 7

Analysis: According to the above graph we see that 60% workers and 13%

supervisor agreed and 15% workers and 21% supervisor are strongly agree only

64

18% workers and 20% supervisor are disagree that Training is acted upon timely and

appropriate feedback is recorded by the management for future/retraining when required.

Yes/no questions:

Question 18):-Do you think that the company present training system is effectively working?

WORKERS 100

SUPERVISOR

S

30

RESPONSE:-

RESPONSE YES NO

WORKERS 79 21

SUPERVISIOR

S

27 3

65

Analysis: According to the above graph we see that 80% workers and 90% supervisors say that

the present training system of our company is effective working. Only 21% workers and 10%

supervisor are say that the company present training system is not effectively working?

It means present training system is effectively working.

Question 19):-Do you think the present system is sufficient for development of the career?

WORKERS 100

SUPERVISOR

S

30

RESPONSE:-

RESPONSE YES NO

WORKERS 73 27

SUPERVISIOR

S

18 12

66

Analysis: According to the above graph we see that 73% workers and 60% Supervisors agreed

and 27% workers and 40% supervisor are not agree that the present system is sufficient for

development of the career .

Question 20):-Have you been given higher responsibility or change in the job profile

(job rotation) after completion training?

WORKERS 100

SUPERVISOR

S

30

RESPONSE:-

RESPONSE YES NO

WORKERS 87 1367

SUPERVISIOR

S

28 2

Analysis: According to the above graph 87% workers and 90% supervisors accept that I have

been given higher responsibility or change in the job profile (job rotation) after completion

training?

Only 13% workers and 6% supervisor not accept hat I have been given higher responsibility or

change in the job profile (job rotation) after completion training?

The majority of accepted is more means workers do work high responsibility after completion

training.

Question 21):-Do you feel that trained employees are more effective compared to untrained

employees?

WORKERS 100

SUPERVISOR

S

30

RESPONSE:- 68

RESPONSE YES NO

WORKERS 84 16

SUPERVISIOR

S

23 7

Analysis: According to the above graph we see that 84% Workers and 78% Supervisors agreed

but 16% workers and 21% supervisor are not agree that trained employees do more effective

work compare to untrained employees.

Question 22):-Do you agree that trained employees have low accidental risk?

WORKERS 100

SUPERVISOR

S

30

69

RESPONSE:-

RESPONSE YES NO

WORKERS 89 11

SUPERVISIOR

S

28 2

Analysis: According to the above graph we see that 89% Workers and 91% Supervisors agreed

but only 11% workers and 9% supervisor are not agree that trained employees have low

accidental risk. It means training is the best technique for doing work smoothly and low accident.

Question 23):-Do you think that departments accept your new ideas and findings

learnt after the training?

WORKERS 100

SUPERVISOR 30

70

S

RESPONSE:-

RESPONSE YES NO

WORKERS 74 26

SUPERVISIOR

S

27 3

Analysis: From the above graph we see that 74% Workers and 90% supervisors agreed only

26% workers and 10% supervisor are not agree that departments accept our new ideas and

findings learnt after the training.

Question 24):- Does your trainer listen to your doubts and clarify it during training classes?

71

WORKERS 100

SUPERVISOR

S

30

RESPONSE:-

RESPONSE YES NO

WORKERS 91 9

SUPERVISIOR

S

26 4

Analysis: According to the above graph we see that 91% Workers and87% Supervisors agreed

and only 9% workers and 13% supervisor are not agree that the trainer listen to our doubts and

clarify it during training classes.

72

Question 25):- Are you aware that the effectiveness of training is measured after

successful completion of the training?

WORKERS 100

SUPERVISOR

S

30

RESPONSE:-

RESPONSE YES NO

WORKERS 68 32

SUPERVISIOR

S

22 8

Analysis: According to the above graph we see that 68% workers and 70%

supervisors accepted but 32% workers and 30% supervisor are not agree that I am

aware that the effectiveness of training is measured after successful completion of

the training.

73

Question 26):-Do you agree that if the feedback is not satisfactory then the organization

give you chance for re-training?

WORKERS 100

SUPERVISOR

S

30

RESPONSE:-

RESPONSE YES NO

WORKERS 80 20

SUPERVISIOR

S

24 6

Analysis: According to the above graph we see that 80% workers and 80% supervisors accepted

but 20% workers and 20% supervisor don’t accept that if the feedback is not satisfactory then the

organization give you chance for re-training.

74

Question 27):-Do you think that after theoretical training, the supervisor guidance you with Full

Corporation?

WORKERS 100

SUPERVISOR

S

30

RESPONSE:-

RESPONSE YES NO

WORKERS 86 14

SUPERVISIOR

S

24 6

Analysis: From the above graph we see that 86% workers and 80% supervisors agreed but 14%

workers and 20% supervisor are not agree that after theoretical training, the supervisor guidance

you with Full Corporation.

75

Question 28):-Without training could you able to do your present work smoothly?

WORKERS 100

SUPERVISOR

S

30

RESPONSE:-

RESPONSE YES NO

WORKERS 12 88

SUPERVISIOR

S

2 28

76

Analysis: According to the above graph we see that 88% workers and 91% supervisors don’t

accept but only 12% workers and 9% supervisor accepted that without training couldn’t we able

to do our present work smoothly.

77

Question 29):- Do you think that there is free and open communication within you and your

superior?

WORKERS 100

SUPERVISOR

S

30

RESPONSE:-

RESPONSE YES NO

WORKERS 80 20

SUPERVISIOR

S

23 7

Analysis: According to the above graph we can say that 80% workers and 79% supervisors

agreed but 20% workers and 21% supervisor are not agree that in during training period there are

free and open communication within me and our superior.

78

Question 30):- Do you think that the training program helped you to improve skill

development at present requirement?

WORKERS 100

SUPERVISOR

S

30

RESPONSE:-

RESPONSE YES NO

WORKERS 69 31

SUPERVISIOR

S

21 9

Analysis: From the above graph we can say that 69% workers and 70% supervisors accepted but

31% workers and 30% supervisor don’t accept that the training program helped us to improve

skill development at present requirement.

79

Question 31):-Do you think that sufficient options are provided to use the knowledge

gained during the working area?

WORKERS 100

SUPERVISOR

S

30

RESPONSE:-

RESPONSE YES NO

WORKERS 66 36

SUPERVISIOR

S

23 7

Analysis: According to the above graph we see that 66% workers and 79% supervisors agreed

only 34% workers and 21% supervisor are not agree that sufficient options are provided to use

the knowledge gained during the working area.

80

Question 32):- Do you feel any change in yourself after training?

WORKERS 100

SUPERVISOR

S

30

RESPONSE:-

RESPONSE YES NO

WORKERS 74 26

SUPERVISIOR

S

22 8

Analysis: From the above graph we see that 74% workers and 71% supervisors agreed but only

26% workers and 21% supervisor are not agree that us feel any change in yourself after training.

81

Question 33):- Do you submit any suggestion for making training more effectiveness in

future?

WORKERS 100

SUPERVISOR

S

30

RESPONSE:-

RESPONSE YES NO

WORKERS 32 68

SUPERVISIOR

S

16 14

82

Analysis: According to the above graph we see that 32% workers and 51% supervisors agreed

but 68% workers and 49% supervisor are not agree that us submit any suggestion for making

training more effectiveness in future.

Question 34):- Have you been imparted training on TQM(total quality Management)?

WORKERS 100

SUPERVISOR

S

30

RESPONSE:-

RESPONSE YES NO

WORKERS 66 34

SUPERVISIOR

S

19 11

83

Analysis: From the above graph we can say that 66% workers and 62% supervisors accepted

but 34% workers and 38% supervisor are not accept that we have been imparted training on

TQM(total quality Management)

Question 35):- Have you been imparted training on TCOC(Tata code of conduct)?

WORKERS 100

SUPERVISOR

S

30

RESPONSE:-

RESPONSE YES NO

WORKERS 54 46

SUPERVISIOR

S

17 13

84

Analysis: According to the above graph we see that 54% Workers and 53% Supervisors awarded

but 46% workers and 47% supervisor are not aware imparted training on TCOC(Tata code of

conduct

Question 36):- Have you been imparted training on QMS(Quality Management System)?

WORKERS 100

SUPERVISOR

S

30

RESPONSE:-

RESPONSE YES NO

WORKERS 67 23

SUPERVISIOR

S

18 12

85

Analysis: From the above graph we see that 67% workers and 60% Supervisors agreed but 23%

workers and 40% supervisor are not agree that we hava been imparted training on QMS(Quality

Management System.

Question 37):- Have you been imparted training on EHS( Environmental Health Safety)?

WORKERS 100

SUPERVISOR

S

30

RESPONSE:-

RESPONSE YES NO

WORKERS 66 34

SUPERVISIOR 19 11

86

S

Analysis: From the above graph we see that 66% workers and 64% supervisors agreed but 34%

workers and 36% supervisors are not agree that we hava been imparted training on

EHS( Environmental Health Safety).

Question 38):- Have you been imparted training on injury free steel?

WORKERS 100

SUPERVISOR

S

30

RESPONSE:-

RESPONSE YES NO

87

WORKERS 58 42

SUPERVISIOR

S

15 15

Analysis: According to the above graph we see that 58% workers and 50% supervisors agreed

but 42% workers and 50% supervisors are not agree that we have been imparted training on

injury free steel.

Question 39):- Are you aware about life saving rule?

WORKERS 100

SUPERVISOR

S

30

88

RESPONSE:-

RESPONSE YES NO

WORKERS 61 39

SUPERVISIOR

S

16 14

Analysis: According to the above graph we see that 61% workers and 51% supervisors accepted

but 39% workers and 49% supervisors are not accept that we are aware about life saving rule.

Question 40):-Is SAM (Safety Action meeting) and safety seminar regularly held

your colliery?

WORKERS 100

SUPERVISOR

S

30

RESPONSE:-

89

RESPONSE YES NO

WORKERS 59 41

SUPERVISIOR

S

22 8

Analysis: From the above graph we see that 59% workers and 72% supervisors accepted but

41% workers and 285% supervisors don’t accept that SAM (Safety Action meeting) and safety

seminar regularly held our colliery.

Question 41):- According to you effectiveness of training can be further

improved by?

Training should be every year.

Analysis: So organization should provide training every year for all

employees because if you provide every year training then employee

do work effective, and product will be also increase because product is

depended on employees and employees are depended on training.

Conclusions:

According to the above data analysis we see that TATA STEEL Effectiveness of training &

Development is very well. But regarding to some graph we can say that as:90

Question no 11(agree/disagree): we see that 78% employees were in the opinion that

if organization does not provide any formal training then they could not do work

along with trained people to improve efficiency.

Question no 12(agree/disagree) :we see that 92% employees agreed that Training is

the most important for all employees. It means training is not wastage of time it is

important process /technique for do well/efficiency work.

Question no 11(yes/no): we see that without training employees can’t do work

smoothly.90% employees agreed that without training they would not do work

smoothly/effectiveness.

Question 4(yes/no): 78% employees were in the opinion that trained employees are

more effective compared to untrained employee.

Question no 5(yes/no): we see that 90% employees agreed that trained employees

have less accident compared to untrained employees.

Maximum employees say that after training they realize changes in their work.

Suggestions &Recommendation

91

Regarding to above Conclusion we want give some suggestion as like:-

TATA STEEL Effectiveness of training is good but according to Question no 24

we should provide training every year to all employees. Because training do work

as router means it Boost to employees for doing work effectively.

Organization/Company should provide all resources/equipment for training

because as we know that without book any student can’t gain properly

knowledge, similarly without resources/equipment any trainer would not be able

to provide good training and employees can’t gain knowledge related to his/her

job.

Organization/Company should develop the existing training system because

according to situation organization should change system. Because if organization

change training system with modern & innovative method, it would be helpful to

employees to undergo training with full interest.

Organization should keep feedback record for future growth of employees.

Because in absence of any feedback record Training Need Survey among the

employees could not be done.

So finally I would say that time gap should be reduced & arrangement for training

of employees in every year should be made.

Bibliography:

92

Aswathappa, human resource management text and cases.

Kothari, C.R Research Methodology, New Delhi, S Chand and Co.Ltd, 1919.

Tata Steel.com

Google.com

Hand Book of VTC

ANNUXRURE:

QUESTIONNAIRE:

93

“ MEASUREMENT OF TRAINING EFFECTIVENESS”

THIS SURVEY IS “COMPLETLELY” CONFIDENTIAL: YOU MAY BE “TOTALLY” FRANK AND

UNBIASED WHILE RESPONDING “KINDLY” RESPOND TO “ALL THE ITEMS”.

GENERAL INFORMATION:

1) DESIGNATION:

2) AGE:

4) QUALIFICATION:

The statements below describe your perceptions about the various facets of your work environment.

Please indicate the choice that you find most appropriate with regards to your experiences.

1 - Strongly disagree.

2 - Disagree

3 - Can’t say

4 - Agree

5 - Strongly agree

1. Training procedure/process is simple and understandable in our organization.

2. I am able to understand the trainer during training classes.

3. I am aware of training system of Tata steel.

4. Ample resources/training equipment is available during the training classes.

5. I am satisfied with the present procedure to select the Employees for training.

6. The training program conducted by the training centre (PTI and VTC) meets my on the

job requirements.

7. Training has improved my departmental performance.

8. Training program helps to satisfy your customer (improve product quality).

9. The faculties which impart training are capable in their respective fields.

10. Training is a best method to develop competency amongst the employees.

94

11. Even if you are not imparted any formal training, you can still work along with trained

People, to improve your efficiency.

12. Training is nothing but wastage of time.

13. The training program is conducted at the appropriate Period during your job career.

14. The department gives me the chance to learn from failure/mistake.

15. I recieve detailed and constructive feedback towards improving your work.

16. Special training program is held in your department to upgrade my skills and expertise.

17. Training is acted upon timely and appropriate feedback is recorded by the management

for future/re training when required.

YES/NO QUESTION

1- Yes

0- N0

1. Do you think that the company presents training system is effectively working?

2. Do you think the present system is sufficient for development of the career?

3. Have you been given higher responsibility or change in the job profile (job rotation) after

completion of training?

4. Do you feel that trained employees are more effective compared to an untrained

employee?

5. Do you agree that trained employee has low accidental risk?

6. Do you think that your departments accept your new ideas and findings learnt after the

training?

7. Does your trainer listen to your doubts and clarify it during the training classes?

8. Are you aware that the effectiveness of training is measured after successful completion

of the training?

9. Do you agree that if the feedback is not satisfactory then the organization give you

chance for retraining?

10. Do you think After theoretical training, The supervisor guidance you With full

corporation?

95

11. Without training could you able to do your present work smoothly?

12. Do you think that there is free and open communication within you and your superior?

13. Do you think that the training program helped you to improve skill development at

present requirement?

14. Do you think that sufficient options are provided to use the knowledge gained during the

working area?

15. Do you feel any change in yourself after training?

16. Do you submit any suggestion for making training more effectiveness in future?

17. Have you been imparted training on

(1)TQM (2) TCOC (3) QMS (4) EHS (5) injury free steel

18. Are you aware about life saving rule?

19. Is SAM and safety seminar regularly held your colliery?

20. According to you effectiveness of training can be further improved by:

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------------------------------------ -----Thank You-----

96