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EXECUTIVE SUMMARY

In todays corporate and competitive world, it is mandatory to have highly

efficient and effective workforce in the organization, so the same is possible,

if we will adopt and implement the most effective and latest methods ofTraining and Development while preparing the workforce for the

organization.

Keeping the above fact in mind, the present report is prepared to give a

deep insight to the present situation of Training and Development.

The project focused on finding out the Effective Method of Training and

Development. The stated objective of the study was further broken down to

secondary objectives which aimed at finding information regarding the

frequency of the training program to be designed with-in a year, usual

methods of Training and development, length of training and development

module, use of audio/visual aids etc.

The exploratory research was carried out with 50 respondents with a set of

19 open ended questions. A survey was conducted in the corporate offices

with the employee (Of Managerial Level) based on the questionnaire to knowthe situation.

The exploratory findings helped us in determining the key factors which

needed to be further explored for making training program more effective.

Each of the questions was designed to satisfy at least one of the secondary

objectives of the research. The response format was of a mixed variety

which also helped in better determination of outcomes.

The results are based on the percentage share of the sample for each

question of the questionnaire. The Pie Chart is used to display the result.

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Chapter-1

GLOBAL STEEL SCENARIO & INDIAN STEEL INDUSTRY

Introducti o n

Though Iron and steel have been used by men for almost 6000 years, yet the modern form of iron

and steel industry came into being only during the 19th century. The growth and development of

iron and steel industry in the world until the Second World War was comparatively slower. But

the industry has grown very rapidly after the Second World War. World production of steel,

which was only 28.3 million tons (MT) in 1900, rose to 695 MT by 1992. The oil crisis of the

seventies affected the entire economy of the world including the steel industry. The position

started improving after 1983 and peaked at 780 MT in 1989. World Steel production is around

1322MT in 2007.

Steel is crucial to the development of any modern economy and is considered to be the backbone

of human civilization. The level of per capita consumption of steel is treated as an important

index of the level of socioeconomic development and living standards of the people in any

country. It is a product of a large and technologically complex industry having strong forwardand backward linkages in terms of material flows and income generation. All major industrial

economies are characterized by the existence of a strong steel industry and the growth of many

of these economies has been largely shaped by the strength of their steel industries in their initial

stages of development.

STEEL INDUSTRY IN INDIA

Steel has been the key material with which the world has reached to a developed position. All the

engineering machines, mechanical tools and most importantly building and construction

structures like bars, rods, channels, wires, angles etc are made of steel for its feature being hard

and adaptable. Earlier when the alloy of steel was not discovered, iron was used for the said

purposes but iron is usually prone to rust and is not so strong. Steel is a highly wanted alloy over

the world. All the countries need steel for the infrastructural development and overall growth.

Steel has a variety of grades i.e. above 2000 but is mainly categorized in divisions steel flat and

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steel long, depending on the shape of steel manufactured. Steel flat includes steel products in flat,

plate, sheet or strip shapes. The plate shaped steel products are usually 10 to 200 mm and thin

rolled strip products are of 1 to 10 mm in dimension. Steel flat is mostly used in construction,

shipbuilding, pipes and boiler applications. Steel long Category includes steel products in long,

bar or rod shape like reinforced rods made of sponge iron. The steel long products are required to

produce concrete, blocks, bars, tools, gears and engineering products. After independence,

successive governments placed great emphasis on the development of an Indian steel industry. In

Financial Year 1991, the six major plants, of which five were in the public sector, produced 10

million tons. The rest of India steel production, 4.7 million tons, came from 180 small plants,

almost all of which were in the private sector. India's Steel production more than doubled during

the 1980s but still did not meet the demand in the mid-1990s, the government was seeking

private-sector investment in new steel plants. Production was projected to increase substantially

as the result of plans to set up a 1 million ton steel plant and three pig-iron plants totaling

600,000 tons capacity in West Bengal, with Chinese technical assistance and financial

investment. The commissioning of Tata Iron & Steel Company's production unit at Jamshedpur,

Bihar in 1911-12 heralded the beginning of modern steel industry in India. At the time of

Independence in 1947 India's steel production was only 1.25 Mt of crude steel. Following

independence and the commencement of five year plans, the Government of India decided to set

up four integrated steel plants at Rourkela, Durgapur, Bhilai and Bokaro. The Bokaro plant was

commissioned in 1972. The most recent addition is a 3 Mt integrated steel plant with modern

technology at Visakhapatnam. Steel Authority of India (SAIL) accounts for over 40% of India's

crude steel production. SAIL comprises of nine plants, including five integrated and four special

steel plants. Of these one was nationalized and two were acquired; several were set up in

collaboration with foreign companies. SAIL also owns mines and subsidiary companies.

GROWTH OF INDIAN STEEL SECTOR

India is amongst the cheapest producers of hot metal in the world. The cost advantage mainly

arises from the abundant availability of cheap and good quality iron ore. Besides, overall

manpower cost is also low. However, these advantages are nullified to some extent due to low

labor productivity, high energy & power costs and high finance charges. The expansion plans of

steel majors are likely to put tremendous pressure on the availability of inputs and infrastructure

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resources within the country. The nation is endowed with large iron ore reserves, but their

development and exploitation would require huge resources. Besides, the effects on the

environment where virgin areas are being exploited needs to be addressed. Availability of coking

coal is expected to remain a serious constraint. Coking coal supplies from public sector coal

companies have been declining over the years, leading to higher imports. Traditional coking coal

and coke suppliers such as China have also curtailed exports in order to feed their expanding iron

& steel industry.

The steel industry needs to remain competitive by improving efficiency across the entire value

chain in an integrated manner. Hence, logistics would be an important area of concern for the

steel industry. This involves development of ports, smoother transportation to and from

ports, rationalization of inland freight charges as well as better road movement facilities. During

the early 90s, the Sponge Iron industry was especially promoted to provide an alternative

material to steel melting scrap, which at that time was increasingly becoming scarce. Since then

India has emerged as one of the largest producers of Sponge Iron. This provides good

opportunities to steel industry as a substitute of scrap. Considering the erratic power supply

position in the country as well as high power tariffs, rising scrap prices and plentiful indigenous

iron ore reserves would mean that the most suitable steel making technology for India would be

the integrated route.

CONTRIBUTION OF COUNTRIES TO GLOBAL STEEL

INDUSTRY

The countries like China, Japan, India and South Korea are in the top of the above in steel

production in Asian countries. China accounts for one third of total production i.e. 419m ton,

Japan accounts for 9% i.e. 118 m ton, India accounts for 53m ton and South Korea is accounted

for 49m ton, which all totally becomes more than 50% of global production. Apart from this

USA, BRAZIL, UK accounts for the major chunk of the whole growth.

DEMAND OF STEEL IN INDIA

Driven a booming economy and concomitant demand levels, consumption of steel has grown by

12.5 per cent during the last three years, well above the 6.9 percent envisaged in the National

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Steel Policy. Steel consumption amounted to 58.45 mt in 2006-07 compared to 50.27 mt in 2005-

06, recording a growth rate of 16.3 per cent, which is higher than the world average. During the

first half of the current year, steel consumption has grown by 16 per cent. A study done by the

Credit Suisse Group says that India's steel consumption will continue to grow by 17 per cent

annually till 2012, fuelled by demand for construction projects worth US$ 1 trillion. The scope

for raising the total consumption of steel in the country is huge, as the per capita steel

consumption is only 35 kg compared to 150 kg in the world and 250 kg in China. With this surge

in demand level, steel producers have been reporting encouraging results. For example, the top

six companies, which account for 70 percent of the total production capacity, have recorded a

year-on-year growth rate of 13.4 per cent, 15.7 per cent and 11.7 per cent in net sales, operating

profit and net profit, respectively, during the second quarter of 2007-08 We expect strong

demand growth in India over the next five years, driven by a boom in construction (43%-plus of

steel demand in India). Soaring demand by sectors like infrastructure, real estate and

automobiles, at home and abroad, has put India's steel industry on the world steel map.

The Steel Industry in India is poised for faster growth in the decade ahead as the

industrial and economic development of the country gains pace. What however cannot be

ignored is that increasing emphasis on globalization and liberalization will closely link the

fortunes of the Indian steel industry to the global market. The domestic outlook for finished steel

has been estimated as follows:

Domestic Market Growth Outlook

GrowthTrajectory 2006-2007(million tons) 2011-12(million tons)

GDP @ 6.5% 39.5 - 40.7 57.8 - 59.9

(Source: CPR)

The total steel consumption of finished steel in India has been estimated to touch 60 million tons from

the current level of over 40 million tons. It is important to note that despite the near doubling of the

consumption level in the country, per capita domestic consumption would continue to be substantially

below the world average, which is about 145 kg.

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Amongst the steel consuming segments, transportation of petroleum products, household appliances, and

automobiles are expected to have the fast growth. However, even a modest growth of 4.4% growth in

the construction sector will translate into a large increase in actual consumption volumes. Thus

construction will contribute towards a high proportion of incremental demand in future.

Projected Consumption Growth of Finished Steel in Major Domestic Segments

Segment 2006-07 2011-12

Construction 4.9% 4.4%

Fabrication 5.5% 4.9%

Automobile 6.7% 6.0%

Transportation of Petroleum Products 21.6% 19.4%

Tube making 4.2% 3.8%

Household Appliances 7.9% 7.9%

(Source: CPR)

STEEL PRODUCTION IN INDIA

India is one of the few countries where the steel industry is poised for rapid growth. Indias share in

world production of crude steel increased from 1.5% in 1981 to around 3.5 % in 2004. While plant

closures and privatization are rare in India, the private sector is considered to be the engine of growth in

the steel industry and technological changes and modernization are taking place in both the public and

the private sector integrated steel plants in India. Steel production of India accounted for 14.33 million

tons in 1990-91, which gradually increased to 36.12 million tons in 2003-04, as shown in Table III. The

Indian steel industry got a giant importance in the recent past when the Tata Steel purchased the Corus

steel. Today India plays a significant role in the production of steel in the world. The Indian steel

industry is growing at 8.74 % of CAGR. Steel demand continued to remain upbeat in 2008-2009 with

consumption of finished steel growing by a decent 6.8% during April-may 2008. During same period

import surged by 10 %, to 0.7 million tons, while export reported a 33% decline to 0.6 million tons.

While imports and consumption of finished steel reported a healthy rise, production of the steecontinued to rise at a tepid pace. During April 2008 finished steel output rose by a modest 3.8 %. Further

in may it increased by 5.2%. Aggregate production growth during April-may stood at 5.1 % In view of

no major capacities coming on-stream we estimate finished steel production to touch 60 million tons in

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2008-2009. On the basis for last year of 52.7 million tons, the steel production growth for 2008-2009

comes to around 14 %.

PRODUCTION OF STEEL IN INDIA

PRODUCTION OF FINISHED CARBON

STEEL (In million tonnes)

Year

Main

Produce

rs

Seconda

ry

Produce

rs

Gran

d

Total

% of share of

Secondary

Producers

1991-92 7.96 6.37 14.33 14.5%1992-93 8.41 6.79 15.20 44.7%

1993-94 8.77 6.43 15.20 42.3%

1994-95 9.57 8.25 17.82 46.3%

1995-96 10.59 10.81 21.40 50.6%

1996-97 10.54 12.18 22.72 53.6%

1997-98 10.44 12.93 23.37 55.32%

1998-99 9.86 13.24 23.82 57.32%

1999-2000 11.20 15.51 26.71 58.07%

2000-2001 12.51 17.19 29.7 57.88%

2001-200213.05 17.58 30.63 57.4 %

2002-03 14.39 19.28 33.67 57.27 %

2003-04 15.19 21.00 36.19 58.03 %

2004-05 15.61 24.44 40.05 61.02 %

2005-06 (Prov.) 16.236 26.40042.63

661.92 %

2006-07 17.390 32.00049.39

064.79 %

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2007-08 (Apr-Jan

08)14.675 31.900

46.57

568.49 %

INDUSTRY STRUCTURE

The iron and steel industry in India is organized in three categories viz. main producers, other major

producers and the secondary producers. The main producers and other major producers have integrated

steel making facility with plant capacities over 0.5 MT and utilize iron ore and coal/gas for production

of steel. In 2004-05, the main producers i.e. SAIL, TISCO and RINL had a combined capacity of around

19.3 MT and capacity utilization was 104 percent. The other major producers comprising of ESSAR

ISPAT and JVSL had a capacity of 6.4 MT with capacity utilization of 97 percent. The

secondary sector includes sponge iron producers, mini blast furnaces, electric arc furnaces, rollers

etc. This sector has a production capacity of 32.7 MT in 2004-05

SWOT An al ysis of The Industry

The strengths, weaknesses, opportunities and threats for the Indian steel industry have been tabulated

below. The national steel policy lays down the broad roadmap to deal with all of them.

Strengths1. Availability of iron ore and coal

2. Low labor wage rates3. Abundance of quality manpower4. Mature production base

Weaknesses1. Unscientific mining2. Low productivity3. Coking coal import dependence4. Low R&D investments5. High cost of debt6. Inadequate infrastructure

Opportunities1. Unexplored rural market2. Growing domestic demand3. Exports4. Consolidation

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Threats1. China becoming net exporter2. Protectionism in the West3. Dumping by competitors

MAJOR PLAYERS OF STEEL IN INDIAPUBLIC SECTOR

STEEL AUTHORITY OF INDIA LIMITED (SAIL)

Steel Authority of India Limited (SAIL) is a company registered under the Indian Companies

Act, 1956 and is an enterprise of the Government of India. It has five integrated steel plants at

Bhilai (Chattisgarh), Rourkela (Orissa), Durgapur (West Bengal), Bokaro (Jharkhand) andBurnpur (West Bengal). SAIL has three special and alloy steel plants viz. Alloy Steels Plant at

Durgapur (West Bengal), Salem Steel Plant at Salem (Tamilnadu) and Visvesvaraya Iron & Steel

Plant at Bhadravati (Karnataka). In addition, a Ferro Alloy producing plant Maharashtra

Elektrosmelt Ltd. at Chandrapur, is a subsidiary of SAIL. SAIL has Research & Development

Centre for Iron & Steel (RDCIS), Centre for Engineering & Technology (CET), SAIL Safety

Organisation (SSO) and Management Training Institute (MTI) all located at Ranchi; Central

Coal Supply Organisation (CCSO) at Dhanbad; Raw Materials Division (RMD), Environment

Management Division (EMD) and Growth Division (GD) at Kolkata. The Central Marketing

Organisation (CMO), with its head quarters at Kolkata, coordinates the country-wide marketing

and distribution network.

RASHTRIYA ISPAT NIGAM LTD. (RINL)

RINL, the corporate entity of Visakhapatnmam Steel Plant (VSP) is the first shore based

integrated steel plant located at Visakhapatnam in Andhra Pradesh. The plant was commissioned

in August 1992 with a capacity to produce 3 million tonne per annum (mtpa) of liquid steel. The

plant has been built to match international standards in design and engineering with state-of- the-

art technology incorporating extensive energy saving and pollution control measures. Right from

the year of its integrated operation, VSP established its presence both in the domestic and

international markets with its superior quality of products. The company has been awarded all

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the three International standards certificates, namely, ISO 9001:2000, ISO 14001: 1996 and

OHSAS 18001: 1999. RINL was accorded the prestigious Mini Ratna status by the Ministry of

Steel, Govt. of India in the year 2006 and the company is gearing up to complete the ambitious

expansion works to increase the capacity to 6.3 mtpa by 2009. RINL has prepared a road map to

expand the plants capacity up to 16 mtpa in phases.

MSTC LTD.

MSTC Ltd. (formerly Metal Scrap Trade Corporation Ltd.) was set up on the 9th September,

1964 as a canalizing agency for the export of scrap from the country. With the passage of time,

the company emerged as the canalizing agency for the import of scrap into the country. Import of

scrap was de-canalised by the Government in 1991-92 and MSTC has since then moved on to

marketing ferrous and miscellaneous scrap arising out of steel plants and other industries and

importing Coal, Coke, Petroleum products, semi finished steel products like HR Coils and export

primarily Iron ore. The Company has also established an e-auction portal and undertakes e-

auction of Coal, Diamonds and Steel Scrap and has developed an e- procurement portal in house

FERRO SCRAP NIGAM LTD. (FSNL)

FSNL is a wholly owned subsidiary of MSTC Ltd. with a paid up capital of Rs. 200 lakh. The

Company undertakes the recovery and processing of scrap from slag and refuse dumps in the

nine steel plants at Rourkela, Burnpur, Bhilai, Bokaro, Visakhapatnam, Durgapur, Dolvi, Duburi

& Raigarh. The scrap recovered is returned to the steel plants for recycling/ disposal and the

Company is paid processing charges on the quantity recovered at varying rates depending on the

category of scrap. Scrap is generated during Iron & Steel making and also in the Rolling Mills.

In addition, the Company is also providing Steel Mill Services such as Scarfing of Slabs,

Handling of BOF Slag, etc.

HINDUSTAN STEELWORKS CONSTRUCTION LTD. (HSCL)

HSCL was incorporated in June 1964 with the primary objective of creating in the Public Sector

an organisation capable of undertaking complete construction of modern integrated Steel Plants.

HSCL had done the construction work of Bokaro Steel Plant, Vizag Steel Plant and Salem Steel

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Plant from the inception till commissioning and was associated with the expansion and

modernisation of Bhilai Steel Plant, Durgapur Steel Plant, IISCO (Burnpur) and also Bhadravati

Steel Plant. With the tapering of construction activities in Steel Plants, the company intensified

its activities in other sectors like Power, Coal, Oil and Gas. Besides this, HSCL diversified in

Infrastructure Sectors like Roads/Highways, Bridges, Dams, Underground Communication and

Transport system and Industrial and Township Complexes involving high degree of planning,

co-ordination and modern sophisticated techniques. The company has developed its expertise in

the areas of Piling, Soil investigation, Massive foundation work, High rise structures, Structural

fabrication and Erection, Refractory, Technological structures and Pipelines, Equipment

erection, Instrumentation including testing and commissioning. The company has also

specialised in carrying out Capital repairs and Rebuilding work including hot repairs of Coke

Ovens and Blast Furnaces and other allied areas of Integrated Steel Plants.

MECON LTD.

MECON is one of the leading multi-disciplinary design, engineering, consultancy and

contracting organization in the field of iron & steel, chemicals, refineries & petrochemicals,

power, roads & highways, railways, water management, ports & harbours, gas & oil, pipelines,

non ferrous, mining, general engineering, environmental engineering and other related/

diversified areas with extensive overseas experience. MECON, an ISO: 9001- 2000 accredited

company, registered with World Bank (WB), Asian Development Bank (ADB), European Bank

for Reconstruction and Development (EBRD), African Development Bank (AFDB), and United

Nations Industrial Development Organisation (UNIDO), has wide exposure and infrastructure

for carrying out engineering, consultancy and project management services for mega projects

encompassing architecture & town planning, civil works, structural works, electric, air

conditioning & refrigeration, instrumentation, utilities, material handling & storage,

computerization etc. MECON has collaboration agreements with leading firms from the USA,

Germany, France, Italy, Russia, etc. in various fields. The authorized share capital of the

company is Rs. 10,400 lakh (previous year Rs. 4,100 lakh) against which the paid up capital is

Rs. 10,313.84 lakh (previous year Rs. 4,013.84 lakh). All the shares are held by the Government

of India.

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PRIVATE SECTOR

The private sector of the Steel Industry is currently playing an important and dominant role in

production and growth of steel industry in the country. Private sector steel players havecontributed nearly 67% of total steel production of 38.08 million tons to the country during the

period April-December, 2007. The private sector units consist of both major steel producers on

one hand and relatively smaller and medium units such as Sponge iron plants, Mini Blast

Furnace units, Electric Arc Furnaces, Induction Furnaces, Rerolling Mills, Cold-rolling Mills and

Coating units on the other. They not only play an important role in production of primary and

secondary steel, but also contribute substantial value addition in terms of quality, innovation and

cost effective.

TATA STEEL LTD.

Tata Steel has an integrated steel plant, with an annual crude steel making capacity of 5 million

tons located at Jamshedpur, Jharkhand. Tata Steel has completed the first six months of fiscal

2007-08 with impressive increase in its hot metal production. The hot metal production at 2.76

million tons is 4.6%more compared to the corresponding period of the previous year. The crude

steel production during the period was 2.43 million tons which is marginally lower than the

production of 2.45 million tons last year. The saleable steel production was at a lower level

during the period April September, 2007 (2.34 million tons) compared to the corresponding

period of last year (2.36 million tons).The Company has planned to take the capacity to 10

million tons by the fiscal year 2010. Tata Steels Greenfield projects in Orissa and Chattisgarh

are progressing on schedule with placement of equipment order for Kalinganagar Project in

Orissa and commencement of the land acquisition process.

ESSAR STEEL LTD. (ESL)Essar Steel Holdings Ltd. (ESHL) is a global producer of steel with a footprint covering India,

Canada, USA, the Middle East and Asia. It is a fully integrated flat carbon steel manufacturer

from iron ore to ready-to-market products. ESHL has a current global capacity of 8 million tons

per annum (MTPA). With its aggressive expansion plans in India and other parts of Asia and

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North America, its capacity is likely to go up to 25 MTPA by 2012. Its products find wide

acceptance in highly discerning consumer sectors, such as automotive, white goods,

construction, engineering and shipbuilding. Essar Steel Ltd., the Indian Company of Essar Steel

Holdings Limited, is the largest steel producer in western India, with a current capacity of 4.6

MTPA at Hazira, Gujarat, and plans to increase this to 8.5 MTPA. The Indian operations also

include an 8 MTPA beneficiation plant at Bailadilla, Chattisgarh which has worlds largest slurry

pipeline of 267 km to transport beneficiated Iron Slurry to the pellet plant, and an 8 MTPA pellet

complex at Visakhapatnam. The Essar Steel Complex at Hazira in Gujarat, India, houses the

worlds largest gas-based single location sponge iron plant, with a capacity of 4.6 MTPA. The

complex also houses the steel plant and the 1.4 MTPA cold rolling complex. The steel complex

has a complete infrastructure setup, including a captive port, lime plant and oxygen plant. Essar

Steel produces highly customized value-added products catering to a variety of product segments

and is Indias largest exporter of flat products, selling close to half of its production to the highly

demanding US and European markets, and to the growing markets of South East Asia and the

Middle East. The companys products conform to quality specifications of international quality

certification agencies, like ABS, API, TUV Rhine Land and Lloyds Register. Essar Steel is the

first Indian steel company to receive an ISO 9001 and ISO 14001 certification for environment

management practices. During the year 2007-08, Essar was awarded costs ISO/TS 16949 and

OHSAS 18000 certification.

JSW STEEL LTD.

JSW Steel is a 3.8 MTPA integrated steel plant, having a process route consisting broadly of Iron

Ore Beneficiation Pelletisation Sintering Coke making Iron making through Blast

Furnace as well as Corex process Steel making through : BOF- Continuous Casting of slabs

Hot Strip Rolling Cold Rolling Mills. JSW Steel has a distinction of being certified for ISO-

9001:2000 Quality Management System, ISO-14001:2004 Environment Management System

and OHSAS 18001:1999 Occupational Health and Safety Management System. The capacity as

on 1.11.2007 stood at 3.8 MTPA and the capacity is likely to rise to 6.8 MTPA by 2008, and

further to 9.6 MTPA by 2010.

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JINDAL STEEL & POWER LTD. (JSPL)

Jindal Steel & Power Limited is one of the fast growing major steel units in the country. The

Raigarh plant of JSPL has a present capacity of 1.37 million tonne per annum (MTPA) sponge

iron plant, 2.40 MTPA Steel Melting Shop (SMS), 1.0 MTPA plant Mill, 2.30 sinter plant, 0.8

MTPA coke oven and a 330 MegaWatt captive power plant. During the year 2006-07, the

company produced 1.19 million tons of sponge iron, 0.8 million tons of various steel products,

0.57 million tons of hot metal and 0.21 million tons of rolled products. The performance of JSPL

during April-October 2007-08 was 0.68 million tons of sponge iron, 0.72 million tons of steel

products (slabs/blooms/billets/rounds), 0.68 million tons of hot metal, 0.27 million tons of rolled

products and 0.11 million tons of plates.

ISPAT INDUSTRIES LTD. (IIL)

IIL has set up one of the largest integrated steel plants in the private sector in India at Dolvi in

Raigad District, Maharashtra with a capacity to manufacture 3 million tons per annum of hot

rolled steel coils (HRC). The Dolvi complex also boasts of an ultra modern blast furnace (setup

by a group company Ispat

Metallics India Ltd.) capable of producing 2.0 million tons per annum of Hot Metal/ Pig Iron, a

2.0 million tons capacity Sinter Plant (newly commissioned) and a DRI plant with a capacity of

1.6 million tons per annum. The complex boast of an ultra modern captive jetty which meets the

plants requirement with regard to import of various raw material. In the coming years, after

augmenting necessary infrastructure facility, it has planned to export the goods from the captive

jetty. Further, the complex envisages adding a 110 MW captive power plant (which will use the

Blast Furnace gas) in near future.

The integrated steel plant is using the converter-cum-electric arc furnace route (CONARC

process) for producing steel. In this project, IIL have uniquely combined the usage of hot metal

and DRI (sponge iron) in the electric arc furnace for production of liquid steel for the first time inIndia. For casting and rolling of liquid steel, IIL has the state-of-the art technology called

compact strip production (CSP) process, which was installed for the first time in India and

produces high quality and specifically very thin gauges of Hot Rolled Coils.

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Chapter-2

SAIL: - An Overview

Formation of Hindustan Steel Limited

When the Government of India decided to enter into the field of Iron and Steel

production, it broadly envisaged not to run the firm as a departmental undertaking. Although

initially steel project administration was directly under a Ministry of the Central

Government, Hindustan Steel was formed as a Limited Company, with President of Indiaowning the shares on behalf of the people of India. Thus Hindustan Steel Limited was set up on

January 19, 1954.

Growth of Hindustan Steel Limited (1959-1973)

To start with, Hindustan Steel was designed to manage with only one plant that was coming up

at Rourkela. For Bhilai & Durgapur plants, the preliminary work was done by officials in Iron &

Steel Ministry. From April 1957, the supervision and control of the Bhilai & Durgapur Plants

were also transferred to Hindustan Steel. The registered office was originally in New Delhi,

moved to Calcutta in July 1956 and ultimately shifted to Ranchi in December 1959. Initially

Bokaro Project was also under HSL.

A new steel company Bokaro Steel Limited was incorporated in January 1964 to

construct and operate the steel plant at Bokaro. The 1 MT phase of Bhilai & Rourkela Steel

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Plants were completed by end of December 1961. The 1 MT phase of Durgapur was completed

in January 1962 after commissioning of wheel and axle plant. 2.5 MT phase of Bhilai was

completed on 2nd September, 1967 after commissioning of Wire Rod Mill. The last unit of

1.8 MT phase of Rourkela was Tandem Mill commissioned on 17th February, 1968 and 1.6 MT

phase of Durgapur was completed on 6th August 1969 after commissioning of furnace in SMS.

Thus, with the completion of 2.5 MT stage in Bhilai, 1.8 MT in Rourkela and 1.6 MT

phase of Durgapur, the total Crude Steel output from HSL was raised to 3.7 MT in 1968-69 and

4 MT in 1972-73.

Formation of Steel Authority Of India Limited

The Committee of Public Undertaking of the Fifth Lok Sabha was the first Parliamentary

Committee to undertake a significant review of the question of setting up a Holding Company

for steel. It was first considered in the Department of Steel in 1971 with the following two

objectives:

Rapid growth of the industrial sector, of the economy, of the state as a leading agent of

the growth process; and

Ability of the Government to divert investment into areas which are strategic from the

point of view of future development.

Based on the above considerations, the proposal to set up a holding company for Steel and

associated input industries was approved by the Government in January 1972.

Accordingly, the formation of Steel Authority of India Limited was approved by the Government

in December, 1972. The company was incorporated on January 24, 1973 with an authorised

capital of Rs.2,000 crores. In 1978 SAIL was restructured as an operating company.

Present Status of SAIL

Steel Authority of India Limited (SAIL) through its five integrated steel plants at Bhilai,

Bokaro, Burnpur, Durgapur and Rourkela accounts for major steel production capacity of

India.

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Three special steel plants at Bhadravati, Durgapur and Salem produce a wide range of

special steels, special alloy steels and stainless steel.

Today, SAIL is one of the largest corporate entities. Its innate strength lies in its

technologists and professionals and a trained manpower of over 1.34 Lakh including

subsidiary. It had a sales turnover of over Rs. 45,555 crores during 2007-08.

It is a fully integrated iron and steel maker, producing both basic and special steels for

domestic construction, engineering, power, railway, automotive and defense industries

and for sale in export markets.

Ranked amongst the top ten public sector companies in India in terms of turnover.

SAIL manufactures and sells a broad range of steel products, including hot and cold

rolled sheets and coils, galvanized sheets, electrical sheets, structural, railway products,plates, bars and rods, stainless steel and other alloy steels.

The company has the distinction of being Indias largest producer of iron ore and of

having the countrys second largest mines network. This gives SAIL a competitive

edge in terms of captive availability of iron ore, limestone, and dolomite which are

inputs for steel making.

SAIL's wide range of long and flat steel products is much in demand in the domestic as

well as the international market. This vital responsibility is carried out by SAIL's own

Central Marketing Organisation (CMO) and the International Trade Division. CMO

encompasses a wide network of 34 branch offices and 54 stockyards located in major

cities and towns throughout India.

With technical and managerial expertise and know-how in steel making gained over

four decades, SAIL's Consultancy Division (SAILCON) at New Delhi offers services

and consultancy to clients world-wide.

SAIL has a well-equipped Research and Development Centre for Iron and Steel

(RDCIS) at Ranchi which helps to produce quality steel and develop new technologies

for the steel industry. Besides, SAIL has its own in-house Centre for Engineering and

Technology (CET), Management Training Institute (MTI) and Safety Organisation at

Ranchi. The Environment Management Division and Growth Division of SAIL operate

from their headquarters in Kolkata. Almost all our plants and major units are ISO

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Certified.

Vision, Culture And Core Values

Vision

To be a respected world class corporation and the leader in Indian steel

business in quality, productivity, profitability and customer satisfaction.

Vision / Mission

Strategies / Goals

Systems StructureCulture

Core Values

CORE VALUES

Consistent with Companys vision, goals and strategies, SAIL adopted the following four

Core Values in 1995:

1. Customer Satisfaction: Customer comes first every time.

We do not compromise this value because we believe that this alone can enable us to

Achieve the vision of attaining market leadership.

2. Concern for People: Talent of our people is our greatest asset.

We believe that developing competence and commitment of our people for enhancing

their contribution, is important for achieving customer satisfaction, and thereby the

Prosperity of the company and the employees.

3. Consistent Profitability: Consistent profitability is essential for growth.

We believe that consistent and significant profitability must be essential outcome of all

Our activities. This is necessary for modernisation, growth and market leadership

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4. Commitment to excellence: SAIL does it better.

We are committed to harnessing the full potential of all our resources, through creativity,

Continuous improvements and teamwork. We believe that this is important for making

SAIL the best organisation so that our customers, employees and shareholders have a

Sense of pride.

Some examples of core values are given below:

(a) Customer Satisfaction

(i) Order booking should be communicated to Production Planning andControl (PPC) on the same day by the marketing branches.

(ii) The PPC should start with quality and delivery commitment to customer.

(b) Concern for People

(i) Concern for safety and health of our employees and quality of their work- lifeshould always guide all our decisions and actions.

(ii) Every manager must communicate core-values both by words and actionsbehavioral deviations reflecting non-adherence to Core Values must bediscouraged.

(c) Consistent Profitability

(i) Since only those actions which(ii) We must use all resources optimally and avoid the tendency of asking and

giving more resources.

(d) Commitment to Excellence

(i) Rated capacity should be considered the minimum benchmark rather than themaximum limit.

Norms of Behavior

The behavior of everyone should reflect priority to the Core Value of customer

satisfaction in relation to all other Core Values. Since our vision is to achieve market leadership

through customer satisfaction, it is critical to establish and nourish all those behavior, which

we directly or indirectly contribute towards enhancing level of satisfaction of our

customers on a continuing basis.

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Major Units

Integrated Steel Plants

Bhilai Steel Plant (BSP) in Chhattisgarh

Durgapur Steel Plant (DSP) in West Bengal

Rourkela Steel Plant (RSP) in Orissa

Bokaro Steel Plant (BSL) in Jharkhand

IISCO Steel Plant (ISP) in West Bengal

Special Steel Plants

Alloy Steels Plants (ASP) in West Bengal

Salem Steel Plant (SSP) in Tamil Nadu

Visvesvaraya Iron and Steel Plant (VISL) in Karnataka

Subsidiary

Maharashtra Elektrosmelt Limited (MEL) in Maharashtra

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CHAPTER-3

pg. 21

Joint Ventures

SAIL has promoted joint ventures in different areas ranging from power plants to e-commerce.

NTPC SAIL Power Company Pvt. Ltd

A 50:50 joint venture between Steel Authority of India Ltd. (SAIL) and NationalThermal Power Corporation Ltd. (NTPC Ltd.), it manages the captive power plants at

Rourkela, Durgapur and Bhilai with a combined capacity of 314 megawatts

(MW). It has taken up expansion of its installed capacity by implementation of 500

MW (2 x 250 MW Units) power plant at Bhilai. Likely commercial generation of 1st

Unit by Sept '08 and that of 2nd Unit by March '09.

Bokaro Power Supply Company Pvt. Limited

This 50:50 joint venture between SAIL and the Damodar Valley Corporation

formed in January 2002 is managing the 302-MW power generation and 1880 tons

per hour steam generation facilities at Bokaro Steel Plant. BPSCL is currently

expanding its capacity by installing 2x250 MW coal based thermal unit at Bokaro.

Mjunction Services Limited

A joint venture between SAIL and Tata Steel on 50:50 basis, this company promotes

e-commerce activities in steel and related areas. New added services includes E-

Assets sales, Events & Conferences, Coal Sales & Logistics, Publications etc.

Bhilai JP Cement Ltd

SAIL has also incorporated a joint venture company with M/s Jaiprakash Associates

Ltd to set up a 2.2 MT cement plant at Bhilai. Likely to commence operations by

March'2010

SAIL & MOIL Ferro Alloys (Pvt.) Limited

SAIL has incorporated a joint venture company with M/s Manganese Ore (India)

Ltd to set up ferro-manganese and silico-manganese plants at Nandini / Bhilai, of

1.0 lakh tonne capacity.
http://www.metaljunction.com/http://www.metaljunction.com/

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MEANING OF TRAINING & DEVELOPMENT(Its Meaning, Definition)

The Rung of a ladder was never meant to rest upon,but to hold your foot long enough to put your foot

longer.

TRAINING

A planned process to modify attitude, Knowledge or skill behavior through learning experience

to achieve effective performance in an activity or range of activities. Its purpose, in the work

situation is to develop the abilities of the individual and to satisfy the current and future

manpower needs of the organization.

What is Training in terms of organization?

Transferring information and knowledge to employers and

equipping employers to translate that information and

knowledge into practice with a view to enhancing

organization effectiveness and productivity, and the

quality of the management of people.

DEVELOPMENT

Development is a systematic use of Knowledge or understanding gained form search, directed

towards the production of useful materials, devices, system or method including process.

Development is a long term educational process utilizing a systematic and organized procedure

by which managerial personnel learn conceptual and theoretical knowledge for general purpose.

Definition of Training

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Training is the process by which the attitudes, skills and abilities of employees to perform

specific jobs are increased.

It is any attempt to improve current or future employee performance by increasing an

employees ability to perform through learning, usually by changing the employees

attitude or increasing his or her skills and knowledge.

Training is an act of increasing the knowledge and skill of an employee for doing a

particular job. Training is a short-term educational process. Training bridges the

difference between job requirements and employees present specification.

Training and Development offer competitive advantage to a firm by removing performance

deficiencies; making their employees stay long; minimizing accidents, scrap and damage; and

meeting future employee needs. There is a greater stability, flexibility, and capacity for growth in

an organization Training contributes to employee stability in at least two ways. Employees

become efficient after undergoing training. Efficient employees contribute to the growth of the

organization which intern renders stability to the workforce. Needs assessment diagnoses present

problems and future to be met through training and development.

Needs Assessment occur at two levels Group and Individual Level

An individual obviously needs training when his or her performance falls short of standards, that

is, when there is performance deficiency. Inadequacy in performance may be due to lack of skills

or knowledge or any other problem. The problem of performance deficiency caused by absence

of skills and knowledge can be remedied by training. Faulty selection, poor job design,

improving quality or some personal problem may also result in poor performance.

Assessment of training needs must also focus on anticipated skills of an employee coping up

with the technology change, increasing variety in challenging tasks in their career path.

Individuals may also require new skills because of possible job transfers. Assessment of training

needs occurs at the group level too. Any change in the organizations strategy necessitates

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Trainin and Develo ment need = Standard erformance Actual Performance

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training of group of employees. The root of the TNA is the gap analysis. This is an assessment

of the gap between the knowledge, skills and attitudes that the people in the organization

currently possess and the knowledge, skills and attitudes that they require to meet the

organizations objectives.

OBJECTIVES OF TRAINING

Improve quality

Trained worker are less likely to make operational mistakes therefore they are able to maintain

the quality of the product.

Increase productivity-

Training can help employee to increase level of performance on their assignment. Increased

human performance directly leads to increased company profit.

Improve health and safety-

Proper training can help to prevent industrial Accidents. Safer environment can lead to more

stable mental attitudes on part of the employees.

Improve organizational climate-

Chain of positive reaction can result from a well planned training programmed.

To help company fulfill its personnel needs-

When the need arise organizational vacancies can more easily be staffed from internal sources if

a company initiates mountain an adequate training programmed for both its non supervisory

level and managerial level.

For personal growth-

Training programmed seems to give participants a wider awareness and an enlarged skill.

Develop competencies of employees and improve their performance.

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Reduce learning time for an employee starting in new jobs an appointment, transfer and

promotion. Better performance and increased innovation in strategies and product. It helps the

employees to increase their performance level.

Job satisfaction and increased employees moral

Training and development help employees to have high moral rate and the level of

satisfaction from their job is also high.

Help in assuming high responsibilities and adapt themselves to new job & technologies- it helps

employees to be more skilled in their work so as to handle greater responsibilities and adapt them

to new development technologies being changed.

Objectives of Training and Development at SAIL

All Training & Development programmes are conducted in different plants for

the non-executive staff. But the management training and development

programme for the senior staff is conducted in Management Training

Institute (MTI) in Ranchi. MTI is committed to enhance managerial

competence through continual improvement in the Quality of academic and

related support services.

OBJECTIVES

To provide need based managerial training to customer.

To facilitate the process of solving managerial problems of

customers.

To create and maintain an ambience that is conducive to

learning.

To enrich and disseminate management knowledge

through research and publications.

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To enhance competence of employees for continually

improving the performance of MTI through Training &

Development.

To ensure conducive work environment for the employees

and provide oppurtunities for their involvement.

Management Training Institute

In over four decades of its existence, MTI has played a crucial role in enhancing the managerial

competence of senior executives of SAIL. Known for its contributions towards management

training, consultancy and research, it is one of the finest in-company training institutes in Asia

and the first in the country to have the distinction of receiving ISO 9001 certification in 1994 for

management training and related support services. The institute has the distinction of having won

the coveted Golden Peacock National Quality Award in 1996 in the SME Category. MTI has

also won the National Award for Innovative Training Practices in an All India Competition

organized by Indian Society for Training and Development, New Delhi in 2005.

Quality Policy of MTI

MTI is committed to enhance managerial competence of its customers through continual

improvement in the Quality of Academic and related Support Services.

Profile of Activities

MTI caters to the managerial training needs of corporate cadre executives i.e. Asst. General

Managers to General Managers (E6-E8) of the Company. MTI also facilitates Corporate

Workshops for the Top Management for providing strategic direction to the Company. MTI

organizes customized training programmes and other HR interventions to meet thedevelopmental needs of senior executives of SAIL.

The Institute also designs and conducts innovative techno-managerial programmes like

Performance Improvement Workshops (PIWs) and Learning from Each Other Workshops (LEO)

that has given direct results on the shop-floor.

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Disseminating management knowledge through publications. GROWTH, the quarterly Journal

of MTI and the Annual Case Book are regular publications of MTI. In addition to that Faculty of

MTI have publishes a number of books and papers in national and international journals.

IMPORTANCE OF TRAINING AND DEVELOPMENT

There are many benefits of Training and Development to the organization as well as employee.We have categorized as under:-

1) Benefits for the organization

2) Benefits for the individual

3) Benefits for personnel and human relation, intra group and internal group relation and

policy implementation

1) Benefits for the organization

I. Improves communication between group and individuals.

II. Aid in orientation of new employee and those taking new job through transfer orpromotion.

III. Provides information on equal opportunities and affirmative action.

IV. Provides information on other government laws and administration policies.

V. Improve interpersonal skills.

VI. Makes organizational policies, rules and regulations viable.

VII. Builds cohesiveness in group.

VIII. Provides a good climate for learning, growth and co ordination.

IX. Makes the organization a better place to work and live.

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2) Benefits for the individual

I. Helps and individual in making better decision and effective problem solving.

II. Through training and development, motivational variables of recognition achievement,

growth, responsibility and advancement are internalized and operationalised.

III. Aid in encouraging and achieving selfdevelopment and self confidence.

IV. Helps a person handle stress, tension, frustration and conflict.

V. Provides information for improving leadership, knowledge, communication skills andattitudes.

VI. Increases job satisfaction and recognition.

VII. Moves a person towards personal goals while improving interactive skills.

VIII. Satisfies personal needs of a trainee.

IX. Provides the trainee an avenue for growth in his or her future.

X. Develops a sense of learning.

XI. Helps eliminate fear in attempting new task.

XII. Helps a person improve his listening skill, speaking skills also with his writing skills.

3) Benefits for personnel and human relation, intra group and internal grouprelation and policy implementation

I. Improves communication between group and individuals.

II. Aid in orientation of new employee and those taking new job throughtransfer or promotion.

III. Provides information on equal opportunities and affirmative action.

IV. Provides information on other government laws and administrationpolicies.

V. Improve interpersonal skills.

VI. Makes organizational policies, rules and regulations viable.

VII. Builds cohesiveness in group.

VIII. Provides a good climate for learning, growth and co ordination.

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IX. Makes the organization a better place to work and live.

CONSEQUENCES OF ABSENCE OF TRAINING NEEDS ASSESSMENT

The significance of needs assessment can be better understood by looking at the consequences of

inadequate or absence of needs assessment. Failure to conduct needs assessment can contribute

to:

Higher labor turnover

Increased overtime working

Poorer-quality applicants

Higher recruitment cost, including advertising, time and incentives

Greater pressure and stress on management and staff to provide cover

Pressure on job-evaluation schemes, grading structures, payments systems, and career

structures

Additional retention costs in the form of flexible working time, job-sharing, part-time

working, shift-working, etc

Need for job redesign and revision of job specification

A rise in workplace accidents

Lower performance than competitors

Benchmarking figures do not match or exceed competitors.

No

pg. 29

Start

Individual

training

Staff

OR

worker

HOD responsible for

identifying training needs of

P.A. will form basis

of need

Management

Staff/Workmen

Yes

THE TRAINING PROCESS

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METHODS OF TRAINING AND DEVELOPMENT

The choice of method of training depend upon cost, time available, number of person to be

trained, depth of knowledge required, background of trainees etc.

The methods are categorized into two categories:-

ON THE JOB TRAINING METHODS:

Job instruction training (JIT)

Vestibule training (training center training)

Training by experienced workmen

Demonstration and examples

pg. 30

Training need identification

form is filled for each

Finalization of individual

training needs in consultation

Training need

identification form

Based on the training needs

training plan & calendar for

Training plan is

implemented dept.

Review of the

training plan done

every six months &

All training records

and a MIS is

Individual

training needs

satisfied?

C/F for next

year

End

Ye

No

As per plan the trainers

are identified and

internal and external

programs are conducted

The training

effectiveness and

feedback of the

training is obtained

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Simulations

Apprenticeship

OFF THE JOB TRAINING METHODS:

Lecture

Conferences

Group discussion

Case study

Role playing

Programmed instruction

T-group training

Vestibule Training

This method utilizes equipment which closely resembles the actual ones used in the job.It is

performed in a special area set aside for the purpose and not at the workplace. The emphasis is

placed on learning skills than on production. It is however difficult to duplicate pressures and

realities of actual situations. Even though the kind of tension or pressure may be the same but the

employee knows it is just a technique and not a real situation. Also the employees behave

differently in real situations than in simulations. Also additional investment is required for the

equipment.

Apprenticeships and Coaching

It is involved learning from more experienced employee/s. This method may be supplemented

with other off-the-job methods for effectiveness. It is applied in cases of most craft workers,

carpenters, plumbers and mechanics. This approach uses high levels of participation and

facilitates transferability. Coaching is similar to apprenticeships. But it is always handled by a

supervisor and not by the HR department. The person being trained is called understudy. It is

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very similar to on the job training method. But in that case, more stress is laid on productivity,

whereas here, the focus is on learning.

In this method skilled workforce is maintained since the participation, feedback and job

transference is very high. Immediate returns can be expected from training almost as soon as

the training is over the desired outcomes can be seen in the trainee.

Simulation

It is any equipment or technique that duplicates as nearly as possible the actual conditions

encountered at the job. It is an attempt to create a realistic situation for decision-making. This

method is most widely used in Aeronautical Industry.

Job Instruction Training

It is used primarily to teach workers how to do their present jobs. Majority of the industrial

training is On the Job Training. It is conducted at the work site and in the context of the job.

Often, it is informal, as when experienced worker shows a trainee how to perform tasks. In this

method, the focus of trainers focus is on making a good product and not on good training

technique. It has several steps; the trainee first receives an overview of the job, its purpose and

the desired outcomes. The trainer then demonstrates how the job is to be performed and to give

trainee a model to copy, and since a model is given to the trainee, the transferability to the job

isvery high. Then the employee is allowed to mimic the trainers example. The trainee repeats

these jobs until the job is mastered.

Lectures

It is the verbal presentation of information by an instructor to a large audience. The lecturer is

presumed to possess knowledge about the subject. A virtue in this method is that it can be used

for large groups and hence the cost of training per employee is very low. However, this method

violates the principle of learning by practice. Also this type of communication is a one way

communication and there is no feedback from the audience because in case of very large groups

it is difficult to have interactive sessions. Long lectures can also cause Boredom.

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Audio/ Visuals

This is an extension of the lecture method. This method includes slides, OHPs, video Tapes and

Films. They can be used to provide a range of realistic examples of job conditions and situations

in the condensed period of time. It also improves the quality of presentation to a great extent.

Case Study

It is a written description of an actual situation in the business, which provokes the reader to

think and make decisions/ suggestions. The trainees read the case, analyze it and develop

alternative solutions, select the best one and implement it. It is an ideal method to promote

decision making skills. They also provide transference to an extent. They allow participation

through discussion. This is the most effective method of developing problem solving skills.

The method /approach to analysis may not be given importance. Many a times only the result at

the end of the case may be considered and not the line of thinking to approach it. This isa major

disadvantage since case studies must primarily be used to influence or mend the attitude or

thinking of an individual.

Role Playing and Behavior Modeling

This method mainly focuses on emotional (human relation) issues than other ones. The Essence

is on creating a real life situation and have trainees assumed parts of specific personalities

(mostly interchanged roles of boss and subordinate to create empathy for one another). The

consequence is better understanding of issues from the others point of view.

Concept of Behaviour Modeling:

Fundamental psychological process by which new patterns of behavior can be

acquired and existing ones can be altered.

Vicarious process learning takes place not by own experience but by

observation or imagination of others action.

It is referred to as copying, observational learning or imitation implying that it a

behavior is learned or modified through observation of others experiences.

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This change may be videotaped and showed to the trainee and he can review and critique

it.

It also helps him see the negative consequences that result from not using the

behaviour as recommended.

Sensitivity Training

It uses small number of trainees usually less than 12 in a group. They meet with a passive trainer

and get an insight into their own behavior and that of others. These meetings have no agenda and

take place away from the workplace. The discussions focus on why participants behave the way

they do and how others perceive them. The objective is to provide the participants with increased

awareness of their own behavior, the perception of others about them and increased

understanding of group process.

Examples: Laboratory training, encounter groups.

Laboratory training is a form of group training primarily used to enhance interpersonal skills. It

can be used to develop desired behaviors for future job responsibilities. A trained professional

serves as a facilitator. However once the training is over employees get back to being the way

they are.

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CHAPTER-4

REPORT OF THE

RESEARCH

TITLE:

To determine the Most Effective Method Of Training And Development In Corporates.

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TITLE JUSTIFICATION:

The above title is self explanatory. The study deals mainly with studying the latest trends in the

training and development prevailing in the corporate. It is to analyse the need of most effective

method that can be employed for the training, based on the present scenario while designing a

training module, so that the best can be given to get out the best.

OBJECTIVES OF THE PROJECT

Primary objective

To find out most Effective Method of Training and Development in Corporate.

To find out the latest trends in Training And Development Programs

To compare the Quality and Effectiveness of different Training and Development

Methods

Secondary objective

To find out, whether Training and Development Programs are effective in skill

enhancement or not.

To find out the minimum length of time period while designing a training module.

To find out the frequency for Training and Development Program in corporate.

To find out the conditions/circumstances when a Training is required.

To find out, whether an In House Training is more beneficial or Out House Training.

To find out, whether Seminars\Lectures are helpful in enhancing skills or not.

SCOPE OF THE STUDY

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Training and Development is a continuous process with -in the organization. An organization

constantly spends a large amount of its capital resources on the development of its Human

Resources. A well trained and developed Human Resource of Organizational is the measure of

its potential to carry out the work most effectively and efficiently.

Therefore the best methods should be employed in the organization; hence there occurs a need to

identify the most effective method of Training and Development. The study then goes on to

evaluate and analyze the findings so as to present a clear picture of trends in the training and

development.

SIGNIFICANCE OF THE STUDY

SIGNIFICANCE TO THE INDUSTRY:

This is a limited study which takes into consideration the responses of 50 people. This data can

be explorated to take in the trends across the industry. The significance for the industry lies in

studying these trends that emerge from the study.

Capital Resources are the most crucial resources along with Human Resources so both should be

optimally utilized. The significance of this research lies in the fact that the optimum utilization of

the organizations Capital may be achieved by implementing the best practices of Training and

Development at a lower cost.

SIGNIFICANCE FOR THE RESEARCHER:

To facilitate and provide all the useful information of the study, the Company, and the Industry

and also provide an in-depth knowledge about the required Training and Development Practices.

RESEARCH METHODOLOGY:

Research methodology is considered as the nerve of the project. Without a proper well-organized

research plan, it is impossible to complete the project and reach to any conclusion. The project

was based on the survey plan. The main objective of survey was to collect appropriate data,

which work as a base for drawing conclusion and getting result.

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Therefore, research methodology is the way to systematically solve the research problem.

Research methodology not only talks of the methods but also logic behind the methods used in

the context of a research study and it explains why a particular method has been used in the

preference of the other methods.

RESEARCH DESIGN

NON-PROBABILITY

EXPLORATORY & DESCRIPTIVEEXPERIMENTAL RESEARCH

The research is primarily both exploratory as well as descriptive in nature. The sources of

information are both primary & secondary.

A well-structured questionnaire was prepared and personal interviews were conducted to collect

the Trainees s well as Trainers perception and behavior, through this questionnaire.

SAMPLING METHODOLOGY

Sampling Technique:

Initially, a rough draft was prepared keeping in mind the objective of the research. A pilot study

was done in order to know the accuracy of the Questionnaire. The final Questionnaire was

arrived only after certain important changes were done. Thus my sampling came out to be

judgmental and convenient.

Sampling Unit:

The respondents who were asked to fill out questionnaires are the sampling units. These

comprise of employees of MNCs, Govt. Employees, and Self Employed etc.

Sample size:

The sample size was restricted to only 50 which comprised of mainly peoples working in

different Public & Private Corporate due to time constraints.

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Sampling Area :

The Regions of research are Delhi and Noida.

LIMITATIONS OF THE RESEARCH

1. The research is confined to a certain parts of Delhi and NCR and does not necessarily

shows a pattern applicable to all of Country.

2. Some respondents were reluctant to divulge personal information which can affect the

validity of all responses.

3. In a rapidly changing industry, analysis on one day or in one segment can change very

quickly. The environmental changes are vital to be considered in order to assimilate the

findings.

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CHAPTER-5

ANALYSIS AND

FINDINGS

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A series of questionnaire on Training and Development was filled by

employees of different Organizations. These employees are basically middle

level and senior level employees. Along with on the basis of interviews held,

the following pie charts and graphs have been prepared.

It has been found that majority of organizations have organized some form of

Training and Development program for their employees and almost 88% of

our respondents (i.e. 44 out of 50) have underwent some Training program.

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While interviewing my respondents, I found that majority of them agree to

the fact that Training and Development programs are very much necessary

for Individual Performance Enhancement. However a very few of the

respondents are under the opinion that Training & Development programs

are not at all necessary for Individuals Performance enhancement.

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However when the respondents were asked that how frequently the Training

programs should be organized, almost 50% of them said that organizing the

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Training program 2 or 3 times in a year is the best option that an

organization can have.

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The respondents know the importance of Training programs and believe that

training is required in all cases whether it is a case of new appointment or

promotion or of job rotation.

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However the respondents are also under the opinion that for skilldevelopment , it is Experience which is more beneficial than Training

Programs. They know that Nothing can beat the knowledge and skills gained

through Years of Experience.

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Usual methods of Training and Development used in your

organization

The major methods of Training & Development adopted in various

organizations include On the Job Training, Role Plays, Lectures & Seminars,

Training Workshops and In house Training Centres. In response to this

question some of the employees told that there are more than one method

used in their organization for employees training and overall development.

However On the Job Training is the most popular method used inorganizations which is followed by organizing Training Workshops.

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Infact about 84% of the respondents agree that On the Job Training is the

most effective method for ones training and skill development.

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Vestibule Training, i.e., providing training by artificially designing the work

environment was not found as a very good method for Training and

Development. Almost 50% of the respondents agree with it and around same

percentage of respondents disagree.

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68% of the respondents agree that Job Rotation is one of the best methods

to horn ones skills. Infact, Job Rotation, helps an employee to understand

the overall functioning of an organization.

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Lectures and Seminars can be used occasionlly, only on certain instances. In

actual practise it depends on the job and the type of training that it requires.

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Simulation Training Technique (Generating Hypothetical situation of the

Business World) is a great tool in context of enhancing Decision Making

Skills. The technique is widely practised.

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An In House Training Program is always more helpful as compared to a

Training program designed by a third party (Out House Training). Majority of

the respondents agree to it.

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Use of Audio or Visual Aids can make a Training Program more effective. It isvery well known that our brain can better imbibe those things that we see or

listen.

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Respondents are aware of the importance of Training Programs and think

that training programs should happen on a continuous basis. Although

training programs are a time consuming activity but are necessary for

employees growth and development. In the long run, these training

programs are helpful for the overall growth of an organization.

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The length of any Training & Development Program should be as per

requirement. There can be no ideal duration of a training program. It

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depends on the type of job for which training is to be provided and on the

level of employees for whom training is to be arranged.

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On the Job Training emerged as the most suitable method for designing a

training module. Apart from it, organizing Training workshops is also a good

option for the purpose.

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32 out of 50 respondents have attended either a Seminar or a Lecture on

Personality Development.

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Of the respondents who have attended some Seminar or Lecture on

Personlity Development, 13 of them found it to be useful to some extent; 10

of them found it of no use; 7 said that it was very useful in improving their

skills and 2 of them were unable to decide if it actually helped them or not.

FINDINGS

Training & Development is the most important process in an

organization to enhance the skills and capabilities of its

organizational workforce.

On the Job training is the most effective method for Training &

Development.

Almost 84% of the respondents agree with it. Besides this

method, Job Rotation and organizing Training Workshops are also

very effective in fulfilling the purpose.

For individuals Training as well as for skill Enhancement,

Personality Development Sessions are organized.

96% of the respondents believe that Training & Development

programs are important for individuals skills enhancement.

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The length of any Training & Development Program should be as

per the need of the job.

50% of the respondents are under the opinion that Training &

Development should be organized 2-3 times in a year.

Training is required in all cases whether it is a case of new

appointment or promotion or of job rotation.

78% of the respondents prefer In-House Training over Out-House

Training.

Lectures and Seminars can be used as a tool for Training &

Development at executive level, but only on certain instances.

Experience is more beneficial than Training programs for an

individuals skill development.

CONCLUSION AND SUGGESTIONS

The Length of Training and Development Programs should

depend upon the requirement of Job.

The Training and Development Programs should be

conducted 2-3 times a year.

The Training & Development program should be arranged

on the basis of Individual ability and understanding.

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For enhancing the Decisive Power, Simulation Technique

can be used.

As far as possible In House training should be

organized.

At Executive Level Lectures/Seminars should be preferred

than any other method of Training and Development.

For Personality Development Lectures should be organized

with in the organization, as they are cost effective and are easy

to understand.

Audio/ Visual Aids are very helpful in making the Training

And Development program more effective, so they must be used

as far as possible.

The latest methods that can be adopted for Training &

Development are Case Study method and Online Training.

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BIBLIOGRAPHY

REFERENCES

www.sail.co.in

www.google.co.in

www.wikipedia.com

Human Resource Management by Gary

Dessler

L M Prasad- Personnel Management

HR Manual , SAIL

http://steel.nic.in

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ANNEXURE

PERFORMANCE APPRAISAL

Students name : Programme:You are requested to provide your opinion on the following parameters.

Outstanding

A

Good

B

Satisfactory

C

Unsatisfactory

D

1. Technical knowledge gathered about the industry and thejob he/she was involved

2. Communication Skills: Oral/ Written/ Listening skills3. Ability to work in team4. Ability to take initiative5. Ability to develop a healthy long term relationship withclient6. Ability to create theoretical learning to practical learning

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7. Creativity and ability to innovate with respect to workmethods and procedures8. Ability to grasp new things9. Presentation skills10. Documentation skills

11. Sense of Responsibility12. Acceptability ( patience , pleasing manners, the ability toinstill trust, etc.)13. His / her ability and willingness to put in hard work14. Punctuality15. In what ways do you consider the student to be valuable tothe organization?

Consider the students value in term of:

(a) Qualification(b) Skills and Abilities(c) Activities /Roles performed

Any other comments____________________________________________________________________________________________________________________________________________________________

Assessor s overall rating

Assessors Name :Designation:Organization name and address:Email id:Contact No.:

QUESTIONNAIRE

1. Have you ever underwent any training and development program,

organized by your organization

(a)Yes (b) No

2. Training And Development Programs are important for Individuals

Performance Enhancement:

a) Strongly Agree b) Agree

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c) Disagree d) Strongly Disagree

3. In your opinion, how frequently training programs should to be

organized(a) Once a month (b) 2-3 times a year(c) Once in a year (d) as and when required

4. Training is more required in the case of only:

(a) New Appointment (b)Promotion

(b)During Job rotation (d) In all cases

5. Experience is more beneficial in skill development rather than training

(a)Strongly Agree (b) Agree

(c)Disagree (d) Strongly Disagree

6. What are the usual method of Training and Development in yourorganization

(a)On the Job Training

(b)Role plays

(c) Lectures and Seminars

(d)Training Workshops

(e)Have well developed Training Centre for In House Training

7. On the Job Training (Along with work) is most effective way for Trainingand Skill Development:



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8. If Training is provided by artificially designing the work environment inthe organization, then it will be more beneficial to trainee as well asother staff as they will not get suffer(Vestibule Training):



9. Job rotation is one of the best practice for Training, Knowledge and SkillDevelopment:



10. Do you think Lectures/Seminars can be used as a tool for

Training and Development at Executive Level:(a)Cannot be used (b) Are Less Effective

(c)Only for certain instances (d) Most effective method

11. For enhancing Decision Making Skills, Simulation TrainingTechnique(Generating Hypothetical Situation of the Business World), isa best method:



12. A Training designed by Organization itself will be more helpful ascompared to the training designed by third party(Out House Training):



13.Use of Audio/Visual Aids in Training And Development Programs makesit more effective:



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14.Training and Development should be a continuous process or it isrequired during new recruitment only:

(a)Should be a continuous process (b) Time Consuming

Activity

(c)Necessary only during new recruitments (d) both b and c

15.The length of Training and Development Program should be:

(a)Less than 1 week (b)About 1 Week

(b)Approx. 15 Days (d) As Per Requirement

16.In your opinion which method is best suitable while Designing aTraining Module:

(a)On the Job Training

(b)Role plays

(c) Lectures and Seminars

(d)Training Workshops

(e)In House Training at Organizations Training Centre

17.Have you ever attended any Seminar\Lecture for Personality Development:

(a) Yes (b) No

If Yes, then proceed to Q.18, otherwise leave that

18.Was that helpful in improving any of your related skills:

(a) To some extent (c)Not beneficial at all

(b) Was Very Helpful (d)Unpredictable

19.Any other method of Training and Development employed by yourorganization (Please Specify)

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55417361 sail project

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