1

INTRODUCTION OF ORGANISATION

Oriental Structural EngineersOriental Structural Engineers is a company dedicated to infrastructure development, specializing in Runways and Highways. It has been in existence for over three decades in India and elsewhere. Driven by Technology and supported by a capable team, they are always raring to go, and eager to scale new heights. OSE business is shaped by innovative thinking, vast competence, working in a spirit of partnership and maintaining transparency.

OSE completed most of the works of large magnitude and complex nature in 1-6 months ahead of contracted schedule and never delayed any work even for a day. It has earned a reputation of earning bonus for early completion of Projects.

Other group companies include L.P Castings Ltd, one of the most sophisticated aluminium die casting units, engaged in the manufacture of aluminium castings for the automotive industry, Continental Engineers Ltd., engaged in internal and external machining of intricate cylinder heads for indigenous and imported cars with worldwide exports, Bombay Builders (India) Pvt. Ltd., a construction company engaged in real estate development of housing and commercial complexes and Central Park Estates (P) Ltd., real estate developers of Hotels, Residential & Commercial Complexes.

Oriental Structural Engineers Private Ltd. (OSE) is one of the constituents of Bakshi Mark Pvt. Ltd.. It is a large industrial group located at Delhi with an annual turnover of Rs. 8000 million / USD 180 million. The company was incorporated in 1972 and is based in New Delhi, India. Financial soundness of the Group gives the company additional financial backing if ever required. Innovative ideas, modern tools and equipment’s and quality control measures at all levels of operation is capable of executing any projects without hindrance.

OSE is one of the leading construction companies having expertise in construction of rigid and flexible pavements for roads/highways and airfields, including bridges and earthwork.During 38 years of its existence OSE have executed pavement works, both rigid and flexible, at 39 airfields and approximately 1000 kms. Of city roads and national/state highways in India and abroad, for National Highway Authority of India Indian Air force, Central Public Works Department, State Public Works Departments and Municipal Corporations, Airport Authority of India, Ministry of Road Transport and Highways (MORTH) etc.

OSE’s vast experience of constructing a Greenfield airport at Lengpui. Mizoram in the far East, Suratgarh in the West, Trichi in the South, car Nicobar Island in the Bay of Bengal and Agatti Island in the Arabian Sea, bear testimony to its ability to work in various parts of the country, across diverse climatic conditions and geographical locations. OSE is famous for completing its work ahead of schedule. Its strong financial back has always enabled the company to successfully come out from tough time.

2

Board of Directors

OSE being a constituent of Bakshi Mark Pvt. Ltd. is owned and managed by the K.S. Bakshi and A.S, Bakshi with other directors. OSE is a private limited company and its board of directors comprises the following: 

S.NO NAME QUALIFICATION DESIGNATION

1. K .S. BAKSHI B Sc. Managing Director

2. A.S .BAKSHI B.Tech.(Civil) Director

3. P . S . SETHI B Sc.(Engg.) Director

4. AMIT BURMAN MBA,B.Sc(Indl.Engg.) Director

5. SANJIT BAKSHI M.B.A Director

6. V.C.VERMA M.B.A,B.Tech,B.SC Director

7. ASHOK AGGARWAL FCA.,FCS.,FICWA Director

Growth

OSE is a growing company. It is growing at a very fast rate. Its degree of growth become advent from the fact that from a modest turnover of Rs. 40,000 in 1971 the company achieved a gross turnover of Rs. 7,600 million in the year 2008-2009, which is expected to go up to Rs. 30,500 million in the year 2009-10.

They acknowledge this success path to:

o Team work of their dedicated Engineers and Technicians.

o Zeal to develop new techniques to enable them to complete projects ahead of schedule, while maintaining a high level of quality at minimum possible cost

o Ability to stay abreast of the latest developments in their field of expertise, bringing latest technology to projects undertaken.

3

Annual Turnover:

FINANCIAL YEAR ANNUAL TURNOVER( in million,INR)

2004-05 2976.9

2005-06 3266.1

2006-07 4439.8

2007-08 7295.6

2008-09 8095.9

Financial Performance:

Amount in Million

Descriptions 2004-05 2005-06 2006-07 2007-08 2008-09Contract Receipts 2925.4 3207.3 4377.1 7179.0 7936.6Other Receipts 51.5 58.8 62.7 111.6 159.3Total Receipts 2976.9 3266.1 4439.8 7290.6 8095.9Gross Profit 175.5 320.6 477.8 702.5 651.6Cash Profit 255.9 425.4 598.5 823.0 811.7Net Profit 116.2 250.0 280.5 458.3 428.7Capital 49.0 56.3 187.7 198.9 198.9Fixed Assets 881.5 1259.5 1437.5 1729.7 1675.1Net Worth 767.6 1016.5 271.8 4099.3 4504.7Total Assets 2333.5 2736.1 5393.2 5993.0 7091.2Total Liabilities 1566.0 1719.5 2621.4 1893.6 2586.4

* 1$ = INR 45.

Achievements

4

OSE can boast of having executed large projects in Bituminous Concrete Works on national/state highways and various airfield to the tune of more than three million cubic meters; Quality Concrete Pavement to the tune of more than 2.50 million cubic meters; Earthwork to the tune of more than 80 million cubic meters; and Embankments, by dredging and hydraulic filing, including reinforced earth, laying of geo fabric layers at a number of airfield for runways, aircraft parking bays, national and state highways.

In addition, OSE has constructed RCC/PSC bridges, involving well and pile foundations and cross drainage works, in the course of its 38 years of existence employing the most modern and sophisticated plant and machinery, and the latest technologies. OSE has successfully completed Construction, Strengthening and Resurfacing of runway / taxiway / apron with flexible / rigid pavements at the following airfield to the complete satisfaction of all its customers:

1 Agartala 10 Calicut 19 Hashimara 28 Lengpui. 37 Tezpur

2 Agatti 11 Carnicobar 20 Imphal 29 Mumbai 38 Varanasi

3 Ahmedabad 12 Cochin 21 Jagdalpur 30 Mohanbari 39 NAL(Bikaner)

4 Aurangabad 13 Delhi 22 Jamanagar 31 Nasik

5 Aizwal 14 Doom-Dooma 23 Jorhat 32 Patna

6 Amritsar 15 Dimapur 24 Kolkatta 33 Ranchi

7 Bhatinda 16 Fursatganj 25 Kullu 34 Silchar

8 Bhuj 17 Gaya 26 . khajuraho 35 Shimla

9 Bhubanewar 18 Gauahati 27 Lilabari 36 Suratgarh

Projects

OSE is dedicated to infrastructure development, specializing in Runways and Highways. OSE completed most of the works of large magnitude and complex nature in 1-6 months ahead of contracted schedule and never delayed any work even for a day. It has earned a reputation of earning bonus for early completion of Projects. The projects of OSE can be studied under three heads:

o Current projectso Executed projectso Future projects

Current Projects:

1. SALEM ULLUNDERPET, Client: Utility Energy tech & Engineers (P) Ltd.

5

Project Highlights: Construction of existing carriageway from km 62.250 to k.m 136.670 on Salem- Ullunderpet section of NH-68 in states of Tamil NaduCost: Rs. 3920.00 million (US$ 98.00 million)

2. Yamuna Expressway, Client : JP Associates

Project Highlights: Construction of Rigid pavement and Granular layers for Yamuna Expressway( Taj Expressway) between 110.225 to Km.165.537 (Package C-3) total 55 Kms.Cost: Rs.5780.00 million (US$ 144.50 million)

3. Delhi International Airport (DIAL), Client: GMR

Project Highlights: The project has been awarded by GMR for the construction of Ground Access Road to Terminal 3 at IGI Airport. OSE is using raw material from two other companies for completing this project. One of them is Amit Stone Crushing Company. This project of delhi international airport is shared by three companies. Among these three GMR has maximum shares. GMR’s contribution in the project is 59%.Cost: Rs. 1130.00 million (US$28.25 million)

4. Pune-Sholapur section of NH-9 (57 Kms), Client: Tata Realty & Infrastructure Ltd

Project Highlights: Construction of 4-laning of PUNE-SHOLAPUR Section of NH-9 from Km.93.700 to Km.144.400 in the State of MaharashtraCost: Rs. 4700.00 million approx (US$ 117.50 million (approx.))

5. Motor Racing Track, Client: M/s. JPSK Sports (P) Ltd.

Project Highlights: Construction of Pavement of Motor racing track at SDZCost: Rs. 1488.90 Million (US$ 37.02 million)

6. Other BOT Projects

Project Highlights: OSE has recently been awarded these BOT contracts by NHAI : Huntkund-Hospet section of NH-13 & Four laning of NAGPUR-SAONER-BETUL of NH-69. This project of huntkund-hospet is joint venture between GMR and OSE.Cost: Rs. 40000 Million (US$ 1000 million)

Executed Projects:

During the last 15 years OSE executed more than 2700 lane KM of National and State Highways in India and abroad.

6

OSE was an active participant in the execution of National highway Development Program (NHDP) of the Government of India, wherein it successfully completed Four Laning of Six Contract Packages of the “Golden Quadrilateral” and “North South East West Corridor” in the states of Madhya Pradesh, Bihar, Maharastra and Utterpradesh at a total cost of US$ 295 million. Though there were several stumbling blocks, especially the execution of two projects in the State of Bihar, all these works complete on Schedule.

1. OSE has successfully completed Three World Bank funded projects covering 197 Kms of National Highways in Bangladesh.

2. OSE has to its credit the successful execution of one of the largest Airfield projects at LENGPUI in the mountainous terrain of the North Eastern State of Mizoram, India at a total cost of US$15.00 million (1995 Price), in a record time of 24 months, under the most difficult working and climatic conditions, involving intricate logistics.

3. OSE also completed World Bank funded Four laning project at Indore bypass and Indore Dewas section of NH-3 in the State of Madhya Pradesh the first cement concrete road in India at a Cost of US$ 55.82 million (1997 price).

Future Projects:

With its strong financial base, invaluable experience in execution of projects in India, OSE is looking ahead at the prospect of undertaking Highway, Airport, Railways and Hydroelectric Power Generation Projects on Build Operate and Transfer (BOT) basis with substantial investment in the form of equity participation.

OSE has successfully commissioned following projects under Public Private Participation (PPP) in the State of Madhya Pradesh, Utter Pradesh, Rajasthan and Maharashtra for National Highway Authority of India and Ministry of Road Transport and Highways as a Concessionaire on BOT basis.

1. REWA bypass project in the state of Madhya Pradesh for Ministry of Road Transport and Highways with an investment of US$ 12.50 million with 50% participation in July 2007.

2. Four laning of Kondhali – Talegaon section of NH-6 (50 Kms) in the State of Maharashtra with an investment of US$ 79.46 million, 11 months ahead of schedule with 51% participation for National Highway Authority of India in March, 2008.

3. Four laning of Agra –Bharatpur section of NH-11 (45 Kms) in the States of Utter Pradesh with an investment of US$ 57.52 million, with 51% participation of National Highway Authority of India in July 2009.

7

4. Four laning of Indore –Khalghat section of NH-3 (72 Kms) in the States of Madhya Pradesh with an investment of US$ 187.50 million, with 51% participation of National Highway Authority of India in August 2009.

Infrastructure

Infrastructure of OSE is very wide and modern. They not only depends on plant and machinery but also uses information technology. OSE is a technology driven company which uses latest technology in its operations. This technology driven nature of OSE helps the company in minimising the cost of its operations. As such infrastructure of OSE can be studied under two heads:

o Plant and machineryo Information technology

Plant and machinery:

OSE not only do construction work but it also produces raw material for its operations. It has some stone crushing companies, companies producing raw material for flexible pavment, rigid pavement, compactors equipments such as Tandem Vibratory Roller, earth moving equipment such as wheel loader, Motor Grader, dozer, Front End Loader , Sheep Foot Padded Vibratory Roller, Vibratory Compactor for Earthwork, Hydraulic Rock Excavator, and various other equipments such as Water Tanker with Sprinkler, Electronic Weigh Bridge, Compressor, Generating Sets, Slip Form Kerb Casting Machine and have Laboratories for complete testing of highway required tests. It also has its own fleet of trucks, Jeeps, cars, tractors, etc. used for transportation purpose. As such various equipments used by OSE in its operations can be divided into eight heads. These are as follows:

o Mining Equipmentso Flexible Pavement Worko Rigid Pavement Worko Base Courseso Compactorso Earth Moving Equipmento Transport Equipmento Misc. Equipment

MAJOR MINING EQUIPMENTS HELD BY OSE

S.NO DESCRIPTION CAPACITY MAKE QUANTITY

8

HELD

1 Stone Crushing & Screening Plant (Cone Type-G358)

150 TPH NORDBERG/METSO MINERALS

4

325 TPH NORDBERG 2500 TPH METSO MINERALS 1250 TPH SANDVIK 5

2Stone Crusher & Screening Plant(with Primary & Secondary Crushing)

50-80 TPH CCS 6

3 Mobile Crushing Plant 25 PH INTERNATIOANL 2

FLEXIBLE PAVEMENT WORK EQUIPMENTS HELD BY OSE

S.NO DESCRIPTION CAPACITY MAKE QUANTITY HELD

1 HM Plant(Batch type) with Big Filters

160 TPH LINHOFF(SD-160) 6

130 TPH LINHOFF(SD-130)

2 HM Plant(Drum Type) with electronic controls

60/80 TPH APOLLO(DM-60) 6

3Paver Finisher with hydraulically extendable screed & lectronic sensors

9.0 mtr width

INGERSOLLRAND(ABG TITAN 325)/DYNAPAC 7

7.5 mtr width

APPOLLO(BG-250) 6

4 Pressure Bitumen Distributor 5000 ltrs. APOLLO 12

5 Insulated Bitumen Tank 5000 – 10000 ltrs.

Locally made 16

6 Tar Boiler 2 T -DO- 127 LDO Tank 10000 ltrs -DO 36

8 Edge Cutting Machine for Flexible pavement

6mm thick MECAIDS 6

RIGID PAVEMENT WORK EQUIPMENTS HELD BY OSE

S.NO DESCRIPTION CAPACITY MAKE QUANTITY HELD

9

1 Concrete Batching & Mixing Plant with chilling unit

120 m3/hr LIEBHERR 4

2 Concrete Batching Plant 30 m3/hr. BHAI/MAXO 12

3 Slip Form Concrete Paver with Texturizing Machine

100 m3/hrWIRTGEN

(SP 850)3

4 Concrete Paver Finisher (C-600)

30 m3/ hr GOMACO (MEKASTER) 2

5 Concrete Mixer with 100m pipe line (RD-500)

7 / 5 m3 GAMZEEN/SCHWING STETTER 18

6 Chilling Plant - LIBHERR 4

7 Joint Cutting Machine 20-30 HP HONDA / MACUT / SAMICK 20

8 Vibrators - - 100

9 Transit Mixers 6.5 M3 & 6 M3

ASHOK LEYLAND/SCHWING STETTER(AM 6SH),(AM 6N)

53

10

Hydraulic Concrete Pump with 100

meter pipe line

25HP LIBHERR 8

BASE COURSES EQUIPMENTS HELD BY OSE

S.NO DESCRIPTION CAPACITY MAKEQUANTITY

HELD

1 Wet Mix Macadam Plant (WM – 250) 250 TPH APOLLO 5

2 Wet Mix Macadam Plant (WM – 60) 60 TPH - DO - 5

3Paver Finisher for Wet Mix Macadam

(RM-6)6 mtr. - DO - 11

4Paver Finisher for Wet Mix Macadam

(IPF-551)5.5 mtr. - DO - 6

COMPACTOR EQUIPMENTS HELD BY OSE

10

S.NO DESCRIPTION CAPACITY MAKEQUANTITY

HELD

1 Tandem Vibratory Roller

8 – 12 T

(Static)

VIBROMAX (L&T) (752B)

BOMAG / GREAVES39

2 Pneumatic Tyred Roller 24 TINGERSOLL RAND

(RTR 220)6

3 Tandem Roller 10 T JESSOP 12

4 Road Roller Static Type 8 – 10 T 10

5 Tandem Vibratory Roller 2.5 T HAMM AG (HD-10)/GREAVES

6

6 Plate Compactor 5 HP GREAVES 22

EARTH MOVING EQUIPMENTS HELD BY OSE

S.NO DESCRIPTION CAPACITY MAKEQUANTITY

HELD

1 Dozer D-50,12,8 KOMATSU 12

2 Excavator (PC-200) 0.9 to 1.25 (170 HP)

L&T KOMATSU /

CATERPILLER28

3 Front End Loader 1.7 M3HM / ESCORTS

(HM -2021, Z BAR)32

4 Motor Grader 170 HPSANY / CHAMPION / VOLVO (v-

720a & bg 285) 24

5 Wheel Loader 1.7 – 3 M3HM / SANY / CAT /

863-C BOBCAT; 966-E32

6Sheep Foot Padded

Vibratory Roller 12 T (Static)BOMAG

(GREAVES Cotton) 6

7 Vibratory Compactor for 12 T/106 HP HAMM AG / 23

11

Earthwork (Static)INGERSOLL RAND

BOMAG (BW 212)

8 Hydraulic Rock Excavator 75HP CATERPILLAR 2

9 Backhoe Loader 0.3 m3 JCB 18

TRANSPORT EQUIPMENTS HELD BY OSE

S.NO DESCRIPTION CAPACITY MAKEQUANTITY

HELD

1 Tippers / Dumpers SK-1613, LPK-2516

8.5 M3

(10-20 MT)TATA / LEYLAND/AMW 236

2 Trucks (TATA) (SE-1613) 10-20 MT - DO - 98

3 Jeeps -- --- 76

4 Cars -- --- 86

5 Scooters / Motorcycles -- BAJAJ 220

6 Tractors --ESCORTS/NEW

HOLLAND 35

MISC. EQUIPMENTS HELD BY OSE

S.NO DESCRIPTION CAPACITY MAKEQUANTITY

HELD

1 Water Tanker with Sprinkler 10000 ltrs. --- 45

2 Electronic Weigh Bridge 100 T IPA/essae 23

3 Compressor 140 cfm ATLAS / CAPCO 15

12

4 Generating Sets 10-750 KVA KIRLOSKAR / CUMMINS / CATERPILLAR

126

5 Slip Form Kerb Casting Machine

24″ x 18″ ARROW (APOLLO) 8

6 Movable Lighting Tower9 mtr.

7.5 KVAASKA/INGERSOLL RAND 20

7 Centering & Shuttering Material

-- -- 50000 M2

8 Total Station Survey Equipment

--SOKIA (SET 5F)

NKON(DTM851)/TOPKON/SETL36

9 Power Mechanical Broom0.34 M3

(145 RPM)MELROE / IR (BOBCAT) 4

10 Crawler Crane 30 T TATA / NEELKANTH 8

11 Cold Milling Machine 1.9 mtr. WIRTGEN (W-1900) 1

12Laboratories for complete

testing of highway required tests

-- AIMIL 12

Information Technology:

OSE believes that ‘information is power’ and the success or failure of any projects depends on efficiency and the effectiveness of the information flow.

All their project sites/locations are connected via SAP ERP and e-mail which allows for vital data to flow within the organization. The use of this technology enables the right decision can be taken at the right time thereby lowering costs and saving time.

The major advantage OSE has achieved with online ERP and e-mailing system are:

o Inventory control-Reduced inventory.o Purchase control- Authorization based approval for Requisition and Purchase

Order.o Equipment control-Improved equipment performance and utilization.o Wastage control- Through online material reconciliation.o Timely, online data reducing human effort to generate report.o Easy access & retrieval of data for remote projects.o Efficient project progress monitoring and cost controlling.

13

 

Clients

OSE deals with India’s most respected business houses. Its clients include many Government and non-government organisations. Some of major clients of OSE are as follows:

NHAI

The NHAI has given the project of completing Nagpur-Betul section of NH-89 in the States of Madhya Pradesh and Maharashtra.

The Cabinet Committee on Infrastructure has approved the implementation of the project of four laning of 174 Km long Nagpur-Betul section of NH-89 in the States of Madhya Pradesh and Maharashtra under NHDP Phase IV-A on BOT (Annuity) basis on Design, Build, Finance, Operate and Transfer (DBFOT) pattern.

The total project cost is estimated at Rs.2498.76 crore under the DBFOT pattern. The concession period is for 20 years including a construction period of 1275 days.

The project road runs between Betul in Madhya Pradesh and Nagpur in Maharashtra, which will facilitate in reducing the time and cost of travel for traffic. It will also add to the development of tourism in the States. The project is one of the stretches approved by the Government under the NHDP Phase IV-A.

However, Beneath India’s grand scheme to build a world class highway network lies a web of corruption and inefficiency. Sometime in the month of May 2010, the anti-corruption unit of the Central Bureau of Investigation (CBI) got an anonymous tip off. The caller was an official in the National Highways Authority of India (NHAI). The whistle-blower told the CBI that some of his colleagues were on the take, helping contractors with sensitive inside information on highway projects. The caller gave the investigators names and asked them to watch an upcoming tender that was rigged.

The information trail led the CBI to NHAI’s chief general manager, S.K. Nirmal, a general manager, Nitin Jain and a Rs. 2,000-crore upcoming tender to build a 174-km Nagpur-betul highway.

A few days later Oriental Structural Engineers Pvt. Ltd. (OSEL) won the Nagpur-Betul

14

highway tender. The CBI moved quickly and raided the two NHAI officials’ residences and also the homes of OSEL managing director, K.S. Bakshi, and an employee of the firm, S.K. Dixit. Sleuths found Rs. 2.87 crore in cash at the homes of the two NHAI officials. The investigators had claimed that they had found several e-mails that were exchanged between the OSEPL owners and these NHAI officials. What happened later was intriguing. All the four arrested persons were released on bail because the CBI did not file a charge sheet and NHAI signed the concession agreement with OSEL for the Nagpur-Betul highway. The CBI insists that investigations are continuing but enquiries reveal that the pace is snail like. NHAI says that signing the concession agreement was perfectly normal since the letter of award had already been issued. It says the contract will be terminated if fraud is proven.

The Nagpur-Betul highway project began courting controversy even before the CBI entered the picture. NHAI disqualified L&T, one of the 13 companies that had participated in the tender, saying that its request for qualification (RFQ) document was not serially numbered. The company filed a writ petition before the Delhi High Court challenging the disqualification but later withdrew it. In its petition, the company had said that the ground on which it was disqualified was “…an incorrect observation and was very easily rectifiable.”

NHAI responded that other applicants could accuse it of acting in an arbitrary manner if it prequalified L&T despite its application not conforming to RFQ documents. Enquiries suggest something else. An executive with one of the bidders in the Nagpur-Betul contract says that his company as well as others got telephone calls from a rival asking them to withdraw their bids. He says it was not the first time.

GMR

GMR Infrastructure and Oriental Structural Engineers (OSE) is building Hungund - Hospet highway project on a Build, Operate and Transfer (Toll) basis through the international competitive bidding route. GMR Group will hold 51% equity in the consortium and 49% will be held by OSE. The consortium received the letter of award from National Highways Authority of India (NHAI) on 08 February 2010.

The project measuring 99 kms on NH-13 with an estimated project cost of Rs. 1,700 crore entails designing, engineering, finance, procurement, construction, operation and maintenance of four laning of the Hungund - Hospet section in the state of Karnataka. This will ease traffic congestion and provide a tremendous boost to trade and commerce in the

15

state. Apart from reduction in travel time, this development is expected to improve safety levels for travelers since it will be built to world-class specifications.

Several national and international consortia participated in this bidding process in which GMR Group-OSE Consortium was adjudged as the preferred bidder. The project will be implemented through a special purpose vehicle (SPV) set up by the Group which will be signing the concession agreement with the NHAI for a period of 19 years. All activities leading to the concession agreement signing have been initiated.

Commenting on the significance of the project, Srinivas Bommidala-business chairman (Urban Infrastructure and Highways) of GMR Group said, “The project is of strategic importance to us since it provides vital link in the movement of major industrial and tourist traffic across Karnataka. We are delighted to be a part of this development and are keen on ensuring that the project caters to the needs of multiple stakeholders.“

The construction of Ground Access Road to Terminal 3 at IGI Delhi International Airport (P) Ltd. is awarded to OSE by GMR. DIAL is a joint venture consortium of GMR Group (54%), Airports Authority of India (26%), Fraport & Eraman Malaysia (10% each). GMR is the lead member of the consortium; Fraport AG is the airport operator, Eraman Malaysia - the retail advisors.

In January 2006, the consortium was awarded the concession to operate, manage and develop the IGI Airport following an international competitive bidding process. DIAL entered in to Operations, Management and Development Agreement (OMDA) on April 4, 2006 with the AAI. The initial term of the concession is 30 years extendable by a further 30 years.

Besides upgrading the existing terminals, DIAL has already commissioned a new runway 11-29 at IGI Airport on September 25, 2008. It has also inaugurated the new domestic departure terminal 1D (T1D) on 26th February, 2009. T1D will increase the capacity of domestic departures to 10 million passengers per annum.

The new terminal has a modern 4 level in-line baggage handling system to eliminate baggage X-ray prior to check in, spacious security hold area with extensive F&B and retail facilities, special contact zone for passengers with special needs and baggage handling area on a separate level allowing greater space for passenger amenities.

In March 2010, DIAL has completed the construction of integrated passenger terminal (Terminal 3). The first phase of the airport is designed and capable to handle 60 million passengers per annum (mppa).

This development was the first phase of the airport expansion. In subsequent stages, the airport will be further developed with the increase in passenger demand and more terminals and runways would be added in a modular manner to form a U shaped complex with an ultimate design capacity of 100 million passengers per annum.

That features Common Use Terminal Equipment (CUTE) and an advanced 5 level in-line baggage handling system with explosive detection technology for greater efficiency and

16

security. The check-in area features more than 168 check-in counters. Passengers would greatly benefit as check-in and security clearances would be faster and less obtrusive. For international passengers more than 95 desks will facilitate immigration procedures. In addition, the terminal also features 78 aerobridges.

The two tier terminal building feature the departure complex on the upper level and the arrivals on the lower level. The roof of the building has been stylized incisions to allow daylight and has been angled to protect the interior from direct sunlight. The effect creates a calm environment and maximizes the sense of volume, space and light inside. The use of natural light will reduce the dependency on artificial light during day-time.

The arrival hall features both standard and wide-body baggage reclaims belts. Passengers can emerge from bag reclaim into the Internal Landside Arrivals Concourse from where transit passengers could use elevators to proceed towards the Departures level. 4 piers will provide access to the aircraft from the terminal.

Access to the new terminal would be via a 6 lane approach road. The Airport has been connected through dedicated high speed Metro line connecting to the city centre. GMR has awarded the construction of airport to L&T.

Terminal 3, a state-of-the-art and integrated terminal, is the world’s eighth largest passenger terminal. It occupies 502,000 m² (5.4 million sq ft), with a capacity to handle 34 million passengers annually.[10]

Designed by HOK working in consultation with Mott MacDonald,[21] the new Terminal 3 is a two-tier building, with the bottom floor being the arrivals area, and the top being a departures area. This terminal has 168 check-in counters, 78 aerobridges at 48 contact stands, 30 parking bays, 72 immigration counters, 15 X-ray screening areas, for less waiting times, duty-free shops, and other features.[22][23] Over 90% of passengers will use this terminal when completed. This new terminal had been completed in time for the 2010 Commonwealth Games, which were held in Delhi, and will be connected to Delhi by an eight-lane motorway (National Highway 8), and the Delhi Mass Rapid Transit System. The terminal was officially inaugurated on 3 July 2010, and there were nine flights to test the operational readiness of the new terminal and its ground handling capabilities. All International Airlines shifted their operations to the new terminal in late July 2010, and all full service domestic carriers mid-November onwards.

T3 has India's first automated parking management & guidance system in a multi-level car park, which comprises 7 levels and a capacity of 4300 cars. The Parking System is designed & installed by M/s FAAC India Pvt. Ltd in record time, in such a way that a person wishing to park can find space within 5 minutes with the help of an electronic dynamic signage.

Terminal 3 will form the first phase of the airport expansion in which a 'U' shaped building will be developed in a modular manner. In 2010, all international and full service domestic carriers will operate from Terminal 3, while Terminal 1 will be dedicated to low cost operations. In subsequent stages, the low cost carriers will also move to the new terminal complex.

17

The much awaited go ahead for the domestic airlines to start operations from the new T3 terminal has been given. After passing many hurdles Air India which is also the national carrier will start its domestic operations from the new T3 terminal from 11 November 2010. Two other airlines Jet and Kingfisher moved to the new terminal since 14 November 2010 for all their domestic operations. Terminal 1D is now used exclusively by low cost carrier airlines including GoAir.

JAYPEE

The Government of Uttar Pradesh (G0UP) constituted Taj Expressway Industrial Development Authority (TEA) in the year 2001 to take up various development projects which inter-alia included Expressway linking Noida to Agra on BOT model. In the year 2003, G0UP entered into Concession Agreement with Jaypee Group who were selected as Concessionaire to construct 165Km long Expressway from Greater Noida to Agra based on transparent global tender process (19 parties had responded to the Notice Inviting Tender). After the acceptance of report of Enquiry Commission by both the Houses of Legislature in December 2006, the process of land acquisition commenced from September, 2007 and thereafter the construction commenced.

In the year 2008, the GoUP renamed Taj Expressway Industrial Development Authority (TEA) to Yamuna Expressway Industrial Development Authority (YIDA) and also renamed Taj Expressway Project to Yamuna Expressway Project. The land acquisition for Yamuna Expressway was undertaken by YEIDA in accordance with the land acquisition act with the mutual consent of land owners/farmers based on “Karar Niyamavali” of GoUR ‘KararNiyamavali’ permits and allows land owners to mutually negotiate the rates with the Authority. Land has been leased to Jaypee Infratech Limited (a SPV formed for the purpose of construction of Yamuna Expressway as per the conditions of the Concession Agreement). Jaypee Infratech Limited has paid an amount of Rs. 2,800 Crore as lease amount to YEIDA based on the negotiated rates and that has been distributed to the land owner’s.

In the construction of Yamuna Expressway, total investment of Rs. 10000 Crore has been incurred in land acquisition, earth works, construction of structures and pavement, etc. About 380 structures on Yamuna Expressway which inter-alia includes culverts, minor bridges, underpasses, vehicular underpasses, interchanges, etc. more than one opening/crossing per Km has been constructed to suit the convenience of the local residents on both sides of the Yamuna Expressway. At peak of the work, over 10000 workers worked on this project providing opportunities for direct employment and indirectly giving benefits to more than 50000 persons in the entire stretch. 165 Kms of Haulage Road of 5.5 mtr width have been provided along the Yamuna Expressway, out of which more than 20 Km has been black topped of 7 mtr width for the use of local residents. Traffic on service lane is

18

proving to be a boon to the local residents of various villages in different Tehsils/Districts, such as Dankaur Mirzapur, Niloni, Ronija, Rabhupura, Jewar, Tappal, Khair, Nohjhil, Raya, Mathura, Beldev, etc.

The Yamuna Expressway, the UP government’s prestigious project to develop an access-controlled, high-speed road connecting Delhi with Agra, is going to miss the October deadline. Sources in the UP government said it became clear at a review meeting here on Tuesday that the project may not be ready before December 2011. Senior government officials and representatives of the Jaypee Group, which is developing the project, attended the meeting.

Representatives of the Jaypee group informed that about 86 per cent of the civil construction work had been completed on the 165-kilometre expressway, but the project cannot become operational by October, as planned.

Originally, the project was to be completed by October 2010 so that it was ready in time for the Commonwealth Games in Delhi. However, the project got delayed because of problems in land acquisition and related issues. After these issues were settled, a new deadline of October 2011 was set by mutual agreement between the government and the developer. It was chosen keeping in mind the first-ever Formula-1 race in India, which is scheduled to be held in October 2011 at the race track being developed along the expressway.

This race track, which has been named the Buddha International Race Circuit, is also being developed by the Jaypee Group.

Government officials suspect that the expressway was getting delayed because the race track was higher in the developer’s scheme of priorities. However, representatives of the Jaypee group have denied this, sources said.

The government was so keen on opening the project in October that it did not mind if the expressway alone was readied by that date, leaving other features, like the interchanges, to be completed later. The key to the master plan is a 165-kilometre-long Expressway from Delhi to Agra which will reduce travel to two hours only.

The masterplan, however, also shows the seemingly arbitrary way in which rates for the land were fixed. Over 58,000 hectares of land has been earmarked in the draft masterplan, most of it for development. From 2009 till now, the government has acquired around 12 per cent of the land for Rs. 5,720 crores. But today, this land is worth at least Rs. 78,000 crores.

One of the beneficiaries of this project, which came under attack from agitating farmers, is the Jaypee Group. In exchange for constructing the Yamuna Expressway, the government has given Jaypee Group about 6,000 acres, which is the largest chunk. Of this, 2,500 acres is prime land as it is right along the Expressway.

They have also been given an additional 2,500 acres, which is the site of the upcoming

19

Formula 1 race track - part of the sports city Jaypee is making. Again, this is prime land, but was sold to Jaypee at just Rs. 1,220 per square metre.

While the race track is expected to be ready by October this year, the first residential property will be completed in three years’ time, although many parts of it are already up for sale. The property here is being sold for Rs. 18,000 per square metre. Jaypee, however, had bought this land from the government at just about Rs. 350 more than the price the government had paid to the farmer for it. This means Jaypee is selling it for 18 times that price.

In another curious but stark variation - just across the road, east from the Japyee project, Wave Infratech paid almost Rs. 4500 per square metre, which is more than four times the rate Jaypee had to pay.

Here too, the developer has advertised property at the rate of about Rs. 15,500 per square metre which is 15 times the price at which they have acquired the land. Again, the current market value of these plots of land is at least 10 times the price at which they were bought from the farmers - the price developers would have paid if they had bought land directly from the farmers.

There is still an entire area, which runs in many hectares, as per the draft masterplan which needs to be acquired before it is put up for allotment. In the face of spreading protests, Uttar Pradesh Chief Minister Mayawati has refused to re-negotiate or relook at her land acquisition policy, but as more and more details emerge, there's increasing criticism that it's not a land acquisition policy but simply a land-grab.

The Buddh International Circuit, in Greater Noida, Uttar Pradesh, India is an under-construction Formula One racing circuit, near Delhi. It will host the inaugural Formula One Indian Grand Prix on October 30, 2011.

Formula One racing’s governing body, the FIA, has tentatively indicated the inclusion of the Indian Grand Prix for December 2011, but confirmation of the race will be subject to homologation of the circuit in July 2011. Estimated to cost about 10 billion ($215 million) to build, it is expected to be completed by June 2011. It will have a length of 5.14 km and an area of 875 acres (354ha). Seating capacity is initially expected to be 110,000 with provisions to increase it later to 200,000.

The circuit will be part of the 2,500 acres (10 km2) Jaypee Greens Sports City, which is planned to include a 100,000 seat cricket stadium, 18-hole golf course, 25,000 seat hockey stadium and a sports academy. The sports complex is expected to cost 40 billion and generate $170m of revenue annually, and employ 10,000 people. The design was forwarded to the teams to gather feedback on how the circuit could be altered to improve overtaking and this has resulted in some minor changes as became clear from April 2010. The planned

20

hairpin at turn seven will be removed, and the track at turn three will be widened to allow drivers to take different lines throughout the corner. More information was released in August 2010, revealing that there were plans to make the circuit one of the most challenging for drivers, with the circuit rising fourteen metres within the first three corners alone and a banked double-apex bend on the far side of the circuit.

The expected lap time for a Formula One car around the 5,141m long track, is 1 minute, 27.02 seconds, at an average speed of 210.03 km/h (131mph). At the end of the long straight between corners 3 and 4, Formula One cars are expected to reach a top speed of about 318 km/h (198mph).

Originally known as the Jaypee Group Circuit or the Jaypee International Race Circuit after the circuit's owners, the circuit was officially named the Buddh International Circuit in April 2011. According to Sameer Gaur, the Managing Director and Chief Executive of Jaypee Sports International, the name is derived from the word Buddha, and represents peace and calm. The name is also a reference to the Gautam Budh Nagar district in which the circuit is located, itself named after the Gautam Buddha. The Buddh International circuit logo consists of a ‘B’ which also resembles a heart.

The sports complex is expected to cost 40 billion and generate $170m of revenue annually, and employ 10,000 people. The design was forwarded to the teams to gather feedback on how the circuit could be altered to improve overtaking and this has resulted in some minor changes as became clear from April 2010. The planned hairpin at turn seven will be removed, and the track at turn three will be widened to allow drivers to take different lines throughout the corner.

TATA

Shortly after achieving financial closure, Pune-Solapur Expressways Pvt. Ltd-a joint venture between Navinya Buildcon Pvt. Ltd and Atlantia Spa-has begun construction work on the Rs 1,370-crore Pune-Solar national highway project on NH-9 in Maharashtra. Navinya Buildcon is a wholly-owned subsidiary of Tata Realty & Infrastructure Ltd, a Tata Group enterprise. The project is scheduled for completion by mid-2012.

The project achieved financial closure on November 13, with lead-banker IDBI Bank raising Rs 959 crore. For both partners of PSEPL, this is the first national highway project won through competitive bidding route. Based in Italy, Atlantia is a leading toll road operator in Europe. The project is being developed on BOT-Toll basis under a 21-year concession agreement signed with nodal agency National Highways Authority of India in May this year.

The highway development project involves four-laning of the existing 110-km section from

21

Yavat (km 40.0, Pune) to Indapur (km 144.4 km, Solapur). It also entails construction of 124 km of a two-lane service road, three flyovers, one railway over-bridge, and several bridges and culverts.

NOIDA TOLL BRIDGE CO. LTD.

DND Flyway ( Delhi Noida Direct Flyway) is an eight-laned 9.2 km (5.7 mi) access controlled tolled expressway which connects Delhi to Noida, an industrial suburb area. It was built and is maintained by The Noida Toll Bridge Company Ltd. The acronym DND stands for "Delhi-Noida Direct".

The project, built by the Noida Toll Bridge Company Ltd. (NTBCL) was developed under a Build-Own-Operate-Transfer (BOOT) model. The Noida Toll Bridge Company promoted by the Infrastructure Leasing and Financial Services (IL&FS).

The project included the construction of a flyover at Ashram Chowk which after being constructed by the NTBCL would be handed over to the Public Works Department for maintenance.

The other major part of the project was the construction of a 552.5 meter bridge over the Yamuna river. This bridge, which was estimated to cost 408 crore (US$91 million) was expected to be completed by May 29, 2001. The construction was however completed earlier than expected and the expressway was opened to public on February 7, 2001.

The NTBCL in July 2006, started the construction of an extension to link Mayur Vihar directly to the DND Flyway. The work is by now complete and the Mayur Vihar Link Road was opened to traffic in both directions with effect from January 19, 2008.

DND Flyway is a world-class expressway connecting Delhi to one of the largest sub cities of Delhi, Noida. For you, it means a great way to get to your workplace or home. The DND Flyway, the name given to the Noida Toll Bridge facility, continues to compete with the two free bridges which cross the Yamuna River in the same influence area as the Delhi Noida Toll Bridge, namely Nizamuddin Bridge and Okhla Barrage. Both these bridges, however, are close to saturation point, particularly, during peak hours. The commissioning of the Mayur Vihar Link, the catchment area of DND Flyway has been extended to cover the East Delhi colonies of Mayur Vihar, Vasundhra Enclave, Patparganj etc.

The link connects the DND Flyway to Mayur Vihar (a part of Delhi located across the River Yamuna, which has mainly residential apartments) and substantially reduces distance and time taken by Mayur Vihar residents to various destination points in South Delhi.

22

DND Flyway is the first Toll Plaza in India to be certified ISO: 9001: 2008 compliant for excellence in the field of Operations and Maintenance and Customer Services.

DND Flyway is the shortest route between Noida and Delhi. It is 9.2 kms long (including 1.7 km MVL stretch and interchanges). It has 8 lanes (4 lane dual carriageway) and 31 lane Toll Plaza at the Noida end and 11 lane Toll Plaza at the Mayur Vihar end.

It has been thoughtfully designed for a safe, fast and delightful driving experience. It has No pedestrian crossings, busy intersections or detours. At DND Flyway one enjoys the smooth flow of traffic. It is one of the most pollution free routes as it has wide open green spaces.

DND Flyway was developed over a period of 24 months under the technical know - how of international companies like Kampsax International, Mitsui Construction Co and Marubeni Corporation and is now operated and managed by ITNL Toll Management Services Ltd. ITNL Toll Management Services Ltd. operates DND Flyway round the clock managing the toll operations, traffic and maintenance of the facility. The Company has been awarded ISO 9001:2008 certification for Excellence in the field of Operations, Maintenance and Customer Services on July 22, 2009. A dedicated team of more than 350 personnel and "state of art" equipments are geared up to offer quick and easy passage through the Toll Plaza and ensure comfortable and safe riding.

INTRODUCTIN OF HUMAN RESOURCE MANAGEMENT

An organization either Business or Industrial Enterprises needs many factors for its growth, further development and for its very survival. The most important factors areCapital, Materials, Machineries and Human Resources as the success or failure of any organization depends on the effective combination of these factors. Managing all other factors is comparatively easier than managing Human Resources. The Human Resources are most important and need to be handled carefully. Since all the others factors are handled by the human resources, they have to be trained in an effective manner to utilize the resources at optimal level to get the desired output and thereby to reach the organization goals. The effective combination of all these factors results to way for success.

Scope of Human Resource Management:

23

The Scope of HRM is indeed fast. All major activities in the working life of worker from time of his entry in an organization until he/she leaves, come under the preview of HRM. Specifically, the activities included are Human Resource planning, Job analysis and design, Recruitment, Selection, Orientation and placement, Training and development, Performance appraisal and Job evaluation, employee and executive remuneration and communication, employee welfare, safety and health, industrial relations and the like.HRM is becoming a specialized branch giving rise to a number of specialized areas like:

o Staffing

o Welfare and Safety

o Wages and Salary Administration

o Training and Development

o Labour Relations

Objectives of the HRM are to secure the following:

1. Industrial peace: This is secured by excellent union management relations, healthy inter-personal relationships, and promoting participative management style and good industrial and labour relations.

2. Achieve High Productivity: The underlying objective brings to increase the “quantity or volume” of the product or service for a given input, productivity improvement programme is very significant in a competitive environment.

3. Better quality of working life of employees: This involves both intrinsic and extrinsic factors connected with work.

4. Obtain and sustain competitive advantage through empowerment: continuous improvement and innovative steps being the two essential ingredients to achieve and sustain competitive advantage, today’s industries are “knowledge based” and “skill intensive”.

5. Cordial relationship between the employer and employees.

6. Personnel research functions.

7. Proper orientation and introduction to the new employees.

Training is defined as learning that is provided in order to improve performance on the present job. A person's performance is improved by showing her how to master a new or established technology. The technology may be a piece of heavy machinery, a computer, a procedure for creating a product, or a method of providing a service.

24

Oliver Sheldon says ‘No industry can rendered efficient so long as the fact remains unrecognized that the in principally human – not a mass of machines and technical process but a body of men. If manpower is properly utilized it causes the industry to run at its maximum optimization getting results and also work for as an climax for industrial and group satisfaction in the relation to the work formed. Competitive advantage is therefore depending on the knowledge and skill possessed by employee more than the finance or market structure by organization.

Meaning And Definition of Training And Development:

Training is the acquisition of technology which permits employees to perform their present job to standards. It improves human performance on the job the employee is presently doing or is being hired to do. Also, it is given when new technology in introduced into the workplace. Development is training people to acquire new horizons, technologies, or viewpoints.

Definitions given by various scholars are as follows:o Staimez: defines ‘Training is a short term process utilizing a systematic and organized

procedure by which non-managerial personnel to learn technical knowledge and skill”

o Mamoria: defines “Development covers not only the activities which improve job performance, but also those which b ring about growth of personality, helps individual in the process towards maturity and actualization of this potential capacities so that they become not only good employees but also both good men and women.

o S. P. Robbins: Defines “Training is a learning process which seeks a relatively permanent change in behaviour that occurs as a result of experience.

o Dale Yoder: Defines “It is that deals with the effective control and use of manpower as a distinguished from other source of man power”

Training and Development is an attempt to improve the current or future employee performance by increasing an employee’s ability to perform through learning, usually by changing the employee’s attitude or increasing his or her skills or knowledge.

Principle of Training:

1. Training Plan: This must be well planned; prescribed and ably executed effective implementation depends to great extent on planning.

2. Organizational objectives: T & D program must meet objectives of the organization

25

3. Equity and fairness: T and D program must enjoy equal opportunity to drive benefit out of such training and must have equal chance to undergo such training.

4. Application specification: Training content is balanced between theory and practical. It must be ‘Application specification’.

5. Upgrading information: T and D program is continuous reviewed at periodic interval as order to make them updated in terms of knowledge and skill.

6. Top Management support: Top management support is essential to make Training and Development effective.

7. Centralization: For economy of effective uniformity and efficiency, centralization of training department is found more common and useful.

8. Motivation – Training and Development have motivation aspects like better career opportunity, individuals & skill development etc.,

Importance of training in recent years:

Recent changes in the environment of business have made the Training and Development function even more important in helping organization maintain competitiveness and prepare for the future. Technological innovations and the pressure of global competition have changed the ways organizations operate and the skills that their employee need. The tight labour market has increased the importance of training in several ways. First higher employee turnover means that more new employees need training. Second, it has been suggested that frequent and relevant development experiences are an effective way to gain employee loyalty and enhance retention of top-quality staff.

Need for Training:

Training must be tailored to fit the organization’s strategy and structure. It is seen as pivotal in implementing organization-wide culture-change efforts, such as developing a commitment to customer service, adopting total quality management, or making a transition to self-directed work teams. Pace-setting Human Resource Development departments have moved from simply providing training on demand to solving organizational problems.

Trainers see themselves as internal consultants or performance improvement specialists rather than just instructional designers or classroom presenters. Training is only one of the remedies that may be applied by the new breed of Human Resource Development practitioners.

26

In an age of network organizations, alliances, and long-term relationships with just-in-time suppliers, leading companies are finding that they need to train people other than their own employees. Some organization offer quality training to their suppliers to ensure the quality of critical inputs. Organisations with a strong focus on customer service may provide training for purchasers to their product.

1. Shortage of skill: Skilled and knowledge people are always on short supply, alternatively they are too expensive to hire from outside. The best way is to improve the skill and knowledge of the existing employees through Training and Development.

2. Technological Obsolesce: Growth of technology takes place very fast. This will render current technological obsolesces in the near future.

3. Personal Obsolesce: At the time of recruitment employees possess a certain amount of knowledge and skill. As the time passes their knowledge becomes obsolesce unless it is uploaded by proper training. This happens because of changes take place in product methods procurement of better machines.

4. Organization Obsolesce: Modern management has introduced a number of innovative steps in functioning of management like play organizing, controlling to such change are bound to fail and become obsolete, to prevent obsolesce r organization. Employees must be exposed to modern Technology through T & D

5. Increased Productivity: Instruction can help employees increase their level of performance. Increase human performance often directly leads to operational productivity and increase company profits.

6. Coercive Training by Government: In order to provide better employability changes of unemployed youth, certain governments have taken initiatives to mobilize resource available at public/government and private to provide training to outside candidates. One such arrangement is called at “Apprenticeship Training’ conducted by Government of India. A part of expenditure incurred for this by the private sectors is reimbursed by government.

7. Human Capital: The latest thinking is to treat employees as ‘Human Capital’. The expenditure involved in training and development are now being considered as an investment. This is cause in globalization it is the knowledge and skill of employees which determine complete advantages of firm.

Objectives And Goals Of Training:

Training and Development can help an organization in a number of ways. Ultimately, it is employee knowledge and skill that produce the organization’s product or service. Training facilitates the implementation of strategy by providing employees with the capability to

27

perform their jobs in the manner dictated by the strategy. Training also assists in solving immediate business problems, such as when a team of Manager in an action learning program studies a real problem and recommends a solution. Finally to keep ahead in a highly competitive the turbulent environment, it has been suggested that the training function must foster a continuous learning culture and stimulate managers to reinvent their corporation.

Training enables employees to develop and train within the organization and increase the market value, earning power and job security. It moulds the employee’s attitude and also helps them to achieve better co-operation with the company and greater loyalty to it. The management is benefited in the sense that higher standard of quality are achieved, a satisfactory organization structure is built up, authority can be delegated and stimulus for progress applied to employees.

o To increase productivity of employees or workerso To improve quality of work and producto To enhance and update knowledge and skill level of employee in the organizationo To promote better opportunity for the growth and promotion chances of employees

and thereby the employabilityo To secure better health and safety standardo To improve quality of life of employeeso To sustain competitive advantageo To impart new entrants of knowledge and skillo To build up a sound line of competent efficiency and prepare them as a part of their

career progress to occupy more responsible positionso To impart customer education, help grading skills and knowledge and employees

estimate career planning of the company.

How Is T & D Related To Human Resource Management?

An effective use of materials, money, machines and human resource is essential for achieving a high level of productivity in the industry. Whereas other resource have limitation, the human resource has unlimited potential. Moreover this is the only activity resource, other being passive. Its quality of human resource through training input is of vital importance.

o Improves communication between group and individualo Aids in orientation for new employees and taking new jobs through transfer or

promotion.o Provides information on equal opportunity and affirmation actiono Improves interpersonal skillo Builders cohesiveness in groupso Provides a good environment for learning, growth and co-ordination.o Improves labour management relationo Helps to create better corporate image

28

o Provides information for further needs in all areas of organizationo Moves a person towards personal goals while improve Human Resource and

Organisation goals.

Training Methods and Techniques for Employees

Because of the objective of Human Resource Development is to contribute to the organization’s overall goals, training programs should be developed systematically and with the organization’s true needs in mind. Successful training begins with a thorough needs assessment to determine which employees need to be trained and what they need to be trained to do.

Allison Rossett and Joseph W. Arwady states “The question is not whether you will solicit this kind of information through needs assessment. It is how much of it you will do and using which tools. The culmination for the assessment phase is a set of objectives specifying the purpose of the training and the competencies required in trainees after they complete the program.

This section considers the choice of methods for employees training. With training objectives defined and learning principles in mind, the trainer must be choose appropriate training methods and design the sequence of events in the training program. Perhaps the first decision to be made is whether to conduct the training on the job or away from the job.In many cases, the decision is to do some of both.

There are a number of training methods available. Use of particular methods depends on the trainees’ viz., worker, supervisor, and manager. Basically these methods can be classified into following broad categories:

o On the job trainingo Off the job training

In regard to employees, other than managers (executives following are the methods of training:

ON THE JOB TRAINING:

On the job training is conducted at the work site and in the context of the actual job. The vast majority of all industrial training is conducted on the job, often by the trainee’s immediate superior or a nominated peer trainer. On-the job training has several Advantages:

1. Economical: This method is very economical as no additional space, equipment, personnel or other facilities are required for training.

2. Production: It leads to higher production for employer because person continues to work while learning.

3. Less time: Training time is reduced as compared to traditional off the site learning.

29

4. Can be used for learning all types of skills: It has been tested for techniques ranging from milking cows by hands to brain surgery.

5. Task based: Since OJT is performed at the work area; training tends to be focused on performing real job tasks.

6. Greater understanding: Employees learn to work in the environment in which they have to work in future instead of classroom. This increases their familiarity and understanding with their job.

7. Increased confidence: In case of new employees it gives them more confidence on the job, because they will acquire knowledge about how they are supposed to work.

Disadvantages:

1. Inconsistent: Traditional OJT relies heavily on an experienced employee to provide the instruction based on what they feel is the most important topics. What is important to one employee may not be important to another. The result is what is learned may vary greatly depending who is assigned as the trainer.

2. Incomplete: Without a structured lesson guide what is learn is likely to be based on what happened on that day rather than on what a new employee needs to know to be safe and prospective.

3. Lack of theoretical knowledge: Often the underlying theories of operation are not covered in sufficient detail or accuracy. Without this trainees learn that what to do, but not why they are doing it which result in poor decision making.

Types of on the job training method:

1. Apprenticeship Training: This training is combination of on and off the job training.The department of Labour regulates apprenticeship programs, and often management and a union jointly sponsor apprenticeship training. This training is normally given to artisans, electricians, plumbers, bricklayers etc., the duration is normally varied from 2 to 6 years. Apprenticeship training is carried out under the guidance and intimate supervision of master craftsman or expert worker/supervisor.

During apprenticeship training period, the trainees are paid less than that of a qualified worker. A uniform period of training is offered to trainees, in which both fast and slow learn here, are placed together. Slow learners may require additional training.

Apprenticeship training puts the employees under the guidance of a master worker. These are designed to acquire a higher level of skill for ex: plumbers, electricians, etc.

30

2. Job Rotation: In the job rotation, management trainee/employee is made to move from one function to another at planned intervals. Job rotation is widely used as a management executive development program which makes the employee or management trainee, a multi-tasking individual. It can be done either vertical or horizontal.

This kind of training involves shifting the trainee from one department to another or from one job to another. This enables the trainee to gain a broader understanding of all parts of the business and how the organisation as a whole functions. The trainee gets fully involved in the departments operations and also gets a chance to test her own aptitude and ability. When employees are trained by this method the organisation find it easier at the time of promotion, replacements or transfers.

3. Coaching and Understanding method: Training under experienced worker they are coached and instructed by skilled co-worker by supervisor by special trainee instructor. In this method, the superior guides and instructs the trainee as a coach or consoler sets mutually agreed upon goals, suggests how to achieve these goals, periodically review the trainees progress and suggests changes require in behaviour and performance.

The trainee works directly with the senior manager takes full responsibility for trainee’s coaching. Classically the trainee is being groomed to replace the senior manager and relive him from some of his duties. This gives a chance for the trainee to learn the job also.

4. Internship training: it is a joint programme of training in which educational institutions and business firms cooperate. Selected candidates carry on regular studies for the prescribed period. They also work in some factory or office to acquire practical knowledge and skills.

OFF THE JOB TRAINING METHOD:

The off the job training is conducted in a location specifically designated for training. It may be near the workplace or away from work, at a customized training centre or a resort. The purpose of conducting this kind of training away from the work place is to minimized or avoids distractions of the employee from their daily work routine and allows them to devote their full attention the specific subject.Advantages:

1. Reduced pressure: This type of training gets employees away from their work environment to a place their frustration and bustle of work are eliminated. This more relaxed environment can help employees to absorb more information as they feel less unde pressure to perform.

2. Additional knowledge: It can be a source to supply the latest information, current trends, skills, and techniques. These new skills can be brought back and utilised within the company.

31

3. Cheaper method: As the courses are help externally, our company would not have added cost incurred as a result f extra equipment or additional space.

4. Allow employee to create networks: as many courses or seminars invites employees from different companies to attend them, this will allow employees to create network with the employees of other organisations.

5. Increase in satisfaction level: Sending an employee on a course could help to make an employee feel more valued as they would feel they are receiving quality training.

Disadvantages:

1. Sometimes it proves costlier: Depending on the course, the overall cost could prove quite expensive. For ex: many courses may require an overnight stay at a hotel or the course itself may prove to be expensive due to the level of expertise or equipment need to deliver the course.

2. No guarantee regarding transfer of sufficient skills: As there is no real way to know the ability of the trainer and the subject knowledge of the people delivering external training courses, there is no guarantee that sufficient skills and knowledge will be transferred or valuable.

3. Difference in the initial level of knowledge: Not all learners will be starting at the same knowledge or skill level and there is a risk that those starting at the lowest levels, if account is not taken of this, will be lost from the start.

4. Difference in learning speed: Every people have different learning speed.The different learning speed of the indiviuals who are usually forced to progress at compromise rate.

Types of off the job training method:

1. Classroom lectures: this is the simplest and from the off the job training. This is a best form of instruction when the instruction is to convey information on rules, regulation, policies and procedures.

The lecture or conference approach is well adapted to conveying specific information rules, procedures or methods. The use of audio-visuals or demonstrations can often make a formal classroom presentation more interesting while increasing retention and offering a vehicle for clarifying more difficult point.

2. Conference and Seminars and Workshops: This is a formal method of arranging meeting in which individuals confer to discuss points of common interest for enriching their knowledge and skill. This is group activity. It encourages group’s

32

discussion and participation of individuals for seeking clarification and offering explanation and own experience. It is a planned activity with a leader or moderator to guide the proceedings, which is focused on agreed agendas points prefixed during planning stage of such conference.

There are three variables:· Directed conference· Training conference· Seminars and workshops

3. Group discussions and study analysis: case study method was initially introduced by Christopher Lang Dell at Harvard Law School in 1880’s. The principle used is ‘experiences are the best teacher’. Here several empirical structures are examined in detail to find out commonalities to derive general discussion. Based on such studies and group discussion are initiated to derive common lesson. This method has, however limited use of worker but both use for supervisors. In case of workers, areas of importance in this method are that the quality control.

4. Audio-visuals and Film Shows: In order to improve understanding very usual and sometimes is escapable to ‘Demonstrate’ operation of a machine or explain or process. Audio-visual film shows can supplement the efforts lecturing and improve its effectiveness.

5. Simulation Computer Modelling: A training activity in which actual working environment is artificially created as near and realistic and possible is called simulation training. Case study, analysis, experiment exercise game playing computer model and vestibule training etc come under this category. When the work environment is artificially created by using computer-programming method well call it ‘computer method’

6. Vestibule Training: In this training, employees are trained of the equipment they are employed, but the training is conducted away from the place of work. In which all necessary equipment and machines required as actual machined ship are duplicated.

Actual work environment is created in a class room and employees use the same materials, files and equipment. This is usually done when employees are required to handle sophisticated machinery and equipment.

7. Programme Instruction: Programmed instruction is a structured method of instruction aided through texts, hand-outs, book and computer aided instruction. In this case the instruction materials and information is broken down in meaning full unit and arranged in a proper sequenced from logical method of learning packages, the learning ability is tested and evaluated in real time basis.

8. T. group Training: ‘T’ stand for training or laboratory training. T group training was originated on 1940’s but only 1960’s it has opened to the industries. This Training

33

has both supporters and opponents. Unlike any other programmers discussed. T group training is concerned with really problem existing within the other group itself.

9. Retraining: technology is advancing at rapid pace. Here obsolesce is a major problem faced by the worker are the introduction of automation for such retraining programme to update their knowledge, which will further make them productivity useful of the organization and restore this confidence.

Training of HR can be considered at the levels of

o Workerso Trade Union Functionarieso Middle level Managerso Top Managers

1. Workers:

From the point of raising industrial production the training of workers essentially

o Improving job knowledgeo Attitudinal change

While job knowledge can be imparted through on the job training, attitudinal and behavioural changes can be induced through training inputs intended to the understanding of his work, his environment and his relations with his colleague’s trade union and the management.

2. Trade Union Functionaries:

Effective use of HR in industry will not be possible without a positive approach on the part of trade union functionaries. Where there could occasionally, be a great conflict of interests as well as a role conflict of union functionaries in improving productivity and safe guarding workers interest, there is a need essentially to give the training on job evaluation, work study and other productivity techniques. Out experience shows that their appreciation of these techniques generate a favourable disposition towards the use of these techniques.

The trade union and worker programmes (TUWP) or the national ProductivityCouncil is aimed at workers and TU functionaries. The objectives of the programme are to create productivity consciousness amongst workers trading to a favourable climate in the organization or enterprise for wider acceptance or productivity improvement efforts and techniques. These programmes aimed at:

o Acquaint the participants with the concept, approach and techniques or productivity

34

o Identifying areas in which employees could play an effective role in promoting productivity in an organization.

o Develop a rational understanding of the economic and social circumstances and constraints in which the workers and community are placed.

o Create a favourable climate for the promotion of productivity through positive and constructive union management relations.

o Help participants in the proper understanding of the role and responsibilities of the unions.

These programmes highlight:

o Appreciation of organizational work in the context of micro and macro factors of production.

o Appreciation of productivity techniques with special reference to manpower requirements, workload assessment, wage differential (job evaluation) incentive system etc.

o Appreciation of improved technological requirement for modernization. Thus, NPC programmes aim at educating and training the works in the concepts and methods of productivity, stimulating the idea and thinking, levels of productivity. The Central Board of Worker’s education (CBWE) on the other hand, has bordered objectives of educating workers in trade unionism, good citizenship, leader qualities, etc., the CBWE scheme adopts a three tier system with the long-term training for workers, teachers who after their training are deputed to plants for workers education. While NPC programmes are of short duration and are mostly tailor made, DBSE schemers are broadly both in objectives and approach.

3. Supervisory and Middle Level Management:

Usually, we find that supervisory jobs are filled in by promoting efficient workers. An efficient worker need not be a good supervisor. The type soft skills required being an efficient worker and the supervisor are quite different. A good supervisor needs a possess human relations and administrative skills. Training in these areas seems to be inadequate. The prime need therefore is to sharpen these skills through systematic training inputs. An efficient use of training instruments should be made to develop these skills among the promote supervisors.

o Provides for acquiring professional standards in supervision to those who may hold or are in line for promotion to supervisory positions

o Induces existing supervisory personnel to acquire essentials of scientific supervision through training and self-study, supplemented by the enterprise level guidance wherever practicable.

35

o Test if he candidate possess sufficient skills, including management of men at work, so as to be able to discharge supervisory duties effectively.

4. Top Management:

It has to be trained essentially and primarily for bridging the gap between technology and management. Scientific and technological kno2wledge has been growing, particularly during the last decade, at an astonishing rate. It becomes vital or the top manager to have keen appreciation of the widening scope of technology. In this way he will be able to discharge his functions as an effective manager. Another area where he needs to be trained and exposed is computers and electronic processes. The growing complexities of companies internal operations, diversification and growth, and in some cases competitions, have generated unprecedented pressures. The process of managerial decision-making can be considerably improved by harnessing these electronic aids.

The top manager also needs to be exposed to the growing complexities of the environment. He needs to examine the relationship of his job so such as the growing influence of the government in business, the changing role of the organized labour, the altered expectation of the public from the business and growing internal competitions as well as possibilities for international co-operation.

Another area where he needs to be trained and exposed is computers and electronic processes. The growing complexities of companies internal operations, diversification and growth, and in some cases competitions, have generated unprecedented pressures.

Phases of training:

The various steps involved in the design and development of training programme particularly for the employees are:

1. Identification of training needs of employees2. Planning of training programme3. Preparation of trainees4. Implementation5. Evaluation

The last stage in the training programme process is the evaluation of results this is the main part to know the effectiveness/determines the results of the training programme.

Benefits of training:

How Training Benefits the Organization:

36

o Leads to improved profitability and/or more positive attitudes toward profits orientation

o Improve the job knowledge and skills at all levels of the organizationo Improve the morale of the workforceo Helps people identify with organizational goalso Helps create a better corporate imageo Fosters authenticity, openness and trusto Improves the relationship between boss and subordinateo Aids in organizational developmento Learns from the traineeo Helps prepares in guidelines for worko Aids in understanding and carrying out organizational policieso Provides information for future needs and all areas of the organizationo Improves labour management relationso Helps prepare guidelines for worko Organization gets more effective decision making and problem solving skillso Aids in development for promotion from withino Aids in developing leadership skills, motivation, loyalty, better attitudes and others

aspects that successful workers and managers usually display.o Helps keep costs in many areas, e.g. production, personnel distribution etc…o Develops a sense of responsibility the organization for being competent and

knowledgeable.

Benefits to the individual:

o Helps the individual in making better decisions and effective problem solving.o Through training and development, motivational variables of recognition,

achievement, growth, responsibility and advancement are internalized and operationalized.

o Aids in encouraging and achieving self-development and self-confidence.o Provides information for improving leadership, knowledge, communication skills and

attitudes.o Increases job satisfaction and recognition.o Moves a person towards personal goals while improving interactive skills.o Provides the trainee an avenue for growth and a say in his/her own futureo Develops sense of growth in learning.o Helps a person develop speaking and listening skills: also writing skills when

exercises are required.o Helps eliminate fear in attempting new tasks.

Benefits in personnel and Human Relations, Intragroup and intergroup relations and policy implementations:

o Improves communication between groups and individuals.

37

o Aids in orientation for new employees and those taking new jobs through transfer or promotion.

Impediments of Effective Training:

There are impediments which can make a training programme ineffective:

1. Management commitment is lacking and uneven: Most companies do not spend money on training. Those that do tend to concentrate on managers, technicians and professionals. The rank and file workers are ignored. This must change for as a result of rapid technological change, combined with new approaches to organizational design and production management, workers are required to learn three types of new skills:

o the ability to use technology. o the ability to maintain it.o the ability to diagnose system problems.

In an increasingly competitive environment, the ability to implement rapid changes in product and technologies is often essential for economic viability.

2. Aggregate spending on training is inadequate: companies spend minuscule of their revenues on training. Worse still, budget allocation to training is the first item to be cut when a company faces financial crunch.

3. Educational institutions award degrees but graduates lack skills: This is the reason why business must spend vast sums of money to train workers in basic skills. Organizations also need to train employees in multiple skills. Managers, particularly at the middle level, need to be retrained in team-playing skills, entrepreneurship skills, leadership skills and customer oriented skills.

4. Large scale poaching of trained workers: Trained workforce is in great demand. Unlike Germany, where local business groups pressure companies not to poach company’s employees there is no such system in our country. Companies in our country, however insist on employees to sign ‘bongs of tenure’ before sending them for training, particularly before deputing them to undergo training in foreign countries. Such bonds are not effective as the employees or the poachers are to pay the stipulated amounts as compensation when the bounds are breached.

5. No help to workers displaced because of downsizing: Organizations are downsizing and de-layering in order to trim their workforces. The government should set apart certain fund from the national renewal fund for the purpose of retraining and rehabilitating displaced workers.

6. Employers and B schools must develop closer ties: B schools are often seen as not responding to labour-market demands. Business is seen as not communicating its demand in B schools. This must change.

38

7. Organised labour can help: organized labour can play a positive role in imparting training to workers. Major trade unions in our country seem to be busy in attending to mundane issues such as bonus, wages, settlement of disputes and the like. They have little time in imparting training to their members.

RESEARCH WORKAt Oriental Structural Engineers, is followed to evaluate the various effects of training on the trainees. Donald Kirkpatrick’s evaluation model contains four stages:

1. Reaction2. Learning3. Behaviour4. Result

39

These stages are explained as follows:

1. Reaction: The first level involves reaction measures, or the participant’s feelings about the program. Reaction information is usually gathered by questionnaire during or immediately after the program. At least two aspects of reaction should be assessed: Did the trainee enjoy the program, and do they think the program will be useful to them.

2. Learning: The second level of evaluation has to do with learning. Learning measures assess the degree to which trainees have mastered the concepts, information, and skills that the training tried to impart. Learning is assessed during and or at the end of the training program with paper and pencil tests, performance tests and graded simulation exercises.

3. Behaviour: On-the-job behaviour is the third level of evaluation. Behaviour measures ask whether employees are doing things differently on the job after training, whether they are visibly using what they have been taught. In essence, this is transfer of training.

4. Results: The final level of evaluation involves results measures. At this level, the impact of the training program on the work group or organization as a whole is assessed objectively. The appropriate objective measures to use depend on the content and objectives of the training. Samples measures of results include cost savings, profit, productivity, quality, accidents, turnover, and employee attitude.

Research MethodologyResearch can be defined as “a scientific and systematic search for pertinent information in any branch of knowledge’. It is the pursuit of truth with the help of study, observation, comparison and experiment. Research is, thus, an original contribution to the existing stock of knowledge making for its advancement.

Objectives of the study:

40

1. To analyse the training methods followed in OSE its merits pitfalls.2. To put forward suggestions and recommendations in the Training methods followed in the

organization.3. To analyse whether the training has reached the employees.

The purpose of the study is to understand the training and development programme followed in OSE. The methodology evolves from the objectives of the project and involves collecting primary and secondary data.

Scope of the study:

o Study of the Training policy and various development programs being conducted at Oriental Structural Engineers.

o To find out how much the employees perceive these training programs to be effective and beneficial.

o To find out to what degree is the Training given to these employees catering to their general as well as specific needs.

Cost involved:

One-Time Costs:o Needs assessment costso Salaries of training designers or consultantso Purchase for reusable training equipment and materialso Full-scale evaluation of the program when first offered

Pre-Session Costso Trainer salaries, travel and lodgingo Facilities rental

Pre-Trainee Costso Trainee wages or salary during trainingo Transportation, food and lodging for trainees during trainingo No reusable training materials, hand-outs etc.

RESEARCH PROCESS FOLLOWED:

Research process consists of a series of actions or steps necessary to effectively carryout research and the desired sequencing of these steps. The various steps involved in a research process are not mutually exclusive, nor are they separate or distinct. However, the following order concerning various steps provides a useful procedural guideline regarding the research process and has been used to carry out this research:

1. Formulating the research problem:

41

At the very beginning the researcher, singles out the problem, he / she wants to study in specific terms. Here, for this purpose and extensive study of available literature was done.The training and development policies were studies from the personal manual as well as some information brochures made available by the training department at OSE.

No literature was available of any study conducted earlier on a similar topic. The subject matter related to the topic “Training and Development” was also examined from the available literature i.e. books, manuals etc. by this review the extent of available of the data of other materials was known and this led to a specification of the problem in a more meaningful context.

After specifying the problem, a synopsis was submitted to the company for approval.

2. Preparing the research design:

The function of research design is to provide for the collecting of the relevant information and data with minimal expenditure of effort, time and money. But the way of achieving all this depends mainly on the purpose of the research. Here, the purpose of the study is both exploration and description

3. The means of obtaining the information:

In this research case, a structured questionnaire was used with close-ended questions with the exception of three questions that required descriptive answers. The time available for research 15 days and for the completion of this research, the time limit was 25 days. The source of data is primary source of data collection. It involves collecting data for the first time.

4. Determining the sample design:

A sample design is a definite plan for obtaining a sample from the given population. It is determined before the data is collected.

Steps in sampling design:

Population: All items under consideration in the field of enquiry, in this case, the employees of OSE.

Sample: The respondents that have been selected for the purpose of the study.Sampling unit: The individual unit of the selected sample.

Sample frame: This contains the list of all the items of the universe. For this project, the employee lists of Oriental Structural Engineers Pvt. Ltd. are the sample frame.

Size of the sample: this refers to the number of items selected from the universe to constitute the sample. For the purpose of this study, a sample size of 45 out of which 35 are

42

trainees and rest 10 candidates are mangers was taken which is approximately 20% of the population.

Sampling technique: Here non-probability-convenience and judgemental sampling technique has been used for the purpose of selecting the sample.

5. Execution of the Project:

This is a very important step in the research process. If the execution for the project proceeds along the correct lines, the data to be collected would be adequate and dependable. Hence it was necessary to see to it that the project proceeds in the right direction and in the fight manner within the time limits. The respondents were made aware of the purpose of the project and the probably benefit of expressing their frank views. The introduction accompanying each copy of the questionnaire made the things even clearer and ensured the required response.

In the questionnaire, the respondents were asked to express their views on the present scenario regarding the training and development programmes and their suggestions for future programmes so as to make them more beneficial for the employees.

Questionnaire

Questionnaire

Personal data of the employees:Age:Gender:Have undergone in any type of training ever before:

Q1. The goals of the training were clearly defined.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Q2. The topics covered were relevant.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Q3. There was sufficient opportunity for interactive participation.

A. Strongly Agree B. Agree

43

C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Q4. The training was too technical and difficult to understand.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Q5. I get most of my questions answered during training.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Q6. Sufficient training exercises were included.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Q7. The facilitator was knowledgeable about the topic.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Q8. The facilitator encouraged active participation.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Q9. The facilitator answered questions in a complete and clear manner.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Q10. The facilitator used variety of training methods.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Q11. I am satisfied with the examples given during training.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree

44

E. Strongly Disagree

Q12. The meeting room and related facilities provided a comfortable setting for the training.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Q13. The tools and equipment’s used during the session worked well.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Q14. The sessions lasted about the right amount of time.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Q15. The goals of training have been met.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Q16. I am satisfied with my increased understanding of the topic.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Q17. I am satisfied with the variety of training methods used.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Q18. I have learnt what was intended to be taught.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Q19. This training helps me in improving skills and tactics for effective execution of the job.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

45

Q20. Training has brought noticeable change In their performance and efficiency.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Q21. The training proved fruitful in increasing the overall efficiency of the project.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Q22. Any further training is needed on the same module.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Q23. Feedbacks given by trainees were considered.

A. Strongly Agree B. Agree C. Neither agree nor disagree D. Disagree E. Strongly Disagree

Data Analysis And Interpretation

REACTION:

o Content Delivery:

1. The goals of the training were clearly defined

Table 1

46

Responses No. of respondents Percentage

Strongly agree 22 62.86

Agree 9 25.71

Neither agree nor disagree

4 11.43

Disagree 0 0

Strongly disagree 0 0

63%

26%

11%

Pie chart 1

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationA considerable 88.57% of the trainees felt that the goals were clearly mentioned and defined to them pre-training. This ensures that the trainees know what they should expect from the session.

2. The topics covered were relevant

Table 2

Responses No. of respondents Percentage

Strongly agree 7 20

Agree 20 57.14

Neither agree nor disagree

8 22.86

47

Disagree 0 0

Strongly disagree 0 0

20%

57%

23%

Pie chart 2

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and Interpretation77% of the trainees could easily relate with the topic- Geometrical dimensioning and tolerance. This is because the trainees from OSE had hands on experience and therefore connect more with the trainer. A meagre 23% who were unclear belong more to the workshop.

3. There was sufficient opportunity for interactive participation.

Table 3

Responses No. of respondents Percentage

Strongly agree 4 11.43

Agree 18 51.43

Neither agree nor 9 25.71

48

disagreeDisagree 4 11.43

Strongly disagree 0 0

11%

51%

26%

11%

Pie chart 3

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationThere was sufficient opportunity for interaction for the trainees. The trainer could keep some time for questions and queries. This would help the session to be more interactive and help the trainees to grasp the issue better.

4. The training was too technical and difficult to understand

Table 4

Responses No. of respondents Percentage

Strongly agree 4 11.40

Agree 16 45.71

Neither agree nor 12 34.29

49

disagreeDisagree 3 8.60

Strongly disagree 0 0

11%

46%

34%

9%

Pie chart 4

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationThe training had mix of employees at different positions and departments of the organisation who had prior knowledge of various levels about the topic, which accounts for the 46% agreeing that the training was difficult and technical.

This could be handled by segregating the trainees at the tow levels: a) the basics of GD & T and B) Advanced GD & T.

5. I get most of my questions answered during training.

Table 5

Responses No. of respondents Percentage

Strongly agree 8 22.85

Agree 9 25.71

Neither agree nor 13 37.14

50

disagreeDisagree 3 8.60

Strongly disagree 2 5.71

23%

26%37%

9%6%

Pie chart 5

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationIn training sessions we use the term “parking lot” when we wish to capture all questions we may not necessarily have an answer during the session. We therefore write these questions on a flip chart sheet and follow up the participants. This could be adopted to check the respondents whose queries/ questions remain unanswered.

6. Sufficient training exercises were included.

Table 6

Responses No. of respondents Percentage

Strongly agree 3 8.57

51

Agree 18 51.43

Neither agree nor disagree

12 34.29

Disagree 2 5.71

Strongly disagree 0 0

9%

51%

34%

6%

Pie chart 6

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationThe trainer assigned the trainees a topic each to present their understanding on- an exercise that eliminated any gap in the learning. Though a considerable amount of the trainees also feel that more exercises could have been included. The topic could be more class exercise like discussion on and evaluation of sample drawings.

7. The facilitator was knowledgeable about the topic.

Table 7

Responses No. of respondents Percentage

Strongly agree 24 68.57

52

Agree 11 31.43

Neither agree nor disagree

0 0

Disagree 0 0

Strongly disagree 0 0

69%

31%

Pie chart 7

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationThe role of the facilitator is the key to success of any training. The trainer must possess a wide range of skills such as knowledge of work products, understanding of the business context, facilitation tools and excellent communication abilities and trainees felt that the trainer was well-informed about the topic.

8. The facilitator encouraged active participation.

Table 8

Responses No. of respondents Percentage

Strongly agree 27 77.14

53

Agree 8 22.86

Neither agree nor disagree

0 0

Disagree 0 0

Strongly disagree 0 0

77%

23%

Pie chart 8

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationIdeally trainer should encourage active participation and seek feedback on the trainee’s level of understanding to facilitate better learning. Here, the trainer sought queries/ clarifications/ additional inputs from the trainees to promote understanding and remove any hesitation the trainees might have.

9. The facilitator answered questions in a complete and clear manner.

Table 9

Responses No. of respondents Percentage

54

Strongly agree 17 48.57

Agree 14 40.00

Neither agree nor disagree

4 11.43

Disagree 0 0

Strongly disagree 0 0

49%

40%

11%

Pie chart 9

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationA strong portion of the sample says that facilitator give answer to their questions in a complete and clear manner. This shows the activeness of the facilitator. As here 89% of the trainees feel that their queries has been solved in a proper manner.

10. The facilitator used variety of training methods.

Table 10

Responses No. of respondents Percentage

55

Strongly agree 16 45.71

Agree 14 40.00

Neither agree nor disagree

5 14.29

Disagree 0 0

Strongly disagree 0 0

46%

40%

14%

Pie chart 4

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and Interpretation86% of the trainees think that the facilitator used various method of training during training period. As in this case the facilitator not only remain confined to on the job training method but had also used off the job training methods of giving training.

In addition to this the facilitator also uses various other methods of training making the overall training section more interactive, interesting and knowledgeable.

11. I am satisfied with the examples given during training.

Table 11

Responses No. of respondents Percentage

56

Strongly agree 10 28.57

Agree 15 42.85

Neither agree nor disagree

6 17.14

Disagree 4 11.42

Strongly disagree 0 0

29%

43%

17%

11%

Pie chart 11

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationGiving examples which are appropriate related with the problem at hand is very important as it enhances the understanding of the trainees. Good examples make the subject matter more clear. As in this case the facilitators at the OSE are good as 62% of people agrees but still 11% of people disagree with this statement.

o Facility:

12. The meeting room and related facilities provided a comfortable setting for the training.

57

Table 12

Responses No. of respondents Percentage

Strongly agree 19 54.28

Agree 13 37.14

Neither agree nor disagree

2 5.71

Disagree 1 2.86

Strongly disagree 0 0

54%37%

6%3%

Pie chart 12

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationA major percentage of the people think that the meeting room and related facilities provided a comfortable setting for training as 91% of trainees agrees with this statement. It shows that OSE has provided good infrastructure facilities to their trainees.

13. The tools and equipment’s used during the session worked well.

Table 13

58

Responses No. of respondents Percentage

Strongly agree 0 0

Agree 10 28.57

Neither agree nor disagree

14 40.00

Disagree 11 31.43

Strongly disagree 0 0

29%

40%

31%

Pie chart 13

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationBarring the initial technical glitches where the projector and the mike wouldn’t work, the training went trouble free. The tools and equipment’s from another important part of any training which should be given equal attention to or else they can adversely affect the morale of the trainees.

14. The sessions lasted about the right amount of time.

Table 14

59

Responses No. of respondents Percentage

Strongly agree 0 0

Agree 10 22.23

Neither agree nor disagree

15 33.34

Disagree 9 20.00

Strongly disagree 11 24.45

22%

33%20%

24%

Pie chart 14

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationThis particular training got overstretched by over half an hour which accounts for the response being more on the negative side. The trainees have deadlines to meet and a stretch in time only reflects the inefficiency on the organizers’ part leading to this kind of response. It could be avoided by considering some buffer time while planning the training duration.

o General satisfaction:

15. The goals of training have been met.

60

Table 15

Responses No. of respondents Percentage

Strongly agree 11 24.45

Agree 15 42.86

Neither agree nor disagree

6 17.14

Disagree 3 8.57

Strongly disagree 0 0

26%

46%

18%9%

Pie chart 15

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationThe training aimed at introducing and detailing the “Geometric dimensioning and Tolerance” to the attendees. Barring few, most of the trainees could grasp the topic to a large extent. A more detailed insight into the topic and hitting at the basic concepts first would help the others too to comprehend the matter well.

16. I am satisfied with my increased understanding of the topic.

Table 16

61

Responses No. of respondents Percentage

Strongly agree 5 14.29

Agree 14 40.00

Neither agree nor disagree

7 20.00

Disagree 9 25.71

Strongly disagree 0 0

14%

40%20%

26%

Pie chart 16

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationFew unsatisfied trainees felt that there was less knowledge enhancement for they had pre-knowledge about the topic. For others they had less experience on that topic and so had difficulty relating to it completely.

17. I am satisfied with the variety of training methods used.

Table 17

62

Responses No. of respondents Percentage

Strongly agree 6 17.14

Agree 19 54.29

Neither agree nor disagree

6 17.14

Disagree 4 11.43

Strongly disagree 0 0

17%

54%

17%

11%

Pie chart 17

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationThe number and types of training methods that can be used depends on many actors to decide how to present the material. The trainer made extensive use of videos and assignments to stimulate student interest and activity. A handbook was provided to each trainee with considerable information for further referencing.

LEARNING:

18. I have learnt what was intended to be taught

63

Table 18

Responses No. of respondents Percentage

Strongly agree 45 100

Agree 0 0

Neither agree nor disagree

0 0

Disagree 0 0

Strongly disagree 0 0

100%

Pie chart 18

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationWith no exception every trainee agreed that they have learnt what was intended to be taught. This result is very positive for the company. It shows that their training programme is effective.

19. This training helps me in improving skills and tactics for effective execution of the job

Table 19

64

Responses No. of respondents Percentage

Strongly agree 25 71.42

Agree 5 14.28

Neither agree nor disagree

2 5.71

Disagree 2 5.71

Strongly disagree 1 2.85

71%

14%

6% 6%3%

Pie chart 19

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationA very strong proportion of trainees say that this training program helps them in improving skills and tactics for the effective execution of their job. As here 81% of people agree with this statement.

BHEAVIOUR:

20. Training has brought noticeable change in their performance and efficiency

65

Table 20

Responses No. of respondents Percentage

Strongly agree 3 30.00

Agree 4 40.00

Neither agree nor disagree

0 0

Disagree 3 30.00

Strongly disagree 0 0

30%

40%

30%

Pie chart 20

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationOut of 10 managers 7 says that the training plan has brought the noticeable change in the employees’ performance and their efficiency. This result shows that the training programme was effective and has achieved what as intended to be achieved.

RESULT:

66

21. The training proved fruitful in increasing the overall efficiency of the project.

Table 5

Responses No. of respondents Percentage

Strongly agree 3 30.00

Agree 4 40.00

Neither agree nor disagree

0 0

Disagree 2 20.00

Strongly disagree 1 10.00

30%

40%

20%

10%

Pie chart 21

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationThe outcome of the application of training takes some time to reflect. A reminder or even further motivation to the trainees would see them staying enthusiastic about implementing the new skill and thus increase self/ organizations’ overall efficiency.

22. Any further training is needed on the same module.

67

Table 22

Responses No. of respondents Percentage

Strongly agree 5 50.00

Agree 1 10.00

Neither agree nor disagree

0 0

Disagree 4 40.00

Strongly disagree 0 0

47%

9%

38%

5%

Pie chart 22

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationEvaluating the effectiveness of the training, 60% managers are of the opinion that a further discourse on the topic would help in more knowledge gaining and thus take the effectiveness to the next level. Few others who could feel the results showing the difference felt that no further training was needed for the trainees.

23. Feedbacks given by trainees were considered.

68

Table 23

Responses No. of respondents Percentage

Strongly agree 2 20.00

Agree 5 50.00

Neither agree nor disagree

0 0

Disagree 3 30.00

Strongly disagree 0 0

20%

50%

30%

Pie chart 23

Strongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagree

Analysis and InterpretationA training exercise would go futile if after everything it fails to look into the reaction from the people it is designed for. The reviews help devise any rework or modification required to overcome the glitches faced. A good number of supervisor opined that the responses are taken care of and heeded to.

69

LIMITATIONSThe following limitations have been encountered during the survey on ‘training and development’ in Oriental Structural Engineers:-

1. Time was a big constraint: Lack of time is one of the biggest limitations of this survey. As for this survey on ‘training and development’ I have only 4weeks, which is quite short time period for any kind of survey. The problem of time constraint becomes big in questionnaire method where enumerator himself/ herself personally goes to respondents in order to seek the answers.

2. The responses of the employees might not be completely reliable: The response of the employees may not be completely reliable. This happens because of the reason that at times the informants are biased. In addition to this there might be possibility that the informants would not be able to understand the meaning of the questions as intended and thus gives the inaccurate answer of the questions. Also some times the informants simply do not take interest in answering the questions and thus randomly put tick mark on any of the options.

3. Survey wasn’t inclusive since the trainees were from a narrow age group: Survey was not inclusive in nature as it does not include respondents from all age group. People belonging to different age group have different needs and thus have different preferences. Thus there might be a possibility that the result will be different if the survey will be conducted on a group which is made of people belonging from different age group.

70

SUGGESTIONSThe following recommendations and suggestions could be made based on the data collected:-

o The training should be performed as a continues planned activity to ensure the continuity in application of the skill is preserved.

o New and external faculty could be appointed for the training program so that the maximum impact can be obtained from their experience and knowledge.

o The organization may utilize both subjective and objective approach for the training program.

o Each employee should be assigned to attend at least one training program each year.

o Part time training programs spanning over a few days could be conducted in the office premises in order to avoid any interruption in the routine work.

o The training program could be arranged department wise in order to give focused attention towards the departmental requirements.

o To ensure that the employees practice the taught technology/ skill/ knowledge, counselling and follow up with supervisor/ manager could help.

o Ensure that there is proper linkage among organizational, operational and individual needs.

o Create a system to evaluate the effectiveness of training.

o The duration of the Training programme should increase.

o The employees should aware about the criteria for selection and they should aware about the objectives of training when being selected.

o The ROI – The return on investment made towards training and development activity need to be measured. Employee has to be aware about the cost invested by Company indirectly and they will be motivated to get the desired result output.

71

CONCLUSIONFrom the reactions and responses of the employees, it can be inferred that most of the employees of the Oriental Structural Engineers Pvt. Ltd. hold a positive view on the effectiveness of the training system in the organisation.

The evaluation of the phases reveal that the reactions of the trainees towards the conductance of the training is affirmative, with attention being given to many details like involving the participants, adopting various training methods, to being well prepared and answering the questions. The supervisors are also of the view that the trainees try and implement their learning into working style. Though some further work can be undertaken on the implementation of the learning.

Positive effect on the result parameters like ROI, profit, employee satisfaction etc. further motivate employees to work for the organisation to achieve the target set before them.

Training is also necessary when the existing employee is promoted to the higher level in the organization and when there is some new job or occupation due to transfer. Training is also necessary to equip employees with advanced displaces, techniques or technology. Training also becomes essential when an organization has plans for modernization.

Hence I conclude with a positive note by saying that implementation of the suggestions and adopting the right strategy of training would see this organisation setting a benchmark for the other firms to follow.

72

BIBLIOGRAPHYo HUMAN RESOURCE AND PERSONNEL MANAGEMENT

BY K. ASWATHAPPA

o PERSONNEL MANAGEMENT AND INDUSTRIAL RELATIONSBY N. G. NAIR & LATHA NAIR

o HUMAN RESOURCE MANAGEMENT BY JOHAR IVANCEVICH, TATA Mc GRAW HILL, 2003

o TRAINING AND DEVELOPMENT" EDITED BY V V RAMANIICFAI PUBLICATIONS, 2005.

o www.citehr.com