A STUDY ON
“TRAINING AND DEVELOPMENT”
With Reference To
RASHTRIYA ISPAT NIGAM LIMITED (VIZAG STEEL)
A Project report submitted to JNT University , in Partial fulfillment of the
Requirement for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
SUBMITED BY
DEVARA . S . SRINIVAS
Regd. No. 132Z1E00A9
Under the esteemed guidance of
Ms. Ch. Sowmya priya (Asst. Professor)
Mr. M.S.R.Raju
Head of the department, M.B.A
INDO-AMERICAN INSTITUTIONS TECHNICAL CAMPUS
(Affiliated to Jawaharlal Nehru Technological University Kakinada)
(2013-2015)
A STUDY ON
“TRAINING AND DEVELOPMENT”
With Reference To
RASHTRIYA ISPAT NIGAM LIMITED (VIZAG STEEL) A Project report submitted to JNT University , in Partial fulfillment of the
Requirement for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
SUBMITED BY
DEVARA . S . SRINIVAS
Regd. No. 132Z1E00A9
Under the esteemed guidance of
Ms. Ch. Sowmya priya (Asst. Professor)
Mr.M.S.R.Raju
Head of the department, M.B.A
INDO-AMERICAN INSTITUTIONS TECHNICAL CAMPUS
(Affiliated to Jawaharlal Nehru Technological University Kakinada)
(2013-2015
HOD SIGNATURE INTERNAL SIGNATURE EXTERNAL SIGNATURE
DECLARATION
I, DEVARA.S.SRINIVAS bearing the Regd. No 132Z1E00A9., hereby declare that this
project namely “A STUDY ON “TRAINING AND DEVELOPMENT” WITH
REFERENCE TO THE RASHTRIYA ISPAT NIGAM LIMITED., VISAKHAPATNAM
STEEL PLANT” is prepared by me under the esteemed guidance of Ms. Ch.Sowmya Priya,
MBA, Asst. Professor, school of Management Studies Indo American Institutions in partial
fulfilment of requirement for the award of the degree of “MASTER OF BUSINESS
ADMINISTRATION” by “JNTU, KAKINADA”.
I also declare that this project work is the result of my own efforts and that it has not been
submitted to any other University for the award of M.B.A.
Date: DEVARA.S.SRINIVAS
Place: Regd. No. (132Z1E00A9)
ACKNOWLEDGEMENT
With great pleasure I acknowledge my deep sense of gratitude to Ms. CH.SOWMYA
PRIYA, Asst. professor of INDO AMERICAN INSTITUTION TECHNICAL CAMPUS. SANKARAM,
ANAKAPALLI, VISAKHAPATNAM., for his support.
It is a great privilege to thank Prof. Mr. M.S.R RAJU, Head of the department INDO AMERICAN
INSTITUTION TECHNICAL CAMPUS. SANKARAM, ANAKAPALLI, VISHAKAPATNAM, for making it
convenient to undertake a project.
With great pleasure I express my deep sense of gratitude to the management of
“RASHTRIYA ISPAT NIGAM LIMITED”, Visakhapatnam for giving me this very
inspirational opportunity to do my observation study in their reputed company to take this
opportunity to express my deep and profound gratitude to the people concerned who have helped
me directly or indirectly in successful completion of this project. Mr. ORM RAO, AGM, HRD,
RINL – Who found the greatest confidence in me which would always act as a motivator in my
life.
I convey my sincere thanks to Mr. S.DANIEL ZECHARIAH Manager (Trg), T&DC, RINL
who has motivated me with their valuable suggestion and helped throughout the project in
permitting to perform various tasks in this esteemed organization.
A successful project can never be prepared by single effort or the person to whom the
project is assigned, but it also demand the help and guardianship of some conversant persons
who helps in the undersigned actively or passively in the completion of successful project.
DEVARA.S.SRINIVAS
Regd.no. 132z1e00a9
CERTIFICATE
This is to certify that the project work entitled “TRAINING AND
DEVELOPMENT” at RASHTRIYA ISPAT NIGAM LIMITED, VISAKHAPATNAM
STEEL PLANT is a bonified work done and submitted in partial fulfillment for the award of the
Degree of Master of Business Administration by DEVARA.S.SRINIVAS bearing (registration
No. 132Z1E00A9) of INDO AMERICAN INSTITUTIONS TECHNICAL CAMPUS,
Affiliated to JNTU Kakinada.
Mr. M.S.R.Raju Ms. Ch. Sowmya Priya
Head of Dept. Management studies Dept. of Management studies
INDO AMERICAN INSTITUTIONS INDO AMERICAN INSTITUTIONS
TECHNICAL CAMPUS. TECHNICAL CAMPUS,
SANKARAM, ANAKAPALLI. SANKARAM, ANAKAPALLI.
VISAKHAPATNAM. VISAKHAPATNAM.
HOD SIGNATURE INTERNAL SIGNATURE
PREFACE
This project report is a presentation of my effort to study the practice of Human Resource
Management in a public sector enterprise, with reference to Rashtriya Ispat Nigam Limited,
Vishakhapatnam. The report presents the practical approach in the subject of Human Resource
Management, mainly in the field of “TRAINING AND DEVELOPMENT” AT RINL IN
VISAKHAPATNAM. It intends to provide brief knowledge of various concepts, Principles,
approaches, considerations relevant to this field. The Project Report has undergone a realistic
survey of actual theory and practices in VSP although there may be much gap to be bridged.
This report seeks to cover the topics of Human Resource Management, mainly focusing
on the aspects like Training and Development, company profiles, Human Resource
Development, in Visakhapatnam etc.
The report has been divided into five chapters and the arrangements of topics in various
chapters have been grouped according to the analysis of the subject.
CONTENTS
CHAPTER-1
Introduction to the study 2 - 3
Steel Industry profile 4 - 8
Company profile 8 - 34
CHAPTER-2
RESEARCH MRTHODOLOGY
Objectives of study 36-36
Need for the study 36-37
Scope of the study 37-37
Methodology 38-40
Limitations of the study 40-40
CHAPTER-3
Review of literature 42-93
CHAPTER-4
Questionnaire 95-98
Analysis 99-109
CHAPTER-5
Findings 111-111
Suggestions & Recommendations 112-112
Conclusion 113-113
Bibliography 114-114
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INTRODUCTION TO THE STUDY
Human Resource Management:
Human Resource Management is defined as the people who staff and manage organization. It
comprises of the functions and principles that are applied to retaining, training, developing,
and compensating the employees in organization. It is also applicable to non-business
organizations, such as education, healthcare, etc Human Resource Management is defined as
the set of activities, programs, and functions that are designed to maximize both
organizational as well as employee effectiveness
Scope of HRM without a doubt is vast. All the activities of employee, from the time of his
entry into an organization until he leaves, come under the horizon of HRM.
The divisions included in HRM are Recruitment, Payroll, Performance Management,
Training and Development, Retention, Industrial Relation, etc. Out of all these divisions, one
such important division is 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.
Hence I have taken this topic for my project. My project deals with training and
development of the employees at “Visakhapatnam Steel Plant”.
Following are the areas of Training & Development I tried to cover-up in my work.
1) Studying training activities
2) Analyzing training programme
3) Evaluating the training.
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The study shows the scope in the field of T & D ranges rights from recruiting an employee at
any level and how to treat them throughout their working year till the time he discharged or
retired from the organization.
The steel industry is the vehicle of economic growth and development. So unless
vehicle reaches to each and every part of the country it can‟t serve its purpose fully.
Training is a major manpower management function. No organization can afford not to train
its employees, regardless of his previous education, training and experience. He has to be
introduced in to the work environment of his new employer, inducted and taught to perform
his assigned tasks in a new mile.
Moreover, changing technology, increasing automation in offices and factories
and in almost all institutions is bringing about redesigned or altered jobs. It can not be limited
to retraining for new or altered work methods. People are constantly being trained and
retrained by the way their superiors and other employees associate them with work, and find
that they are also appraised formally or informally by their peers and superiors.
Organization and individual should develop and progress simultaneously for their
survival and attainment of mutual goals. So, every modern management has to develop the
organization through human resources development. Employee training is the most important
sub-system of human resources development. Training is a specialized function and is one of
the fundamental operative functions for human resources management.
Training makes a very important contribution to the development of the organization's
human resources and hence to the achievement of its aims and objectives. To achieve its
purpose, training needs to be effectively managed so that the right training is given to the-
right people, in the right form, at right time and at the right costs.
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STEEL INDUSTRY PROFILE
Steel comprises one of the most important inputs to all sectors of the economy. Steel
Industry is both a basic and a core Industry. The economy of any nation depends on a strong
base of Iron and Steel Industry in that nation. History has shown that the countries having a
strong potential for Iron and Steel Industry have played a prominent role in the advancement
in the civilization in the world. Steel is such a versatile commodity that every object we see
in our day to day life has used for such small items as nails, pins, needles etc., to surgical
instruments, agricultural implements, boilers, ships, railway materials, automobile parts.
The great investments that has gone into the fundamental research in Iron and Steel
Technology has helped both directly and indirectly many modern fields of today‟s science
and technology. Steel is versatile and indispensable item. The versatility of steel can be
traced mainly of three reasons.
It is only metallic item, which can be conveniently and economically produced in
tonnage quality.
It has got very good strength coupled with malleability.
Its properties can be changed over a wide range. Its properties can be manipulated to
any extent by proper heat treatment techniques.
Iron and Steel making as a craft has been known to India for a long time. However, its
production in significant quantities is known only after 1900.
PRE-INDEPENDENCE ERA:
By 1950 the total installed capacity for ingot steel production was 1.5 million tons per year.
In 1830 James Heath constructed the first manufacturing plant at port Nova in Madras
Presidency. But it was a financial failure.
In 1874 James Erskin founded the Bengal Iron works. It was passed on to M/s. Hoare Hiller
and Co. in 1882 and to M/s. Martin and Co. in 1885. In 1899 Jamshedji Tata initiated the
scheme for an integrated steel plant. In 1906 Sakhi in Bihar was chosen as the site for the
“Tata Iron and Steel Company”. The same place is known as Jamshedpur. In 1918 initially
“Indian Iron and Steel Company” was founded and the “Bengal Iron and Steel Company”
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was merged with it in 1920. TISCO produced steel in 1939. Between 1940-50 formation of
major Iron and Steel at Bhadravti in Karnataka owing to the pioneering effort of
Shri.Visveswarayya in 1936 it started manufacturing steel and after 1945 adopted electric
reduction of Iron ore. It has also started manufacturing Ferro alloys and special steel.
POST-INDEPENDENCE PERIOD:
After the Independence the Government has taken steps to improve the Steel Industry from
the following Five-Year Plans.
First Five year plan (1951-1956):
No new steel plant came up. The Hindustan Steel Limited was born in the year 1954 with the
decision of setting up 3 plants each with one million tonnes ingot steel per year at Rourkela,
Bhopal and Durgapur, TISCO started its expansion program.
Second Five yea plan (1956-1961):
A bold decision was taken up to increase the ingot steel output in India to 6 million tonnes
per year and the production at Rourkela, Bhilai and Durgapur steel plant started. Rourkela
steel plant was established with the collaboration of West Germany, Bhilai steel plant with
USSR and Durgapur steel plant with Britain.
Third Five year plan (1961-1966):
During the plan, the 3 steel plants under Hindustan Steel Limited (Rourkela, Bhilai and
Durgapur) Plants were expanded. In January 1964, Bokara Steel Plant came into existence.
Fourth Five year plan (1969-1974):
Salem Steel Plant started. Government of India gave permission for setting up Steel Plant in
south at Visakhapatnam. Steel Authority of India Limited was formed during this period on
24th
January 1973.
Fifth Five Year Plan (1974-1979):
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The idea of setting up the 5th
integrated Steel Plant, the Ore-based plant at Visakhapatnam
took a definite shape. At the end of the fifth five-year plan, the total installed capacity from
6 integrated plants was 10.6 million tonnes.
Annual plan (1979-1980):
The erstwhile Soviet Union agreed to help in setting up of the Visakhapatnam Steel Plant.
Sixth Five year plan (1980-1985):
The construction activities were started at Visakhapatnam Steel Plant with a big bang and
top priority was accorded to start the plant. Schemes for modernization of Bhilai Steel Plant,
Rourkela Steel Plant, Durgapur Steel Plant and Tata Iron and Steel Company were initiated.
Capacity at the end of sixth five year plan from 6 integrated plants stood 11.5 million tonnes.
Seventh five year plan (1986-1991):
Expansion work at Bhilai and Bokaro Steel Plant was completed. Progress of
Visakhapatnam Steel Plant picked up and the rationalised concept has been introduced to
commission the plant with 3 million tonne capacity by 1990.
Eight Five year plan (1992-1997):
The Visakhapatnam Steel Plant was commissioned in 1992. The plant started its production
and its cost became around Rs.8, 755 crores. Modernization of other steel plants was also
duly envisaged.
Ninth Five year plan (1997-2002)
Govt decided to restructure the Visakhapatnam Steel Plant and other Public Sector
undertakings.
The technology revolution in steel making has led to the problems of today. Until the 1980‟s
barriers to entry in the Industry were prohibitive. With new steel making technologies, the
structure of the Industry changes in the mid-1980. With the addition of new capacity
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through the mid-1990‟s, supply exceeded demand for the first time in the century, leading to
severe competition in the world market.
The pricing structure in the past 20 years has grown increasingly “competitive”. But with
each passing year, an ever rising number of steel mills the world over have come to believe
that their production actions make no difference when it comes it pricing. The strategy has
to maximize the output as long as prices remain above their marginal cost. Hence price
competition has grown severe, even at high operating rates.
With capacity additions becoming easier, surplus capacity particularly in developing regions
will be a problem in the coming years.
The world steel market in 2001 moved largely downhill, with volume and prices sinking
rapidly over the year until early 2002.
Looking back to the mid-1990‟s the global steel industry has suffered through,
In 1995, a pricing “death spiral” when the global economy was rising
In 1998 a “death spiral” when the global economy was stagnant after the Asian
Financial Crisis.
In 2000, a “death spiral” when the global economy was booming
In the second half of 2001, after a moderate recovery in the first half of the year, a
renewed price collapse
The world leaders in steel production were the Erst-while Soviet Union, the United
States, the United Kingdom, France and Germany. However over the last 25 years, there has
been a shift from the western to the eastern hemisphere. Now China is the largest producer
in the world. India, with a capacity of 34 million tones with an actual production of 30
million tones, continues to have unutilized capacity. One exception is Rashtriya Ispat Nigam
Limited which has raised its production by 10 per cent with all major units exceeding their
rated capacities with the initiatives taken by the Government in meeting infrastructure needs,
the demand for steel has started showing significant improving.
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At present India is the 10th
largest producer of steel in the world. In India, a major
part of steel is consumed in engineering applications, followed by automobiles and
construction. The growth of steel, as is well known, is dependent upon the growth of the
economy, industrial production and infrastructure sectors. Over the last few years the
performance of the Indian steel industry has been adversely affected due to overcapacity,
cheap imports, economic slowdown, declining global steel prices and also anti dumping duty
imposed by USA on Indian exports. Most major steel companies, with the exception of Tata
Steel, have thus been reporting losses.
However, the initial indications are that 2002 would be a better year as far as demand
is concerned. Of late there has been some revival in the automobile sector. The demand for
two-wheelers, passenger cars and HCV segment are witnessing a recovery. This recovery in
the automobile sector is expected to benefit the steel industry. Any step up in government
expenditure on infrastructure projects is also likely to benefit the steel sector.
VISAKHAPATNAM STEEL PLANT PROFILE
To meet the growing domestic needs of steel, Government of India decided to set up
an integrated Steel plant at Visakhapatnam. An agreement was signed with erstwhile
USSR in 1979 for co-operation in setting up 3.4 million tonnes integrated Steel Plant
at Visakhapatnam. The foundation stone for the plant was laid by the then Prime
Minister Madam Indira Gandhi on 20th
January 1971.
The Project was estimated to cost Rs.3897.28 crores based on prices as on 4th
Quarter
of 1981. However, on completion of Construction and Commissioning of the whole
Plant in 1992, the cost escalated to around 8500 Cr. Unlike other integrated Steel
Plant in India, Visakhapatnam Steel Plant is one of the most modern Steel Plants in
the country. The plant was dedicated to the nation on1st August‟1992 by the then
Prime Minister, P.V.Narasimha Rao.
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New Technology, large-scale computerization and automation etc., are incorporated
in the Plant. To operate the plant at international levels and attain such labour
productivity, the organisational manpower has been rationalised. The plant has a
capacity of producing 3.0 MT of liquid steel and 2.656 MT of saleable steel.
TECHNOLOGY:
7m tall Coke Oven Batteries with coke dry quenching
Biggest Blast Furnaces in the country
Bell less top charging system in Blast Furnace
100% slag granulation at the Blast Furnace cast house
Suppressed combustion – LD gas recovery system
100% continuous casting of liquid steel
“Tempcore” and “Stelmor” cooling process in LMMM & WRM
Extensive waste heat recovery systems
Comprehensive pollution control measures
Major Sources of Raw Materials:
Iron Ore lumps & fines - Bailadilla, Chattisgarh.
Blast Furnace lime stone - Jaggayyapeta, Andhra Pradesh.
Steel Melting Shop lime stone - UAE
Blast Furnace Dolomite - Madharam, Andhra Pradesh.
Steel Melting Shop Dolomite - Madharam, Andhra Pradesh.
Manganese Ore - Chipuripalli, Andhra Pradesh.
Boiler Coal - Talcher, Orissa
Coking coal - Australia
Medium Coking Coal(MCC) - Gidi/Swang?Rajarappa/Kargali
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VISION, MISSION AND OBJECTIVES OF VSP:
Vision:
To be a continuously growing world class company
We shall
Harness our growth potential and sustain profitable growth
Deliver high quality and cost competitive products and be the first choice of
customers
Create an inspiring work environment to unleash the creative energy of people
Achieve excellence in enterprise management
Be a respected corporate citizen, ensure clean and green environment and
develop vibrant communities around us.
Mission: To attain 16 million ton liquid steel capacity through technological upgradation,
operational efficiency and expansion; augmentation of assured supply of raw materials
to produce steel at international standards of cost and quality; and to meet the aspirations
of the stakeholders
Objectives:
Expand Plant capacity to 6.3 Mt. by 2011-12 with the mission to
expand further in subsequent phases as per the corporate plan.
Revamping existing Blast Furnaces to make them energy efficient to
contemporary levels and in the process increase their capacity by 1.0 Mt,
thus total hot metal capacity to 7.5Mt.
Be amongst top five lowest cost steel producers in the world.
Achieve higher levels of customer satisfaction.
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Vibrant work culture in the organization.
Be proactive in conserving environment, maintaining high levels of
safety and addressing social concerns.
CORE VALUES:
Commitment
Customer Satisfaction
Continuous Improvement
Concern for Environment
Creativity & Innovation
VISAKHAPATNAM STEEL PLANT POLICIES:
VSP takes all necessary actions for the fulfillment of regulatory requirements. It has dedicated
departments for this purpose. Energy conservation, environmental preservation, safety in work place,
and occupational health gets highest priority in the company. Some of the policies in this regard are
reproduced below.
Quality environment and occupational health & safety policy
Energy policy
HIV/AIDS & policy
Human resource policy
Customer policy
Information technology policy
HRD GROUP – KEY INITIATIVES:
In – house Training Programs
Nominations to External Training Programs
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Organisation Research, Employees Satisfaction Surverys, Voice of Employees
index
Organisation Development
Membership with Professional bodies
Performance Appraisal for Executives
Human Resource Information System
In – Plant training for Management Students
Lectures by eminent personalities
Corporate Presentations
Interactions with professionals, academicians and consultants
Knowledge Management
Initiatives on “Six Sigma”
Emancipation of women through WIPS, Women Development Programs
(Spring board)
Thrust on “Samalochana”
Pursuit of Business Excellence Model (BEM).
Dil ki Baat
Chairman tho maata.
TRAINING & DEVELOPMENT:
RINL believes that the employees are its assets and strives to realize their potential in
full for mutual advantage. The human resource development involves development
of the employee as a whole.
The needs of induction training, skill upgradation, unit training, computer related
training, refresher training, foreign training, faculty training etc. are attended by the
Training & Development Centre while management development and attitudinal
development are taken care at the Centre for HRD.
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Training in certain specialized areas like safety, fire prevention, occupational health
etc. is also taken up by departments specializing in respective fields.
RINL also provides learning opportunities to individuals by nominating them to
external training programmes for enhancing their knowledge. Employees are
sponsored for external training programmes including seminars and competitions
organized by various professional bodies and institutes like CII, ICWAI, NPC, BVQI,
INSSAN, AIMA, NIPM, LPAI, ICSI, SCOPE, VSC, QCFI, RDCIS (SAIL), ICAI,
ESCI, ASCI, CBI Academy, IBM, WIPS, Association for Advancement of Police &
Security Services, IIMS etc.
Employees are sent to other steel plants on short duration tours to find solutions to the
various issues the company. Employees are also sent to supplier‟s manufacturing
units / training institutes to get specific training in identified areas.
MARKETING NETWORK:
The company markets its products through headquarter marketing office and a
network of regional offices, branch offices and stockyards located all over the
country. It also takes the help of consignment agents and consignment sales agents
for the marketing of its products. The exports are carried out by the export wing of
marketing division with the help of different agencies. The company is recognized as
“Star Trading House” by the Director General of Foreign Trade, Ministry of
commerce, Government of India.
The end users of the steel products manufactured at the plant include amongst others,
construction industry, automobile industry, engineering industry, re-rolling industry,
forging industry, cable industry, wire drawing industry, fastener industry, electrode
manufacturers and railways. The company is ideally located to serve the southern
Indian market and a potential export orientation due to its shore based location.
Regional Managers/Branch Managers and their teams provide the front line sales
force for assessing the market situation and evolving suitable market strategies for
meeting sales targets.
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POLLUTION CONTROL AND ENVIRONMENTAL PROTECTION:
Generally, integrated steel plant is seen as a major contributor to environmental
pollution as it discharges volume of waste products. Elaborate measures have been
adopted to combat air and water pollution in Visakhapatnam Steel Plant. In order to
be echo friendly, Visakhapatnam Steel Plant has planted more than 3 million trees
over an area of 35 Sq. Kms and incorporated various technologies at a cost of Rs.460
Crs towards pollution control measures.
HUMAN RESOURCE MANAGEMENT:
Human resource initiatives at Visakhapatnam Steel Plant are closely linked to the
corporate strategy of the organization. Visakhapatnam Steel Plant has exemplary
industrial relations where the entire workforce works as a well knit team for the
progress of the company. The productive environment prevailing in the company
fosters an atmosphere of growth, both for the employees and for the company.
Visakhapatnam Steel Plant has introduced multi-skilling concept since inception and
the employees are trained as per this concept. Visakhapatnam Steel Plant has adopted
a system of overlapping shifts, the first of its kind, in the industry. This system
ensures smooth change over of the shifts and uninterrupted pace of operation of the
plant during the shift change over. Another unique feature followed at
Visakhapatnam Steel Plant is the uniform working hours for the ministerial
employees.
TRAINING AND HUMAN RESOURCE DEVELOPMENT:
Training and Human Resource Development are given due emphasis at RINL. Each
year, a minimum of one third of the employees undergo various training sessions
either at Training & Development Centre or at Centre for HRD for sharpening their
skills on the technical and management related issues. Training is also given in the
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area of safety, fire prevention, occupational health besides on the job at the shop
floor.
WELFARE AMENITIES:
The welfare measures provided for the employees of the company are the best in the
industry. A modern Township with all amenities has been developed with 8032 quarters to
house the plant employees and other Government Agencies in 11 sectors. The township is
having best facilities in terms of drinking water supply, drainage system, roads, community
centers, crèche, parks, schools, shopping complexes, medical facilities, recreational
facilities, scholarships etc. To cater to the needs of the employees and their dependent
families. The company also provides welfare facilities much beyond the statutory
requirements by way of introduction of a unique Superannuation Benefit Fund and a unique
Family Benefit Scheme.
INFRASTRUCTURE:
1. Coke Ovens & Coal Chemical Plant
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Coal is converted into coke by heating the prepared coal blend charge in the coke ovens in
the absence of air at a temperature of 1000oC-1050oC for a period of 16/18 hours. The
volatile matter of coal liberated during carbonization is collected in gas collecting mains in
the form of raw coke oven gas passing through stand pipes and direct contact cooling with
ammonia liquor spray. The gas cooled from 800oC to 80oC is drawn to Coal Chemical Plant
by Exhauster. The residual coke is pushed out of the oven by pusher car through a guide into
coke bucket. The red-hot coke is taken to coke dry cooling plant for cooling.
The main by product in the process of coke making is crude coke oven gas and this has lot of
valuable chemicals. Coal Chemical Plant recovers Ammonia (NH3), Tar and Benzol from
CO-Gas. The primary By-products from Crude CO Gas are Ammonium Sulphate (NH4)2
SO4, Crude Tar, Crude Benzol and cleaned coke oven gas. The cooled coke from CDCP
(Coke Dry Cooling Plant) is separated into 3 fractions, BF Coke i.e. +25-70 mm which is
sent to Blast Furnaces, Coke Breeze i.e. +0-15 mm which is sent to Sinter making and nut
coke i.e., +15-25 mm, which is also used in the Blast Furnaces.
Facilities:
There are 4 batteries, each having 67 ovens.
The volumetric capacity of each oven is 41.6 m3.
Dry Coal charge /Oven is 32 t
Salient Features
Largest and technologically unique Coke Oven Batteries in the country at the time
of commissioning.
7 metre tall coke ovens batteries.
Selective crushing of coal to improve the coke quality.
100% Dry Quenching of coke using Nitrogen gas.
Power generation, from the waste heat recovered, at BPTS (Back Pressure
Turbine Station).
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Capacity:
Production capacity – 2.635 Mt of Gross coke per annum (2.261 Mt of BF Coke per annum)
2. Sintering Plant:
Sintering is agglomeration of fine mineral particles into a porous mass by incipient fusion
caused by heat produced by combustion within the mass itself. Iron ore fines, coke breeze,
limestone and dolomite along with recycled metallurgical wastes are converted into
agglomerated mass at the Sinter Plant, which forms 70-80% of iron bearing charge in the
Blast Furnace. The vertical speed of sintering depends on the suction that is created under the
grate more the suction higher will be the vertical speed of sintering and more the
productivity. At VSP two exhausters are provided for each machine to create a suction of
1500 mm water column under the grate. Each exhauster is driven by a 5.6 MW motor
capable of rotation the fan at 1000 rpm with an output of 15,000 m3/min
Facilities:
Two Sintering machines of Dwight Lloyd type having 312 M2 total grate area each.
Salient Features:
On ground blending of sinter base mix.
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Capacity:
Production Capacity - 5.256 MT of Sinter per annum.
3. Blast Furnace:
Iron is made in the Blast Furnaces by smelting iron bearing materials with the help of coke
and air. The solid charge materials like sinter, sized iron ore, etc. are charged in the vertical
shaft of the Blast Furnace at top and hot air blast is blown through the tuyeres located at the
bottom. The oxygen from the hot air combines with the carbon of the coke and generates heat
and carbon monoxide. The gases while ascending upwards react with the charge. Eventually
the charge melts and hot metal and slag are produced and tapped out. The cooled gas is also
used as fuel in the plant. The Paul-wurth, bell loss top system is installed for furnace
charging.
There are four hot blast stoves for each furnace with a total heating surface of 224,000 m2.
High temperature zone is lined with silica and mullite corundum refractories, medium
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temperature zone, with kaoline refractories and low temperature zone with fire clay
refractories. Its novel circular cast house with four tap holes ensures continuous tapping of
hot metal.
Facilities:
Two Blast furnaces of 3200 cum. useful volume each.
Salient Features
Conveyorised charging of Blast Furnaces
Paul-Wurth “Bell-less” top charging system for Blast Furnace.
On-line correction of coke moisture and batch weights.
Circular cast house with four tap holes and no slag notch.
Cast house slag granulation plant.
Tuyere leakage detection system
Gas Expansion turbines for power generation by utilizing the blast furnace gas top
pressure
Automation with Programmable Logic Controllers (PLC).
A circular cast house with four tap holes and no slag notch.
Capacity:
Production Capacity – 3.4 MT of Hot Metal per annum.
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4. Steel Melting Shop (SMS) and continuous casting:
Steel is made in steel melting shop in the refractory lined vessels called LD Converters by
blowing oxygen through the hot metal bath. While iron making is a reduction process, steel
making is an oxidation process. The oxygen reacts with the carbon in the hot metal and this
reaction releases large quantities of gas rich in carbon monoxide along with huge amount of
dust. The gases released from the converter are collected, cooled, cleaned and recovered for
use as fuel in the steel plant. The entire molten steel at VSP is continuously cast at the radial
type continuous casting machines resulting in significant energy conservation and better
quality steel. 100% Continuous casting on such a large scale has been conceived for the first
time in India.
Facilities
Three LD converters of 133 cum. volume each
6 nos. of 4-Strand Continuous Bloom Casting machines.
Salient Features:
100% Continuous casting of steel
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Converters gas cooling, cleaning and recovery systems
Use of Sublance and computerisation of the converter process
Capacity:
Production Capacity – 3.0 MT of Liquid Steel per annum
– 2.820 MT of CC Blooms per annum
5.Light & Medium Merchant Mill:
Blooms from Continuous Casting Division are rolled into billets, some of which are sold and
rest are sent to WRM. The continuous multi-line mill comprises 8 stand double strand
roughing train, 2 Nos., 4 Stand Single strand finishing trains. Loopers are provided in
between the finishing stands for tension free rolling in order to obtain good surface quality
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and tolerances. Housings are of closed top type. Roll necks are mounted in anti friction
bearings.
Facilities:
7 Strand Break-Down Mill
8 Strand Roughing Mill
5 Strand intermediate Mill (2 Strand rolling)
2*4 Strand Finishing Mill (Single Strand rolling)
6 nos. of 4-Strand Continuous Bloom Casting machines
Salient Features
Evaporating cooling systems in Rolling Mill furnaces.
Computerization in Rolling Mill
Tempcore cooling process facilitating high strength with good bendability and
weldability.
Capacity
A Mill of 0.710 MT per annum production capacity.
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6. Wire Rod Mill:
The Wire Rod Mill of VSP is high speed 4 strand No-Twist continuous mill designed to
produce 8,50,000 T of wire rod coils. The mill is designed to produce plain wire rods from
5.5 mm to 12.7 mm dia and Rebar in 8mm, 10mm and 12mm diameter in coil form. However
sizes up to 14mm are being rolled presently. The mill is constructed at an elevated level of
+5350 mm. Rolled billets of 125 mm x 125 mm square cross section, length ranging from 9.8
m to 10.4 m and weighing approx 1250 kgs are used as input material. The mill is designed
to roll steel stock of 0.9% max. Carbon content.
Facilities:
7 Strand Roughing Mill (4 Strand rolling)
6 Strand Intermediate Mill (4 Strand rolling)
4*2 Strand Pre-finishing Mill (Single Strand rolling)
4*10 Strand Finishing Mill (Single Strand rolling)
Salient Features:
Evaporating cooling systems in Rolling Mill furnaces.
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Computerization in Rolling Mill
Controlled cooling of Wire Rods, by „Stelmore‟ process giving high strength and
good ductility.
Capacity:
A Mill of 0.85 MT per annum production capacity.
7. Medium Merchant & Structural Mill:
The Medium Merchant and Structural Mill (MMSM) is one of the modern rolling mills of
Visakhapatnam Steel Plant. It is the third and last rolling mill as per the rationalized concept.
This is a single strand continuous mill having production capacity of 8,50,000 T/year. The
important feature of this mill is that Universal beams (both parallel and wide flange) have
been rolled first time in India using Universal stands. Parallel flange beams have advantage
over conventional beams as per the same weight the section is stronger and stiffer due to
greater moment of inertia and higher radius of gyration.
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Facilities:
8 Strand Roughing Mill
6 Strand Intermediate Mill
6 Strand Finishing Mill
Salient Features:
Evaporating cooling systems in Rolling Mill furnaces.
Sophisticated, High speed rolling mills with computerized controls
Capacity:
Walking Beam Furnace – 1 lighting up – 22.11.92
Walking Beam Furnace – 2 lighting up – 24.12.91
Mill inauguration – 28.03.92
UTILITIES:-
The major utilities, which are critical for the manufacturing process, are Steam, Power,
Water, Air, Oxygen, Argon and Nitrogen.
a). Power:
The power requirement of VSP is around 221 Mw at full load. The captive power generation
of VSP is 270 Mw i.e VSP is self sufficient to meet all the power need of the plant under
normal working. In case partial power failure of the of captive power plant due to break
down or under maintenance there is an agreement with APSEB to supply thepower. At VSP
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power is generated through steam turbines. Steam is produced for power generation by
burning coal in four boilers boilers. Super heated steam at a pressure 107 kg/cm2 is supplied
to steam turbines for generation. There are 3 turbines of 60 mega watts and one of 67.5 mw.
Power generated at 6.6 kv is stepped up to 220KV.through out door transformers in switch
yard. Power is received from Andhra Pradesh Electricity Board at 220 KV from 2 lines fed
to 220 kv bus. Power is also generated by waste heat recovery in CO & CCP plant & BF
plant.
Thermal Power Plant(TPP) – 3x60 MW
- 1x67.5 MW
Back pressure turbine (CO &CCP) -2x7.5 MW
Gas expansion turbine (BF plant) – 2x12 Mw
The entire plant load of plant is divided in five blocks (LBSS 1 to 5). In each LBSS power is
stepped down to 33/11/3.3 kv
Power is supplied to the various department and machinery at 230V, 440V, 6.6KV and DC
supply. Most of the transformers are indoor in separate cubical. Transformer, which outdoor
baffle wall is constructed between the transformers. There is a separate central maintenance
department to look after maintenance of H.T.motors, L.T. motors and D.C. motors above
200 kw
b). Fuel:
There are 3 major fuels used in the manufacturing process – namely Blast Furnace Gas (BF
gas), Coke Oven Gas (C.O. Gas) and L.D. Gas. All the three fuels are generated in house and
are used as heating medium at various points in the plant.
c). Water:
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The water is received from Yelluru reservoir about 150kms from the plant site through
gravity channel. There is a reservoir inside the plant that has 45 days storage capacity. Daily
water requirement is 3000 metric tonnes.
d). Air:
There is adequate generation of Instrument Air in the works with redundancy and storage to
cater to the requirement of the works.
e). Industrial Gases:
There is an air separation plant at VSP for generating Oxygen, Nitrogen and Argon. The air
is compressed and chilled. Various gasses are then separated out.
Oxygen requirement is 3000 tonnes per day. Oxygen is stored in tanks and supplied.
Nitrogen is used for cooling in COCP and SMS plant. It is supplied via pipeline. Argon is
used in the Steel Making process.
Acetylene is generated by reacting calcium carbide with water. Acetylene is required for gas
cutting of steel.
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MAIN PRODUCTS OF VSP
STEEL PRODUCTS:
Angles Billets Channels
Beams Squares Flats Rounds
Re-bars Wire Rods
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BY PRODUCTS:
Nut Coke Coke Dust Coal Tar
Anthracene Oil HP Naphthalene Benzene
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Toulene Zylene wash oil
Granulated Slag Lime Fines
Ammonium Sulphate
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PRODUCTION PERFORMANCE:
In Visakhapatnam Steel Plant creating new records year after year in production is part of
work culture. The plant has registered continuous growth in production and achieved its
rated capacity in the year 2000-2001. Of late, continuous thrust on production of value added
steel products for improving the realizations is the main focus in VSP.
The production performance of Visakhapatnam steel plant in the last 10 years is as follows:
YEAR HOT METAL LIQUID METAL SALEABLE
METAL
2002-2003 3941 3356 3056
2003-2004 4055 3508 3169
2004-2005 3920 3560 3173
2005-2006 4153 3603 3237
2006-2007 4046 3606 3290
2007-2008 3913 3322 3074
2008-2009 3546 3145 2701
2009-2010 3900 3399 3167
2010-2011 3830 3424 3077
2011-2012 3778 3410 2990
2012-2013 3998 3456 3010
FINANCIAL PERFORMANCE:
Visakhapatnam Steel Plant had to bear the brunt of huge project cost right from its day of
inception. This has affected the company‟s balance sheet due to very high interest burden.
The company, in spite of making operating profit every year had to report net loss during all
financial years. This on the other hand has resulted in making VSP to take great care in
planning the financial resources. Strategic initiatives in the direction are
Reduction in interest burden
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Roll over of loans
Effective cash flow management
The financial performance of VSP for the past 10 years is as follows:
YEAR GROSS MARGIN CASH PROFIT NET PROFIT
2002-2003 1049 915 521
2003-2004 2073 2024 1547
2004-2005 3271 3260 2008
2005-2006 2383 2355 1251
2006-2007 2633 2584 1363
2007-2008 3515 3483 1943
2008-2009 2355 2267 1336
2009-2010 1603 1525 797
2010-2011 1412 1247 6670.8
2011-2012 1167 1110 7492.4
2012-2013 1265 1250 845
Product range of VSP
VSP is producing different grades of steel products conforming to rigid domestic and
international specifications. The product range of VSP is as follows:
Constructional:
Rounds Produced from fully killed steel Round
size From 16mm to 36mm
Wire rods Produced by STELMOR controlled
cooling process from fully killed steel From 5.5mm to 13mm
Rein forcing bars Produced from fully killed steel
Size from 8mm to 12 mm
in coil
form 16mm to 36mm in
straight length
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Structural:
Equal angles Size from 50 x 50 x 5/6 mm to 110 x 110 x 8/10 mm
Channels Size from MC 40 x 32 mm to 150 x 75 mm
IPE beams Size 180 x 91 mm
HE beams Size 120 x 114 mm
Blooms Size 245 x 245 mm length 5.5 to 6.08 Meters
Billets
Size 125 x 125 mm length 9.8 to 10.4 Meters
75 x 75 mm length 6 to 12 Meters
65 x 65 mm length 6 to 12 Meters
Pig Iron:
Basic grade
Various grades of products available in VSP to suit customer needs
Grades:
Blooms Mild steel, low, medium and high carbon steels
Billet Mild steel, low , medium and high carbon, spring steel, high
manganese and forge quality steel .
Rounds Mild steel, low, medium carbon, bright bar and forging
quality
Reinforcement Bar Tempcore cooled bar of yield strength
Structural Structural steel and high tensile steel
Wire rods Low carbon, wire drawn, structurals, bright bar, electrode
quality cold heading quality and high carbon grade
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By-products:
By-products
Ammonium sulphate, Benzene, toluene, light solvent,
Naphtha, crude coal tar, Hot pressed naphthalene, coal tar
fuel, medium hard pitch, coke fraction, blended cement,
slag, fly ash, lime fines etc.
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CHAPTER -2
Research methodology and design
Objectives of the study
Need for the study
Scope of the study
Methodology
Limitations of the study
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OBJECTIVES OF THE STUDY:
Objective of the study is to fill the gap between theoretical and practical aspects of the employees work
life arising out of changes in their career opportunities. During this period employees know how to
apply theoretical knowledge in their work life. The present study in Visakhapatnam Steel Plant is being
undertaken to evaluate the effectiveness of training programme by establishing the following
objectives:-
Enhance Employee Competence through Training & Effectiveness.
Work towards creation of learning Organization with opportunities for personal
Growth and Career Progression.
To project work the genesis and concept of human resource development with
particular reference to training and development.
To portray the organizational profile of Visakhapatnam Steel Plant (VSP) with
focus on HRD department.
To access and analyze the training and development programs in VSP.
To evaluate the training program.
To appraise the executive department programs in the organization.
To determine whether the training program are meeting the objectives of the
management.
To make necessary suggestion to bring about meaningful relationship between
training and development efforts and efficiency of organization
NEED FOR THE STUDY:
Training is the most important technique of human resource
development. As stated earlier , no organization can get a employee who exactly matches
with the job and the organizational requirements. Hence, training is the most important
to develop the employee and make him suitable to the job.
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Job and organizational requirements are not static; they are changed from time to
time in view of the technological advancement. Trained employees would be valuable
asset to an organization.
Training is important, as it constitute significant part of management. The human Resource
Department is involved in activities that lead to the Efficient & Effective Management
of Human Resources. The Department identifies, & develops Existing and Potential
Human Resources towards meeting Organizational Needs.
SCOPE OF THE STUDY:
The only principle people follow in these days is “look not back, no, not even if you see the
dearest and nearest cry. Look not back , but forward”. Making it true , they have traveled
their way into a competitive world where each and everyone only concentrate on success and
nothing but success, their goal, ambition. Industries are of large scale and small scale ,
depending on the investment. In order to be a leading number one industry it is necessary to
follow souce strategies. These strategies help the organization to achieve its long-term
objectives.
Training & development is one of the strategies which has a wider scope and is helpful in the
upliftment of the company‟s position. In the contemporary times, rapid changes are taking
place in all dimensions if human existence political, economical, social, cultural,
technological and even psychological. Though change is inevitable in any human society, all
changes may now prove to be functional to the process of overall development. Training
helps to achieve these constraints.
The study carried out with the above objectives is expected to be useful in understanding the
effectiveness of training programs conducted by training & development center in
Visakhapatnam. This enables us to identify the measures for making it more worthwhile. In
the light of the conclusion made, necessary changes can be well as practices followed in
Visakhapatnam.
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RESEARCH METHODOLOGY
Definition: Research Methodology is a systematic way of investigation directed to the
discovery of some facts by careful study of a subject, a course of critical and scientific
inquiry.
SOURCE OF INFORMATION:-
There are two types of data to collect information relating to the concerned topic.
PRIMARY DATA
SECONDARY DATA
For this project work , Primary data was collected from the employees of the
organization. The basic approach for the collection of primary data is by conducting a
survey with the help of a questionnaire.
Towards the accomplishment of the said objectives, information would be obtained
from primary as well as secondary data sources; primary data will be generated by
way of meeting different executives concerned with training and development
programs. Also a survey on training program is conducted by means of a questionnaire
to drive the training programmers at VSP. Efforts will be directed in obtaining the view
of employees / executives who got trained in – house / outside training programmers.
Following departments were approached for survey during the project work:
Training and Development Center
Human Resources Development Department
Steel Melting Shop
Rollin Mills
Blast Furnace Area Work Shop
Secondary data is such data , which is already published , collected for some purpose
other than the one confronting the researcher at a given point of time. Information
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pertaining to training and development programs organized over a period will be
obtained by way of referring to record of the statistical departments, personnel
departments , and training and development departments. In - house magazines ,
journals , news papers , any other published materials will be referring to in collection
necessary data. For this project work , the secondary data was collected from the
following.
VSP website
Library
Annual calendars
In – house magazines
Journals, etc.
RESEARCH INSTRUMENT:-
A properly structured, undisguised QUESTIONNAIRE is used for collecting primary data
SAMPLE SIZE:-
Sample can be defined as the selection of a part or a group or an aggregate with a view in
obtaining information about the whole population. For knowing the mind share of different
brands we should target more population but because of lack of time we took sample of only
100 people.
SAMPLING TECHNIQUE: - Convenience Sampling
SAMPLING UNITS: - Executives, Non-executives
STATISTICAL TOOLS: - Simple percentage, Bar diagrams and Pie diagrams
DATA TABULATION: - After collecting data through questionnaire we arrange the data
in the form of table.
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ANALYSIS:-
After tabulation we analyze the data with the help of pie charts and bar diagrams because it
was easy to understand every thing in percentage as well as it gives better picture.
CONCLUSION:-
On the basis of findings there should be a short summary.
LIMITATIONS OF THE STUDY:
The findings of the present project work cannot be generalized as that are based
purely limiting to the one unit of this singular organization without giving any
comparisons to the practices in similar industry. Being a company spread all over
India, for all practical reasons and limitations , we may not be able to travel to all
steel Plant units. Thus, this project work limits to Visakhapatnam Steel Plant only.
This project work is more of workmen oriented . Hence , it cannot be constructed to
denote and / or purported to standardize as a model for this project work. The project
work is confined to Visakhapatnam steel plant with specific reference to training and
development programs. In view of time constraint the project work will be for a
shorter period. Information regarding the out come of training and development
program will be evaluated to general terms but not on scientific terms.
The time constraints there to project work all the policies of VSP, as it is very
fast topic.
Sample size collected is not very large.
Subjectivity on this part in interpretation and analysis.
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The term 'training' indicates the process involved in improving the aptitudes, skills, and
abilities of the employees to perform specific jobs. Training helps in updating old talents and
developing new ones.
MEANING:
After an employee is selected, placed and introduced in an organization he/she must be
provided with training facilities in order to adjust him to the job. Training is the act of
increasing the knowledge and skill of an employee for doing a particular job. Training is a
short-term educational process and utilizing a systematic and organized procedure by which
employees learn technical knowledge and skills for a definite purpose.
Dale S Beach defines the training as "the organized procedure by which people learn
knowledge and/or skill for a definite purpose."
According to Edwin B. Flippo, "Training is the act of increasing the knowledge and skills
of an employee for doing a particular job".
Training involves the development of skills that are usually necessary to perform a specific
job. Its purpose is to achieve a change in the behaviour of those trained and to enable them to
do their jobs better. Training makes newly appointed workers fully productive in the
minimum of time. Training is equally necessary for the old employees whenever new
machines and equipment are introduced and /or there is a change in the techniques of doing
the things. In fact, training is a continuous process. It does not stop anywhere. The managers
are continuously engaged in training their subordinates. They should ensure that any training
programme should attempt to bring about positive changes in the (a) knowledge, (b) skills,
and (c) attitudes of the workers. "The purpose of training is to bring about improvement in
the performance of work. It includes the learning of such techniques as are required for the
better performance of definite tasks.
In other words training improves changes and moulds the employee's knowledge, skill,
behaviour and aptitude and attitude towards the requirements of the job and the organisation.
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Training refers to the teaching and learning activities carried on for the primary purpose of
helping members of an organization to acqulfe and apply the knowledge, skills, abilities and
attitudes needed by a particular job and organization.
Thus, training. bridges the differences between job requirements and employee's present
specifications.
SCOPE OF THE TRAINING:
Training and development, on a continuous basis, is essential for gaining a competitive edge.
Today's organizations need to communicate their results to the world. Their publics include
customers, employees, creditors, suppliers and the general public. The effectiveness of
business activities demands that the managers should possess diverse skills and performance
management abilities. This can be accomplished only through training efforts.
The word 'training' consists of eight letters, to each of which could be attributed some
significant meanings in the following manner:
(l) T: Talent and Tenacity (strong determination)
(2) R: Reinforcement (Some thing positive to be reinforced into memory and system
again and again, until it becomes a spontaneous affair)
(3) A: Awareness (with which one can easily take long strides of progress)
(4) I: Interest (which is invariably accompanied by experience oriented intensity)
(5) N: Novelties (the new things, the like of which would sustain our interest and fill
our hearts with thrills and sensations)
(6) I: Intensity (the training instilled into the trainees mind must acquire experience-
oriented intensity)
(7) N: Nurturing (it does refer to incessant nurturing of talent, which otherwise would
remain latent and domant)
(8) G: Grip (a fine grip over the situation solves multiple problems and enables one to
acquire a practical and programmatic approach along with all tricks and tactics
to achieve success after success in one's endeavors)
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The following points of warning must be given to the person who undergoes the process of
any training programme:
0ne has no right to be complacent and stagnant about one's own progress.
0ne need not be unethical and crooked while being on the track to achieve one's
goals.
0ne doesn't have to disturb others, or obstruct others progress while sustaining one's
own profitability.
0ne need not resort to deception, fake and fraudulent means to achieve success or
triumph in marketing, customer satisfaction and such other activities.
GOAL OF TRAINING:
Training has certain goal, where the main aim is to train the employees with the best of the
knowledge available so that performance is achieved to the maximum and as well it leads to
higher job satisfaction. The questions in this section are designed to help the owner-manager
define the objective or goal to be achieved by a training program. Whether the objective is to
conduct initial training, to provide for upgrading employees, or to retrain for changing job
assignments, the goal
should be spelled out before developing the plan for the training program.
Do you want to improve the performance of your employees?
Will you improve your employees by training them to perform their present tasks
better?
Do you need to prepare employees for newly developed or modified jobs?
Is training needed to prepare employees for promotion?
Is the goal to reduce accidents and increase safety practices?
Should the goal be to improve employee attitudes especially about waste and
spoilage practices?
Do you need to improve the handling of materials in order to break production
bottlenecks?
Is the goal to orient new employees to their jobs?
..
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Will you need to teach new employees about overall operations?
Do you need to train employees so they can help teach new workers in an expansion
program?
WHAT SHOULD THE EMPLOYEES LEARN:
Once the objective or goal of the program is set, you will need to determine the
course or the subject. The following questions will help us to decide what the
employee needs in terms of duties, responsibilities, and attitudes.
Can the job be broken down into steps for training purposes?
Are there standards of quality which trainees can be taught?
Are there certain skills and techniques that trainees must learn?
Are there hazards and safety practices that must be taught?
Have you established the methods that employees must use to avoid or minimize
waste and spoilage?
Are there materials handling techniques that must be taught?
Have you determined the best way for the trainees to operate the equipment?
Are there performance standards that employees must meet?
Are there attitudes that need improvement or modifications?
Will information on your products help employees to do a better job?
Should the training include information about the location and use of tool cribs and
so on?
Will the employee need instruction about departments other than his or her own?
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DIFFERENCES BETWEEN TRAINING AND DEVELOPMENT
S.No. Area Training Development
1. Content Technical skills and
knowledge
Managerial and behavioural
skills and knowledge
2. Purpose Specific job-related Conceptual and general
knowledge
3. Duration Short-term Long-term
4. For whom Mostly technical and non-
managerial personnel
Mostly for managerial
personnel
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.
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(Productivity, Team-Spirit, Organization Culture & Climate, Quality, Healthy work
environment, Health and Safety, Morale, Image, Profitability, Decision making, problem
solving, leadership skills, motivation, loyalty, better attitudes)
ROLE OF ORGANISATION 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
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
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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.
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.
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.
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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.
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.
The three models of training are:
1.System Model
2. Instructional System Development Model
3. Transitional model
1. SYSTEM MODEL :-
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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 the learning steps, sequencing and structuring the contents.
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.
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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.
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 consists of training need assessment, job analysis, and target
audience analysis.
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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 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.
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 model, or bringing some internal
transformation, or may be promising to meet some other deadlines.
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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.
NEED FOR THE TRAINING:
The need for the Training arises due to the following reasons:
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1) To March the Employee Specifications with the Job Requirements and
Organizational Needs
Management finds deviations between employee's present specifications and the job
requirements and organisational needs. Training is needed to fill these gaps by developing
and moulding the employee's skill, knowledge, attitude, behaviour etc. to the tune of the job
requirement and organisational needs.
2) Organizational Viability and the Transformation Process
The primary goal of the organizations is that their viability is continuously influenced
by environmental pressure. If the organisation does not adapt itself to the changing.
3) Technological Advances
Every organization in order to survive and to be effective should adopt the latest technology
i.e. mechanization, computerization and automation. Adoption of latest technological means
and methods will not be complete until they are manned by employees to enrich them in the
areas of changing technical skills and knowledge from time to time.
TRAINING OBJECTIVES:
Generally line managers ask the personnel manager to formulate the training polices. The
personnel manger formulates the following training objectives in keeping the company's
goals and objectives:
To prepare the employee, both new and old to meet the present as well as the
changing requirements of the job and the organization.
To prevent obsolescence.
To impart the new entrants the basic knowledge and skills they need for an intelligent
performance of a definite job.
To prepare employees for higher level tasks.
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To assist employees to function more effectively in their present positions by
exposing them to the latest concepts, information and techniques and developing the
skills they will need in their particular fields.
To build up a second line of competent officers and prepare them to occupy more
responsible positions.
To broaden the minds of senior managers by providing them with opportunities for
an interchange of experiences within and outside with a view to correcting the
narrowness of outlook that may arise from over specialization.
To develop the potentialities of people for the next level job.
To ensure smooth and efficient working of a department.
To ensure economical output of required quality.
To promote individual and collective morale, a sense of responsibility, co operative
attitudes and good relationships
ASSESSMENT OF TRAINING NEEDS:
Training needs are identified on the basis of organizational analysis, job analysis and
manpower analysis. Training programme, training methods and course content are to be
planned on the basis of training needs. Training needs are those aspects necessary to perform
the job in an organization in which employee is lacking attitude/aptitude, knowledge and
skill.
Training Needs = Job and Organizational requirements – Employees Specifications
Assessment Methods:
The following methods are used to assess training needs:
Requirements/weakness.
Departmental requirements/weaknesses.
Job specifications and employee specifications.
Identifying specific problems
Management's requests.
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Observation.
Interviews.
Group conferences.
Questionnaire surveys.
Test or examinations.
Check lists.
Performance appraisal.
Methods used in Training: Needs Assessment
Group or Organizational Analysis Individual Analysis
Organizational goals and Objectives Performance appraisal
Personnel/Skills inventories Work sampling
Organizational climate indices Interviews
Efficiency indices Questionnaires
Exit interviews Attitude survey
MBO or work planning systems Training progress
Quality circles Rating Scales
Customer survey/satisfaction data Observation of Behaviour
Consideration of current and projected
changes
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METHODS OF TRAINING :
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.
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.
Management Development Methods are 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:
ON THE JOB TRAINING OFF THE JOB TRAINING
1. COACHING
2. MENTORING
3. JOB ROTATION
4. JOB INSTRUCTION TECHNIQUE
1. SENSTITVITY TRAINING
2. TRANSACTIONAL ANALYSIS
3. SIMULATION EXERCISES
4. STRAIGHT LECTURES
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ON THE JOB TRAINING
1. Coaching:
Coaching is one of the training methods, which is considered as a corrective method for
inadequate performance. According to a survey conducted by International Coach Federation
(ICF), more than 4,000 companies are using coach for their executives. These coaches are
experts most of the time outside consultants.
A coach is the best training plan for the CEO‟s because
It is one to one interaction
It can be done at the convenience of CEO
It can be done on phone, meetings, through e-mails, chat
It provides an opportunity to receive feedback from an expert
It helps in identifying weaknesses and focus on the area that needs improvement This
method best suits for the people at the top because if we see on emotional front, when
a person reaches the top, he gets lonely and it becomes difficult to find someone to
talk to. It helps in finding out the executive‟s specific developmental needs. The
needs can be identified through 60 degree performance reviews.
Procedure of the Coaching:
The procedure of the coaching is mutually determined by the executive and coach. The
procedure is followed by successive counseling and meetings at the executive‟s convenience
by the coach.
1. Understand the participant‟s job, the knowledge, skills, and attitudes, and
resources required to meet the desired expectation.
2. Meet the participant and mutually agree on the objective that has to be
achieved.
3. Mutually arrive at a plan and schedule.
4. At the job, show the participant how to achieve the objectives, observe the
performance and then provide feedback.
5. Repeat step 4 until performance improves.
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For the people at middle level management, coaching is more likely done by the supervisor;
however experts from outside the organization are at times used for up and coming managers.
Again, the personalized approach assists the manger focus on definite needs and improvement.
2. Mentoring:
Mentoring is an ongoing relationship that is developed between a senior and junior
employee. Mentoring provides guidance and clear understanding of how the organization
goes to achieve its vision and mission to the junior employee.
The meetings are not as structured and regular than in coaching. Executive mentoring is
generally done by someone inside the company. The executive can learn a lot from
mentoring. By dealing with diverse mentee‟s, the executive is given the chance to grow
professionally by developing management skills and learning how to work with people with
diverse background, culture, and language and personality types.
Executives also have mentors. In cases where the executive is new to the organization, a
senior executive could be assigned as a mentor to assist the new executive settled into his
role. Mentoring is one of the important methods for preparing them to be future executives.
This method allows the mentor to determine what is required to improve mentee‟s
performance. Once the mentor identifies the problem, weakness, and the area that needs to
be worked upon, the mentor can advise relevant training. The mentor can also provide
opportunities to work on special processes and projects that require use of proficiency.
Some key points on Mentoring:
Mentoring focus on attitude development
Conducted for management-level employees
Mentoring is done by someone inside the company
It is one-to-one interaction
It helps in identifying weaknesses and focus on the area that needs improvement
3. Job Rotation :
For the executive, job rotation takes on different perspectives. The executive is usually not
simply going to another department. In some vertically integrated organizations, for
example, where the supplier is actually part of same organization or subsidiary, job rotation
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might be to the supplier to see how the business operates from the supplier point of view.
Learning how the organization is perceived from the outside broadens the executive‟s
outlook on the process of the organization. Or the rotation might be to a foreign office to
provide a global perspective.
For managers being developed for executive roles, rotation to different functions in the
company is regular carried out.
This approach allows the manger to operate in diverse roles and understand the different
issues that crop up. If someone is to be a corporate leader, they must have this type of
training. A recent study indicated that the single most significant factor that leads to leader‟s
achievement was the variety of experiences in different departments, business units, cities,
and countries.
An organized and helpful way to develop talent for the management or executive level of the
organization is job rotation. It is the process of preparing employees at a lower level to
replace someone at the next higher level. It is generally done for the designations that are
crucial for the effective and efficient functioning of the organization.
Benefits of Job Rotation:
Some of the major benefits of job rotation are:
o It provides the employees with opportunities to broaden the horizon of knowledge,
skills, and abilities by working in different departments, business units, functions,
and countries
o Identification of Knowledge, skills, and attitudes (KSAs) required
o It determines the areas where improvement is required
o Assessment of the employees who have the potential and caliber for filling the
position
4. Job Instruction Technique (JIT):
Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and
procedural), skills and attitudes development.
Procedure of Job Instruction Technique (JIT)
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JIT consists of four steps:
Plan – This step includes a written breakdown of the work to be done because the trainer
and the trainee must understand that documentation is must and important for the familiarity
of work. A trainer who is aware of the work well is likely to do many things and in the
process might miss few things. Therefore, a structured analysis and proper documentation
ensures that all the points are covered in the training program. The second step is to find out
what the trainee knows and what training should focus on.
Then, the next step is to create a comfortable atmosphere for the trainees‟ i.e. proper
orientation program, availing the resources, familiarizing trainee with the training program,
etc.
Present – In this step, trainer provides the synopsis of the job while presenting the
participants the different aspects of the work. When the trainer finished, the trainee
demonstrates how to do the job and why is that done in that specific manner. Trainee
actually demonstrates the procedure while emphasizing the key points and safety
instructions.
Trial – This step actually a kind of rehearsal step, in which trainee tries to perform the work
and the trainer is able to provide instant feedback. In this step, the focus is on improving the
method of instruction because a trainer considers that any error if occurring may be a
function of training not the trainee. This step allows the trainee to see the after effects of
using an incorrect method. The trainer then helps the trainee by questioning and guiding to
identify the correct procedure.
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Follow-up – In this step, the trainer checks the trainee‟s job frequently after the training
program is over to prevent bad work habits from developing.
OFF THE JOB TRAINING:
There are many management development techniques that an employee can take in off the
job. The few popular methods are:
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 assume 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
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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 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.
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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.
3. Lecture – A Method of Training:
It is one of the oldest methods of training. This method is used to create understanding of a
topic or to influence behavior, attitudes through lecture. A lecture can be in printed or oral
form. Lecture is telling someone about something. Lecture is given to enhance the
knowledge of listener or to give him the theoretical aspect of a topic. Training is basically
incomplete without lecture. When the trainer begins the training session by telling the aim,
goal, agenda, processes, or methods that will be used in training that means the trainer is
using the lecture method. It is difficult to imagine training without lecture format. There are
some variations in Lecture method. The variation here means that some forms of lectures are
interactive while some are not.
Straight Lecture: Straight lecture method consists of presenting information, which the
trainee attempts to absorb. In this method, the trainer speaks to a group about a topic.
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However, it does not involve any kind of interaction between the trainer and the trainees. A
lecture may also take the form of printed text, such as books, notes, etc. The difference
between the straight lecture and the printed material is the trainer‟s intonation, control of
speed, body language, and visual image of the trainer. The trainer in case of straight lecture
can decide to vary from the training
script, based on the signals from the trainees, whereas same material in print is restricted to
what is printed.
A good lecture consists of introduction of the topic, purpose of the lecture, and priorities and
preferences of the order in which the topic will be covered.
Main Features of Lecture Method
Some of the main features of lecture method are:
Inability to identify and correct misunderstandings
Less expensive
Can be reached large number of people at once
Knowledge building exercise
Less effective because lectures require long periSods of trainee inactivity
4. Games and Simulations:
Games and Simulations are structured and sometimes unstructured, that are usually played
for enjoyment sometimes are used for training purposes as an educational tool. Training
games and simulations are different from work as they are designed to reproduce or simulate
events, circumstances, processes that take place in trainees‟ job.
A Training Game is defined as spirited activity or exercise in which trainees compete with
each other according to the defined set of rules.
Simulation is creating computer versions of real-life games. Simulation is about imitating or
making judgment or opining how events might occur in a real situation.
It can entail intricate numerical modeling, role playing without the support of technology, or
combinations.
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Training games and simulations are now seen as an effective tool for training because its key
components are:
Challenge
Rules
Interactivity
These three components are quite essential when it comes to learning. Some of the examples
of this technique are:
Trainees can therefore experience these events, processes, games in a controlled setting
where they can develop knowledge, skills, and attitudes or can find out concepts that will
improve their performance.
TRAINING DESIGN:
The design of the training program can be undertaken only when a clear training objective
has been produced. The training objective clears what goal has to be achieved by the end of
training program i.e. what the trainees are expected to be able to do at the end of their
training. Training objectives assist trainers to design the training program.
The trainer – Before starting a training program, a trainer analyzes his technical,
interpersonal, judgmental skills in order to deliver quality content to trainers.
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The trainees – A good training design requires close scrutiny of the trainees and their
profiles. Age, experience, needs and expectations of the trainees are some of the important
factors that affect training design.
Training climate – A good training climate comprises of ambience, tone, feelings, positive
perception for training program, etc. Therefore, when the climate is
favorable nothing goes wrong but when the climate is unfavorable, almost everything goes
wrong.
Trainees’ learning style – the learning style, age, experience, educational background of
trainees must be kept in mind in order to get the right pitch to the design of the program.
Training strategies – Once the training objective has been identified, the trainer translates it
into specific training areas and modules. The trainer prepares the priority list of about what
must be included, what could be included.
Training topics – After formulating a strategy, trainer decides upon the content to be
delivered. Trainers break the content into headings, topics, ad modules. These topics and
modules are then classified into information, knowledge, skills, and attitudes.
Sequence the contents – Contents are then sequenced in a following manner:
From simple to complex
Topics are arranged in terms of their relative importance
From known to unknown
From specific to general
Dependent relationship
Training tactics – Once the objectives and the strategy of the training program becomes
clear, trainer comes in the position to select most appropriate tactics or methods or
techniques. The method selection depends on the following factors:
Trainees‟ background
Time allocated
Style preference of trainer
Level of competence of trainer
Availability of facilities and resources, etc
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Support facilities – It can be segregated into printed and audio visual. The various
requirements in a training program are white boards, flip charts, markers, etc.
Constraints – The various constraints that lay in the trainers mind are:
Time
Accommodation, facilities and their availability
Furnishings and equipments
Budget
Design of the training, etc
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TRAINING IMPLEMENTATION:
To put training program into effect according to definite plan or procedure is called training
implementation. Training implementation is the hardest part of the system because one
wrong step can lead to the failure of whole training program. Even the best training program
will fail due to one wrong action.
Training implementation can be segregated into:
Practical administrative arrangements
Carrying out of the training
Implementing Training:
Once the staff, course, content, equipments, topics are ready, the training is implemented.
Completing training design does not mean that the work is done because implementation
phase requires continual adjusting, redesigning, and refining. Preparation is the most
important factor to taste the success. Therefore, following are the factors that are kept in
mind while implementing training program:
The trainer – The trainer need to be prepared mentally before the delivery of content.
Trainer prepares materials and activities well in advance. The trainer also set grounds before
meeting with participants by making sure that he is comfortable with course content and is
flexible in his approach.
Physical set-up – Good physical set up is pre requisite for effective and successful training
program because it makes the first impression on participants. Classrooms should not be
very small or big but as nearly square as possible. This will bring people together both
physically and psychologically. Also, right amount of space should be allocated to every
participant.
Establishing rapport with participants – There are various ways by which a trainer can
establish good rapport with trainees by:
Greeting participants simple way to ease those initial tense moments
Encouraging informal conversation
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Remembering their first name
Pairing up the learners and have them familiarized with one another
Listening carefully to trainees‟ comments and opinions
Telling the learners by what name the trainer wants to be addressed
Getting to class before the arrival of learners
Starting the class promptly at the scheduled time
Using familiar examples
Varying his instructional techniques
Using the alternate approach if one seems to bog down
Reviewing the agenda – At the beginning of the training program it is very important to
review the program objective. The trainer must tell the participants the goal of the program,
what is expected out of trainers to do at the end of the program, and how the program will
run. The following information needs to be included:
Kinds of training activities
Schedule
Setting group norms
Housekeeping arrangements
Flow of the program
Handling problematic situations
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:
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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.
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.
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During Training: It is the phase at which instruction is started. This phase usually consist of
short tests at regular intervals
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
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BENEFITS OF TRAINING:
How Training Benefits the Organisation:
1. Leads to improved profitability and/or more positive attitudes towards profits
organisation
2. Improves the job knowledge and skills at all levels of the organisation
3. Improves the morale of the workforce
4. Helps people identify with organizational goals
5. Helps create a better corporate image
6. Fosters authenticity, openness and trust
7. Improves the relationship between boss and subordinate
8. Aids in organizational development
9. Learns from the trainee
10. Helps prepare guidelines for work
11. Aids in understanding and carrying out organizational policies
12. Provides information for future needs in all areas of the organisation
13. Organisation gets more effective in decision-making and problem solving
14. Aids in development for promotion from within
15. Aids in developing leadership skill, motivation, loyalty, better attitudes and other
aspects that successful workers and managers usually display.
16. Aids in increasing productivity and/or quality of work
17. Helps keep costs down in many areas, e.g. production, personnel, administration etc
18. Develops a sense of responsibility to the organisation for being competent and
knowledgeable.
19. Improves labor-management relations
20. Reduces outside consulting costs by utilizing competent internal consulting
21. Stimulates preventive management as opposed to putting out fires.
22. Eliminates sub-optimal behaviour (such as hiding tools)
23. Creates an appropriate climate for growth and communication
24. Aids in improving organizational communication
25. Helps employees adjust to change
26. Aids in handling conflict, thereby helping to prevent stress and tension
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Benefits to the Individual, Which in Turn Ultimately Should Benefit the Organisation
1. Helps the individual in making better decisions and effective problem solving
2. Through training and development, motivational variables of recognition
achievement, growth, responsibility and advancement are internalized and
operationalized
3. Aids in encouraging and achieving self-development and self-confidence
4. Helps a person handle stress, tension, frustration and conflict
5. Provides information for improving leadership knowledge, communication skills and
attitudes
6. Increases job satisfaction and recognition
7. Moves a person towards personal goals while improving interactive skills
8. Satisfies personal needs of the trainer (and trainee)
9. Provides the trainee an avenue for growth and a say in his/her own future
10. Develops a sense of growth in learning
11. Helps a person develop speaking and listening skills: also writing skills when
exercises are required.
12. Helps eliminate fear in attempting new tasks.
Benefits in Personnel and Human Relations, Intra and Inter-group Relations and Policy
Implementation
1. Improves communication between groups and individuals
2. Aids in orientation for new employees and those taking new jobs through transfer or
promotion
3. Provides information on equal opportunity and affirmative action
4. Provides information on other governmental laws and administrative policies
5. Improves inter-personal skills
6. Makes organisation policies, rules and regulations viable Improves morale
7. Builds cohesiveness in groups
8. Provides a good climate for learning, growth, and co-ordination
9. Makes the organisation a better place to work and live.
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TRAINING AND DEVELOPMENT AT VSP
INTRODUCTION:
VSP has a well-established Training and Development Center, which identifies the needs of
the employees and provides training based on the identified requisites. The job related
employee development is under taken by two departments viz. training and development
centre (T& DC) and HRD group. In T&DC the needs of induction training, skill training,
unit training, computer related training, refresher training, faculty training, foreign training
coordination etc. are met. In HRD centre, the needs of management development and
attitudinal development are taken care of. The main objectives and activities of training and
development centre are :
TRAINING OBJECTIVES:
Identifying training needs
Providing training input
Monitoring training effectiveness
Creating learning environment
Facilitating self-development
Innovativeness & self-expression
Enabling employees to assume higher responsibility
Meeting the Statutory requirements & Social Obligations
ACTIVITIES OF T&DC:
1. Adopt a planned approach towards Training and Development in RINL.
2. Design and conduct suitable training package for freshers at various intake levels
incorporating concepts of job enrichment and multiskill approach to work.
3. Design and conduct suitable training package for the employees as per need to
develop skills, knowledge and attitude.
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4. Assist in developing standard operating/maintenance practices for technological
areas of the plant/unit.
5. To expose selected employees to latest technologies and work practices abroad.
6. Motivate and develop internal training faculty.
7. Knowledge sharing and giving adequate opportunities to the employees for self-
development.
8. To make training productive and cost effective.
9. Organize training of apprentices as per act obligations.
10. Constantly enrich the quality of training and upgrade training facilities to meet the
requirement.
11. "Sell" training to outside organizations on Commercial terms and generate revenue
for RINL.
12. To have interaction with academic institutions and fulfill social obligations.
TRAINING NEEDS IDENTIFICATION:
PERFORMANCE
APPRAISAL
TRAINING
NEEDS SURVEY
TAC MEETINGS
JOB ROTATION
COMPETENCY
MAPPING
TRAINING
NEEDS
ANALYSIS
TRAINING
CALENDAR2
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COMPETENCE BUILDING:
SKILL DEVELOPMENT
TECHNOLOGICAL TRAINING
COMPUTER TRAINING
SAFETY & HEALTH
TQM, RCM & ISO
CONFERENCES / SEMINARS
DEPARTMENT SPECIFIC
REFRESHER COURSES
APPRENTICE TRAINING
FRESHERS TRAINING
EXPERT TALKS
PROFESSIONAL DEVELOPMENT
ON-THE-JOB TRAINING
Page | 78
Skill development programmes:
• Material
Handling
• Hydraulics
• Maintenance of
HT breakers
• Arc Welding &
Gas Cutting
• Motor Maintenance
• Electronics
• Alignment of
Machine Parts
• Bearing
Maintenance &
Lubrication
Technology & refresher courses:
Technology & Refresher Courses
•• CryogenicsCryogenics
•• Optical Fiber Cable MaintenanceOptical Fiber Cable Maintenance
•• Calibration of InstrumentsCalibration of Instruments
•• Power Distribution SystemPower Distribution System
•• Condition Based MaintenanceCondition Based Maintenance
•• Industrial TribologyIndustrial Tribology
•• Reliability Centered MaintenanceReliability Centered Maintenance
•• Industrial HydraulicsIndustrial Hydraulics
•• Contract ManagementContract Management
•• PLCsPLCs
•• Thyristor Control DrivesThyristor Control Drives
•• Material ManagementMaterial Management
Page | 79
Computer training:
Safety & Health programmes:
•• First Aid & Emergency CareFirst Aid & Emergency Care
•• Safety & Occupational Health Safety & Occupational Health ManagementManagement
•• Gas SafetyGas Safety
•• Electrical SafetyElectrical Safety
•• Health EducationHealth Education
Page | 80
Training for career growth & promotions:
Trade Test / JO Test Question
Paper
Chargeman
Technician
On the job training:
Step-IV
Prepare the unit manual
Step-VI
Implement training
Step-VII
Assess for competence
Step-VIII
Follow up by shift manager
Step-V
Establish what needs to be
assessed & prepare the tests
Step-I
Define correct practice
- Standard value
- Standard practices
Step-II
Establish current performance
- Current value & practice
- Shortfalls in performance & causes
Step-III
Set target for improvement
- Key points to be emphasized in training
Page | 81
Refresher courses:
DEPARTMENT SPECIFIC DEPARTMENT SPECIFIC
REFRESHER COURSESREFRESHER COURSES
Department Quality Department Quality
ObjectivesObjectives
Customer Related IssuesCustomer Related Issues
ModificationsModifications
Cost Control MeasuresCost Control Measures
Waste ManagementWaste Management
Safety ManagementSafety Management
DisciplineDiscipline
InterInter--personal personal
EffectivenessEffectiveness
Communication SkillsCommunication Skills
New Recruits Induction & Orientation Programme:
New Recruits Induction & orientation New Recruits Induction & orientation programmeprogramme
INDUCTION TRAINING WITH PLANT VISITSINDUCTION TRAINING WITH PLANT VISITS
BASIC ENGINEERING LECTURES INCLUDING SAFETYBASIC ENGINEERING LECTURES INCLUDING SAFETY
PLANT PRACTICE LECTURESPLANT PRACTICE LECTURES
POSTING TO THE DEPARTMENTS FOR SPECIALLISED POSTING TO THE DEPARTMENTS FOR SPECIALLISED
TRAININGTRAINING
ROTATIONAL TRAINING IN DEPARTMENTSROTATIONAL TRAINING IN DEPARTMENTS
MANAGEMENT DEVELOPMENT PROGRAMMEMANAGEMENT DEVELOPMENT PROGRAMME
PERIODICAL ASSEESSMENTSPERIODICAL ASSEESSMENTS
Page | 82
Training on critical Equipments to front line Executives:
Quality Environment & Safety Management Systems:
VSP is an ISO 9001, ISO 14001 &
OHSAS 18001 certified Company.
•Quality, Environment & Safety
Systems are effectively implemented
by regular Training of
• Internal Auditors & Lead
Assessors
• System Orientation for
Auditees
• System Awareness
• Total Quality
Management
• Waste Management
• Safety Management
Page | 83
IT in Training:
IT in TRAININGIT in TRAINING
On line nomination,Emp. Trg. RecordsAttendance MonitoringWeb page
Training InformationSystem
Internet / intranetKnowledge sharinge- learning
Library Inf. System
T&DC Portal, Digital library Books & JournalsArticles PublishedAutomatic reminder for books return
MONITORING OF TRAINING CYCLE:
2.
Design & Plan
Training
4.
Evaluate Training
Outcomes
3.
Provide for Training
1.Define Training Needs
Monitor
Page | 84
TRAINING ADVISORY COMMITTEE:
• Monitoring compliance to training
schedules and nominations
• Review requirements of new
training programmes
• Ensure availability of resources
of training process (faculty,
facilities etc.)
• Monitor fulfillment of training
targets department wise
• Studying organizational needs
• Monitoring Training
Effectiveness.
OBJECTIVES OF THE
COMMITTEES
TRAINING & DEVELOPMENT
CENTRE
TAC
Works
Departments
TAC
Non-Works
Departments
TRAINING ADVISORY COMMITTEE
INDUSTRY – INSTITUTES INTERACTION:
Page | 85
The major training programmes that are conducted by the training and development
center are:
S. No Name of Trainees Training period Probation
1. Management trainees
(M.T)s
1 year 1 year
2. a) senior Trainees
(SOT)
b) special SOT‟s
11/2 years
2 years
1 year
1 year
3. Assistant Steno‟s
(Ast‟s) Trainees
11/2 years 1 year
4. Junior Trainees (JOT‟s) 11/2 years 1 year
5. a) Special Trainees
b) Super Special Trainees
2 years (6
months+ 11/2
years)
30 months (12
months + 18
months)
1 year
1 year
6. a) Assistant Technicians
ATT‟s
b) ATT‟s (SC/ST/DP‟S)
24 months
30 months
1 year
1 year
7. Khalasis 1 year 1 year
Page | 86
The various Skill Development Programmes that are conducted are :
Program code Program Title Level
SM 01 Basics of Mechanical Maintenance Khalisis
SM 02 NE Motor Maintenance Technician
SM 02 EX Alignment of Equipment JO-E3
SM 03 Baring Maintenance and
Lubrication
Technician
SM 04 Gear box and Coupling Technician
SM 05 Valves and Pump maintenance Technician
SM 06 Material Handling Khalisis
SM 06 Material handling Technician
SM 07 Hydraulics Technician
SM 09 Precision instruments reading Technician
SM 10 Are welding and Gas Cutting
(stage 1)
Technician
SM 11 Are welding and Gas Cutting
(stage 2)
Technician
SM 12 Gas welding and Gas Cutting Technician
SM 13 Brazing technician
Page | 87
(Post test score – pre test score) Learning Index = x100 (100- pretest score)
Program code Avg. of learning level
(Feedback)
Avg. of behavior
Level
SM 01 4.64 3.25
SM 02 4.27 3.56
SM 03 4.31 3.98
SM 04 4.14 3.93
SM 05 4.14 3.74
SM 06 4.57 3.26
SM 07 4.32 3.76
SM 09 4.05 3.83
SM 10 4.75 3.93
SM 11 4.30 3.53
SM 12 4.47 3.02
SM 13 4.36 3.04
Page | 88
CENTRAL LIBRARY
The vsp central library collection has been gradually increasing year by year and the present
collection is 23800 books, 18400 Indian and international standards and annual subscription
of 165 technical and management journals and also have 1315 nods of back volumes of
technical and management journals. Acquisition, origination of documents and dissemination
of materials information are the three main functions of technical library.
Central library has introduced provisional master cards in place of accession registers. VSP
central The basis objective of library is to provide latest information to those who are
engaged in promo thing the interests of the organization & to provide latest information and
catering to the needs of the us era. The VSP central library started functioning in T & DC in
the year 1982 with open access system with a collection a 1900 books & 2500 Indian
standards 25 technical and management journals are being subscribed annually.
Library is displaying the following computerized cataloguing indexes in the library after
proper binding for easy retrieval of document by the library after proper binding for easy
retrial of document by the users as well as library staff.
Accession number wise
Author wise
Title wise
Subject wise
Arrangement of documents:
All the documents are arranged according to the subject. Bookracks contain
their respective titles. VSP central library function on open access system basis hand books,
encyclopedia Dias and some important books are kept for reference in the bookcase as per
the subject.
LS specifications:
VSP central library has a set of BIS standards along with the electronic catalogue and these
are arranged in ascending order. The standards catalogue and these are these arranged in
ascending order. The standards are for reference purpose only. All the employees including
Page | 89
trainees of VSP are arranged in ascending order. The standards are for reference purpose
only. Al the employees including trainees of VSP are eligible to borrow the books.
Departmental libraries:
VSP Central library is promoting the concept of departmental libraries. VSP central library
has set up departmental libraries in medical, QA & TD, law and personal directorate
libraries. VSP central library issues basis to various other departments as per their
REQUIREMENTS.
LIBRARY SERIVE:
Technology is changing day by day and we have to disseminate the latest information to help
the users of central library of VSP. To cope up with this the VSP central library circulates the
latest articles‟ appeared in technical and management journals to the senior officers and
concerned officers in various departments. This helps them to know the latest trends in the
information technology.
LIBRARY BULLETIN:
Central library suppliers the library bulletin every quarterly to sr. Executives and all HOD‟s
of vsp in order to fulfill the current awareness and it is their Endeavor to cater the
information needs of the users.
Journals:
Central library subscribes 165 nos. of technical and management journals every year.
Procurement:
Most of the foreign journals are procured through Indian agents and some of the foreign and
Indian journals are directly procured from the publishers.
Permanent journals:
Vsp central library issues management and technical, law and medical journal to the
departments on permanent issue basis as per their indents. Procurement of journals and books
will be made directly from Indian and foreign publishers, whenever is possible.
Page | 90
Central library plays a significant role for procurement of Indian and international standards
for QMS, EMS, &OHSAS certification work. According to their quality policy: manufacture
products as per specifications and standards agreed to with the customers and follows clearly
documented procedures for achieving expected quality standards of products and series.The
central library hence provides Indian and international standards to the concerned
departments to the concerned departments of fulfill the above targets.
Library information system:
Recently the central library has introduced library information system
using RS6000 software package with the help of systems departments of VSP for easy retrial
of documents to the users of central library and library staff. The library application package
comprise of all the modules and help the users to get an over view of graphical user interface
based on systems operation.
TRAINING BUDGET
Budget:
A budget is a plan, which is expressed in quantities‟, generally in monetary terms covering a
specific period, usually 1 year. In others words, budget is systematic systematic presentation
of the utilization of man power and material resources. It represents estimates of future
causes and revenues.
Budget control system at VSP:
At VSP, since inception performance budgeting has been introduced. Both the financial and
physical aspects are being incorporate into the annual budget to represent the operations of
the various departments in terms of functions, activities projects and programs etc..,
Presentation of training budget:
The responsibility for preparing the budget of each department lays with the respective
department head. Each head of the department (had) prepares the performance plans or
activity plans for the successive year during the months of November and December. The
Page | 91
budget is presented to the board of directors. “The budget presentation sessions” which are
organized every year during December/January?
Salient features of training budget at VSP:
The training budget, which is worked out every year, is based on annual training plan.
The training budget encompasses ions the following items:-
a) Compassion of revenue and expenditure aver-budgeted.
b) Planned activities for the next financial year.
The total training budget is allocated for the next financial year:-
a) Revenue items
b) Capital items
The revenue items the budget was allocated for:-
1) Library expenses
2) Stipend to trainees
3) R&M- office equipments
4) R&M –computers
5) Printing and stationary
6) Telephone expenses
7) Traveling expenses (international)
8) Taxi hire charges
9) Training expenses (foreign)
10) Training expenses programs
Honorarium (internal)
Course fee and travel (External)
Lunch and refreshment
Consumable and spares
11) Other miscellaneous expenses (Conservancy services)
Page | 92
In capital items is allocated for current year was in the following:-
1) Workshop equipment
2) Equipments for electronic lab
3) Library/office equipments and furniture
4) Audio –visual equipment
MEASURING THE EFFECTIVENESS OF TRAINING
In order to find out the effectiveness of training programs, feedback will be obtained from the
participants at 3levels.
1. Reaction level
2. Learning level
3. Behavior level
Reaction level and learning level:
At the end of the training programme, a test (post test) will be conducted
to measure the learning of participant. Reaction level feedback from is filled by the
participants on various aspects. The rating of effectiveness is measured on a 5-point scale. In
case, the effectiveness is less than “3”on 5point scale, the programme will be reviewed to
take necessary corrective action.
Conduct a briefing section and guide them to implement the knowledge gained. The
summary of the reaction and learning level of a particular programme is prepared and put up
to the HOD of the training for review. The remarks or suggestions of the participants will be
projected for consideration after the participants return to their departments from the training
programme; the controlling officer has through the training program.
A copy of the feedback form is enclosed at annexure
In case of Skill Development Programme Pre test and Protest are
conducted to measure the learning index. After 1 month of conducting the programme the
post training evaluation (PTE forms) will be send to the HOD‟S of the concerned
departments. This is designed to find out the knowledge and skill gained during the training
Page | 93
program and its implementation status on the job. The HOD‟S in turn get the forms filled by
the respective controlling officers and send them back to training department. The PTE forms
are designed on a 5- point scale.
All the data collected through PTE for‟s summarized. If the average rating is more than 5 on
5 point scale it will be assumed that the programme is effective .In case if it is less than 3 the
respective coordinators will discuss with respective controlling officers feel that the
knowledge and skill gained by the participant through the training program is in sufficient the
participant may be nominated to the same program again .
A copy of the post training evaluation form is enclosed at annexure
The consolidated summary reports on training evaluation are being put up to the respective
training advisory committees for review once in envy quarter.
SUPPORT TO INSTITUTES:
SUPPORT TO INSTITUTES
•TECHNICAL PROJECT TRAINING: 6000 per Year
•APPRENTICES TRAINING: 500 per year
•GUIDED PLANT VISITS: 556 Visits Covering 31,000 visitors
Page | 95
QUESTIONNAIRE
Name of the Employees: Department:
Designation: Experience (in years)
Dear Madam/Sir,
I am a MBA student pursuing my course from JNTUK. As a part of my curriculum I am
doing my project in your company. Please give your views/opinions to the questions given
below about the training and development program in RINL. The information provided by
you will be kept highly confidential& will be used by me strictly for an analysis only.
1. The Training programmers are relevant to your developmental goals
(A) Yes (B) No
2. What motivated you to attend the training programs.
(A) To update job knowledge (B) To enhance skills
(C) To contribute more on the job (D) Because I was asked
3. How do you feel after attending the training programmers
(A) Feeling higher responsibility (B) Getting more recognition
(C) Able to perform better
Page | 96
4. Are you given opportunity to implement the learning aspects in your area of
work.
(A) Yes (B) NO
5. Which one of the flowering Methodologies do you find are more effective in
training.
(A) Lectures & demonstration (B) Lectures & discussion
(C) Lectures, case studies, discussion. demonstration & hand on practice
6. To what Extent ,p.c related training programmers are meeting your expectation
(A) To some extant (B) To the full extent (C) Not at all
7. Your organization considers training as a part of organizational strategy. Do you
agree with this statement.
(A) Strongly agree (B) Agree (C) Disagree
8. Do you feel that training improves relations between workers and management
(A) Yes (B) No
9. Are you aware of the online training information system introduced in
Vishakhapatnam steel plant
(A) Yes (B) No
Page | 97
10. Do you feel that the faculty providing training has enough knowledge about the
topic.
(A) Fully agree (B) Agree (C) Disagree
11. Enough practice is given for us during training period. Do you agree with this
statement.
(A) Strongly agree (B) Agree (C) Disagree
12. How well is the work place of the training physically organized.
(A) Excellent (B) Average (C) Good (D) Bad
13. TO per form other jobs in the steel plant, what training or experience do you
require.
(A) Safety awareness (B) Negotiation skills (C) Machine operations
14. The time duration given to the training period is
(A) Sufficient (B) To be extended (C) To be shortened (D) Manageable
Page | 98
15. What is the satisfaction level for the training programmers you have attended in
Vishakhapatnam steel plant
(A)Excellent (B) GOOD (C) Average (D) Poor
16. Do you think attitude of the employee will change with the training program
(A) Yes (B) No
17. What are all the important barriers for training and development in
Vishakhapatnam steel plant
(A) Time (B) lack of interest by the staff (C) No availability of skilled
trainer
18. Do you think that training is one of the pre-requisites for higher productivity
(A) Yes (B) No
19. How do you rate the knowledge of faculty entrusted with your training.
(A) Excellent (B) Good (C) Satisfactory (D) Poor
20. How do you rate the utilization of time during the training program.
(A) Excellent (B) GOOD (C) Satisfactory (D) Poor
Page | 99
ANALYSIS
Name of the Employees: Department:
Designation: Experience (in years)
Dear Madam/Sir,
I am a MBA student pursuing my course from JNTUK. As a part of my curriculum I am
doing my project in your company. Please give your views/opinions to the questions given
below about the training and development program in RINL. The information provided by
you will be kept highly confidential& will be used by me strictly for an analysis only.
1. The Training programmers are relevant to your developmental goals
(A) Yes (B) No
0%
20%
40%
60%
80%
100%
100% 0%
A
B
2. What motivated you to attend the training programs.
(A) To update job knowledge (B) To enhance skills
(C) To contribute more on the job (D) Because I was asked
Page | 100
0%
5%
10%
15%
20%
25%
30%
35%
32% 30% 30% 8%
A
B
C
D
3. How do you feel after attending the training programmers
(A) Feeling higher responsibility (B) Getting more recognition
(C) Able to perform better
0%
10%
20%
30%
40%
50%
60%
70%
30% 6% 64%
A
B
C
4. Are you given opportunity to implement the learning aspects in your area of
work.
(A) Yes (B) NO
Page | 101
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
100% 0%
A
B
5. Which one of the flowering Methodologies do you find are more effective in
training.
(A) Lectures & demonstration (B) Lectures & discussion
(C) Lectures, case studies, discussion. demonstration & hand on practice
0%
10%
20%
30%
40%
50%
60%
70%
80%
8% 12% 80%
A
B
C
Page | 102
6. To what Extent ,p.c related training programmers are meeting your expectation
(A) To some extant (B) To the full extent (C) Not at all
0%
10%
20%
30%
40%
50%
60%
60% 36% 4%
A
B
C
7. Your organization considers training as a part of organizational strategy. Do you
agree with this statement.
(A) Strongly agree (B) Agree (C) Disagree
0%
10%
20%
30%
40%
50%
60%
46% 52% 2%
A
B
C
Page | 103
8. Do you feel that training improves relations between workers and management
(A) Yes (B) No
0%
20%
40%
60%
80%
100%
96% 4%
A
B
9. Are you aware of the online training information system introduced in
Vishakhapatnam steel plant
(A) Yes (B) No
0%
10%
20%
30%
40%
50%
60%
70%
66% 34%
A
B
Page | 104
10. Do you feel that the faculty providing training has enough knowledge about the
topic.
(A) Fully agree (B) Agree (C) Disagree
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
16% 82% 2%
A
B
C
11. “Enough practice is given for us during training period”. Do you agree with this
statement.
(A) Strongly agree (B) Agree (C) Disagree
0%
10%
20%
30%
40%
50%
60%
70%
80%
10% 76% 14%
A
B
C
Page | 105
12. How well is the work place of the training physically organized.
(A) Excellent (B) Average (C) Good (D) Bad
0%
10%
20%
30%
40%
50%
60%
34% 14% 52% 0%
A
B
C
D
13. TO per form other jobs in the steel plant, what training or experience do you
require.
(A) Safety awareness (B) Negotiation skills (C) Machine operations
0%
10%
20%
30%
40%
50%
60%
52% 36% 12%
A
B
C
Page | 106
14. The time duration given to the training period is
(A) Sufficient (B) To be extended (C) To be shortened (D) Manageable
0%
10%
20%
30%
40%
50%
60%
70%
62% 22% 2% 14%
A
B
C
D
15. What is the satisfaction level for the training programmers you have attended in
Vishakhapatnam steel plant
(A)Excellent (B) GOOD (C) Average (D) Poor
0%
10%
20%
30%
40%
50%
60%
70%
80%
14% 80% 6% 0%
A
B
C
D
Page | 107
16. Do you think attitude of the employee will change with the training program
(A) Yes (B) No
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
96% 4%
A
B
17. What are all the important barriers for training and development in
Vishakhapatnam steel plant
(A) Time (B) lack of interest by the staff (C) No availability of skilled
trainer
0%
10%
20%
30%
40%
50%
60%
60% 14% 26%
A
B
C
Page | 108
18. Do you think that training is one of the pre-requisites for higher productivity
(A) Yes (B) No
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
100% 0%
A
B
19. How do you rate the knowledge of faculty entrusted with your training.
(A) Excellent (B) Good (C) Satisfactory (D) Poor
0%
10%
20%
30%
40%
50%
60%
70%
24% 70% 6% 0%
A
B
C
D
Page | 109
20. How do you rate the utilization of time during the training program.
(A) Excellent (B) GOOD (C) Satisfactory (D) Poor
0%
10%
20%
30%
40%
50%
60%
70%
22% 66% 12% 0%
A
B
C
D
SUMMARY:
The graphical analysis for the various units clearly shows that the company‟s training
programs are very beneficial to the workmen and also the HR department has been successful
in implementing training programs which have met the needs of the workmen and also
beneficial to the company.
Training for all the workmen in various units like Knowledge sharing programs, Technical,
behavioral has been really beneficial to all the workmen and also to the employees.
The safety training is on of the most important training which have been undergone by many
of the workmen and many have been of the opinion that it is one of the most important
training the company is providing them.
Page | 111
FINDINGS
From the survey on workmen it is clearly evident that most of them are satisfied with the
training programs provided by the organization.The RINL-VSP, Visakhapatnam has put in
its best efforts in Implementing various training and development activities for the welfare of
workmen. The training programs have been fruitful to the organization as the productivity
levels as well as the overall work efficiency of the employees have increased after the
training programs.
However in the survey, We have found that
some of the employees haven‟t attended the training programs even though they have
been called for it.
Even though there pollution in the electrolysis department the company has been
successful in tackling this problem by providing the workmen with various guarding
equipments.
Workmen were not interested in training as the training program timings were
clashing with their shift timings.
Some of the workmen who are nearing retirement are not interested in attending
training programs.
Due to lack of encouragement some of the employees are not showing interest in the
training programs.
Training is being undergone by the same candidates in some of the units which is
resulting is disinterest in training for some workmen who are willing to take part in
the training programs.
Page | 112
SUGGESTIONS & RECOMMENDATIONS
After a detailed study and analysis on the training and development of employees we would
like to provide some suggestions to the HR department. They are:
Since most of the workmen are of the opinion that training program timings are
clashing with their work timings it is better to train the workmen at their workplace.
Setting up of various display boards related to their work, machinery which they will
be handling at their work place, Control rooms, Rest rooms etc.
Introducing more knowledge sharing programs and Behavioral training programs at
area specific zones will help the workmen to know more about the company and the
working process and other details and will also bring some attitudinal changes which
might bring in a change in the work culture (A new shift).
In today„s competitive world, attitude is the factor which is the dividing line between
failure and success. Thus recruitment of the employees must be made not only on
skills and knowledge but also the attitude of the employee. If an employee has a
positive attitude then training for him can be more effective for achieving a positive
effect on the climate.
The training should be qualitatively practical oriented.
Performance evaluation and post training evaluation is required for the
training to be effective.
Pre briefing & pre discussion assignment should be conducted to bring active
participation of the employees.
Support has to be given for implementing learning points before and after the
training.
360 degree training need analysis is to be implemented to improve the effective
training program and as well as for need analysis.
Page | 113
CONCLUSION
Analysis of all the facts & figures, the observations and the experience during the training
period gives a very positive conclusion/ impression regarding the training imparted by the
VSP trainers. The VSP is performing its role up to the mark and the trainees enjoy the
training imparted especially the reality learning and simulation.
The training imparted meets the objectives like:
Effectiveness of the training and its resultant in the performance of the employees.
Assists the employees to acquire skills, knowledge and attitude and also enhance the
same.
Helps to motivate employees and helps in avoiding mistakes.
It becomes quite clear that there is no other alternative or short cut to the development of
human resources. If we have to meet the challenges of technology, social and economic we
have to train the HR irrespective to their category at which they work in the organization. As
it is recognized fact that we cannot survive in tomorrow business„s world with yesterdays
method. And hence the continuous development of HR is prime need of todays organization.
It is the quality of human resources which determines the survival and growth of the
organizations There are many tools in the organizations such as Motivation ,Performance
Appraisalsystem,Communication,Leadershp,Interpersonalrelations,ManagingConflicts
and many more which have a direct influence on the growth of the organisation.
There are so many developmental areas in the organizations in which the employees are to be
given thorough training on a non stop basis. The trained employees should have adequate or even
surplus avenues to utilize their learning in the operation area for better productivity and industrial
climate. This is called an integration process. So if there is no integration process between the
training and development areas with the actual work environment the training programmes
become a ritual and mockery. The whole hearted support of all the personnel in the organization
is needed to achieve a high level of integration leading to the highest productivity and also a
conducive working climate on long term basis.
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BIBLIOGRAPHY
ESSENTIALS OF HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL
RELATIONS.
(P. Subba Rao)
PERSONAL MANAGEMENT
(Arun Monappa , Mirza Saiyadain)
PERSONNEL MANAGEMENT
(C.B. Memoria)
INDUSTRIAL RELATIONS & PERSONNEL MANAGEMENT
(Tripati)
PERSONNEL HUMAN RESOURCE MANAGEMENT
(David.A.Decen , Stephen.P.Robbins)
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www.indiansteel.com
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