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

Page | 1

CHAPTER – 1

Introduction to the study

Steel industry profile

Company profile

Page | 2

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.

Page | 3

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.

Page | 4

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”

Page | 5

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):

Page | 6

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

Page | 7

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.

Page | 8

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.

Page | 9

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

Page | 10

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.

Page | 11

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

Page | 12

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.

Page | 13

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.

Page | 14

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

Page | 15

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

Page | 16

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).

Page | 17

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.

Page | 18

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

Page | 19

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.

Page | 20

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

Page | 21

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

Page | 22

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.

Page | 23

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.

Page | 24

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.

Page | 25

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

Page | 26

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:

Page | 27

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.

Page | 28

MAIN PRODUCTS OF VSP

STEEL PRODUCTS:

Angles Billets Channels

Beams Squares Flats Rounds

Re-bars Wire Rods

Page | 29

BY PRODUCTS:

Nut Coke Coke Dust Coal Tar

Anthracene Oil HP Naphthalene Benzene

Page | 30

Toulene Zylene wash oil

Granulated Slag Lime Fines

Ammonium Sulphate

Page | 31

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

Page | 32

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

Page | 33

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

Page | 34

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.

Page | 35

CHAPTER -2

Research methodology and design

Objectives of the study

Need for the study

Scope of the study

Methodology

Limitations of the study

Page | 36

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.

Page | 37

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.

Page | 38

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

Page | 39

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.

Page | 40

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.

Page | 41

CHAPTER – 3

Review of Literature

Page | 42

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.

Page | 43

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)

Page | 44

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?

..

Page | 45

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?

Page | 46

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.

Page | 47

(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

Page | 48

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.

Page | 49

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 :-

Page | 50

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.

Page | 51

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.

Page | 52

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.

Page | 53

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:

Page | 54

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.

Page | 55

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.

Page | 56

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

Page | 57

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

Page | 58

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.

Page | 59

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

Page | 60

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)

Page | 61

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.

Page | 62

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

Page | 63

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.

Page | 64

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.

Page | 65

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.

Page | 66

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.

Page | 67

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

Page | 68

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

Page | 69

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

Page | 70

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:

Page | 71

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.

Page | 72

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

Page | 73

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

Page | 74

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.

Page | 75

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.

Page | 76

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

Page | 77

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 | 94

CHAPTER – 4

Questionnaire

Analysis

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 | 110

CHAPTER – 5

Findings

Suggestions &

recommendations

Conclusion

Bibliography

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.

Page | 114

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)

www.vizagsteel.com

www.indiansteel.com

www.google.com