Vipin Pandey Project

HINDALCO INDUSTRIES LIMITED RENUSAGAR
PROJECT REPORT ON STUDY OF TRAINING & DEVELOPMENT EFFECTIVENESS OF ITI LEVEL PROGRAMME AT HINDALCO POWER DIVISION
SUBMITED TO:-
MR. NISHANT GUPTA

A.G.M.(TTMDC)
2010
SUBMITED BY:-
VIPIN KUMAR PANDEY JDIMT VARANASI
STUDY OF TRAINING & DEVELOPMENT EFFECTIVNESS OFITI LEVEL PROGRAMME AT RANUSAGAR POWER DIVISION
PREFACE
Summer training is an integral part of our academic curriculum. During the training, a student gets an opportunity to understand the practical aspect of theory. Training makes the concept clearer. This training has helped us to get an exposure to the practical aspects of the Organizational functions. Our experience at RPD has been great and we came across many valuable concrete experiences, which will definitely help us in making choices in our professional decisions. This report is outcome of the summer training that we have undergone at Hindalco Industries limited for the partial fulfilment of course The topic allotted to us by the company is S ST TU UD DY YO OF FT TR RA AI IN NI IN NG GE EF FF FE EC C-T TI IV VN NE ES SS S The project emphasizes on the training effectiveness which change
the working effort and their attitude of employed in the organization after training programme. We have tried our best to make a good report. However, no one can claim perfection in it entirely. Preparation of project requires perseverance, initiatives, proper guidance and direction. Therefore, it is mandatory to take the aid of various departments Actually, project summarized in the forms of various activities.
DECLARATION We declare that with the best of our ability and knowledge we have successfully completed our project work. It took a lot of hard work from our side in successfully completing the report entitled to us.
V VO OC CA AT TI IO ON NA AL LT TR RA AI IN NI IN NG G
STUDY OF TRAINING & DEVELOPMENT EFFECTIVENESS AT RENUSAGAR POWER DIVISION.
SUBMITTED BY: VIPIN KUMAR PANDEY
ACKNOWLEDGEMENT
It is a great sense of satisfaction and a matter of privilege for us to work at Hindalco Industries limited. We wish to express our heartiest thanks to Renusagar Power Division For providing us the opportunity to undergo training in an esteemed organization under such a proactive environment, Systematic work approach and target oriented task management of this division provided us with the much desired training experience needed for future management professional. It is our pleasure to thank Mr.Nishant Kr.Gupta, A.G.M(TTMDC), HIL, to whom we owe a lot for giving me an opportunity to do our training in this organization. I also owe a special thanks to Miss MANJU CHAIDHARY (HR OFFICER) and HIL for following me to do this project under their guidance. Our heartfelt thanks to our guide Mr.SUMANT KUMAR who accepted us, as a project trainee in his group and helping in the project with words of encouragement and has shown full confidence in our abilities. We are also heartily thankful to the entire staff member of TTMDC, Technical services who always have been a source of inspiration for us.
SUBMITTED BYVIPIN KUMAR PANDEY (JDIMT, VARANASI)
TABLE OF CONTENT
Chapter-1 INTRODUCTION Aditya Birla Group-Overview Group Philosophy, Values, Vision, Mission Achievements Chapter-2 Objective of the study Research Methodology Chapter-3 ORGANISATION AT A GLANCE Hindalco- Overview, Hindalco Today - recent milestones of Hindalco business. Hindalco Vision, Mission, Strategy
Chapter-4 HR POLICIES OF RPD Introduction HR Vision, Mission HR Objective Chapter-5 TRAINING & DEVELOPMENT Introduction of Training & Development Concept of Training & Development Objective of Training & Development Principle of Training & Development Training Policy Training Methodology Training Purpose Training Need Identification (TNI)
Chapter-6 TRAINING EFFECTIVENESS Introduction Method of Measurement Conclusion Recommendation Limitation Bibliography
INTRODUCTION
ADITYA BIRLA GROUP OVERVIEW
Mr. Kumar Mangalam Birla, Chairman of ABG GENESIS: Aditya Birla Group traces its origin back to the tiny village of Pilani in the Rajasthan desert, where, late Shri. Seth Shiv Narayan Birla started cotton-trading operations in 1857. Then one visionary the late Shri. G.D Birla set up Indias first integrated aluminium manufacturing unit at Renukoot, in 1962, backed by captive power plant at Renusagar in 1967. It further evolved under the dynamic leadership of the late Shri. Aditya Vikram Birla a prominent figure in the Indian industry, under whose stewardship Hindalco attained its leadership position in aluminium. Today our Group chairperson, Dr. Kumar Mangalam Birla has put together the building blocks to make Indian business a global force.
INTRODUCTION: The Aditya Birla Group is Indias first truly multinational corporation global in vision, rooted in Indian values, A US $24 billion corporation with a market cap of US $31.5 billion and in the league of Fortune 500, the Aditya Birla Group is anchored by an extraordinary force of 100,000 employees, belonging to 25 different nationalities. In India, the Group has been adjudged "The Best Employer in India and among the top 20 in Asia" by the Hewitt-Economic Times and Wall Street Journal Study 2007. Over 50 per cent of its revenues flow from its overseas operations. The groups products and services, offer distinctive consumer solutions. Its 66 state-ofthe-art manufacturing units and sectoral service span throughout the world. The Group operates in 20 countries: India, Thailand, Laos, Indonesia, Philippines, Egypt, China, Canada, Australia, USA, UK, Germany, Hungary, Brazil, Italy, France, Luxembourg, Switzerland, Malaysia and Korea which make it Indias first truly multinational conglomerate. The name "Aditya Birla" evokes all that is positive in business and in life. It typifies integrity, quality, performance, perfection, and above all, character. Our corporate logo, 'The Rising Sun', symbolizes these traits. ('Aditya' is the Hindi word for sun).
The logo consists of an inner circle, symbolizing the internal universe of the Aditya Birla Group, an outer circle, symbolizing the external universe, and a dynamic meeting of rays converging and diverging between the two. Commited to being a global benchmark group, the aditya birla group reaches out to the core sector in india in industries integral to the nations growth . Aluminium, cement, fertilizers, viscose staple fibre, textiles, petroleum refining, power, software, tele communication, industrial chemicals and financial services.
The premium conglomerate, The Aditya Birla Group is dominant
player in all of sector in which it operates. Such as viscose staple fiber, non- ferrous metals, cement, viscose filament yam, banded apparel, carbon black chemicals, fertilizers, sponge iron, insulators and financial service. The Aditya Birla Group is Indias second largest business house with turnover of over 200 billion-asset base values at over Rs. 180 billion and nearly 72,000 employees all over the world. Over 75 units in India and overseas as well and international trading operations spanning several countries. ABG is committed to the future of India, for over 50 years now. Gross Revenue- Rs. 26,000 crores Gross Assets - Rs. 25,700 crores Shareholders - Rs. 6,50,000
Globally the Aditya Birla Group is: A metals powerhouse, among the world's most cost-efficient aluminium and copper producers. Hindalco-Novelis from its fold is a Fortune 500 company. It
is the largest aluminium rolling company. It is one of the three biggest producers of primary aluminium in Asia, with the largest single location copper smelter. No.1 in viscose staple fibre The fourth largest producer of insulators The fourth largest producer of carbon black The 11th largest cement producer globally Among the world's top 15 BPO companies and among India's top three Among the best energy efficient fertiliser plants
.In India: A premier branded garments player The second largest player in viscose filament yarn The second largest in the chlor-alkali sector Among the top five mobile telephony companies A leading player in life insurance and asset management Among the top three supermarket chains in the retail business Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where success does not come in the way of the need to keep learning afresh, to keep experimenting.
Beyond business Reaching Out A value based, caring corporate citizen the Aditya Birla Group inherently believes in the trusteeship concept of management. A part of the groups profits is ploughed back in to meaningful welfare driven initiative that make a qualitative difference to the lives of
marginalized people. These activities are carried out under the aegis of the Aditya Birla Centre for community initiatives and Rural Development spearheaded by Mrs. Rajashree Birla.
Beyond business the Aditya Birla Group is: Working in 3,700 villages Reaching out to seven million people annually through the Aditya Birla Centre for Community Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla Focusing on: health care, education, sustainable livelihood, infrastructure and espousing social causes Running 41 schools and 18 hospitals Transcending the conventional barriers of business to send out a message that "We care".
Aditya Birla Management Corporation Ltd. (ABMCL)

In a strategic move to institutionalize its management process, the Aditya Birla Group has set up Aditya Birla Management Corporation Limited (ABMCL) it is headed by Board of Directors with Mr. Kumar Mangalam Birla as a Chairman. It is a Groups apex decision making body and provides strategic direction to group companies.
The Group has following Achievement to its credit The worlds no.1 in viscose staple fiber. The third largest producer of insulator. The worlds third largest producer of carbon black.
The worlds eighth largest producer of cement and the largest in a single geography. Asias largest integrated aluminum producer. A globally competitive, fast growing copper producer. Indias premier branded garments player. Among Indias most energy efficient private sector fertilizer plants. Indias second largest producer of viscose filament yarn. Indias second largest private sector insurance company. Among the worlds top 15 and Indias top three BPO companies. The group has also made successful forays into it and IT sector and has a significant presence in the Financial Sector and telecommunications sectors in tie-ups with giants like Sun Life insurance (Canada) and At &T (USA) respectively.
Group Mission:
To deliver superior value to our customers, shareholders, employees and society at large.
Values we Value:
In the words of our chairman Mr. Kumar Mangalam Birla: Great and lasting businesses are never built on quick sands of opportunism. For us, at The Aditya Birla Group, if by living our values means, perhaps growing at a pace slower than we would otherwise have liked, so be it. For us, the key to Enduring leadership lies in knowing what we stand for and in living by that. In essence, our values provide us with a moral compass, our roots, as well as our wings.
GROUP VALUE
RESPECT FOR THE INDIVIDUAL INTEGRITY, SPEED, SIMPLICITY, SEAMLESSNESS, SELF ASSUREDNESS, AND A 100 PERECENT COMMITMENT, ARE ALL VALUES WE VALUE. OUR VALUES ARE NON-NEGOTIABLE. THEY ARE NEVER TO BE JETTISONED. FOR US, OUR VALUES ARE OUR WELLSPRINGS.
FIVE VALUES OF THE ORGANAZATION

Integrity is defined as: Honesty in Every Action Acting and taking decisions in a manner that these are fair, honest following the highest standards of professionalism and are also perceived to be so.Integrity for us means not only financial and intellectual integrity, but in all other forms as are commonly understood. Commitment is defined as: Delivery on the Promise On the foundation of Integrity, doing whatever it takes to deliver value to all stakeholders.In the process, taking ownership for our own actions and decisions, those of our team and that part of the organization that we are responsible for.
Passion is defined as: Energized Action A missionary zeal arising out of emotional engagement with the organization that makes work joyful and inspires each one to give his or her best. Relentless pursuit of goals and objectives with the highest level of energy and enthusiasm, that is voluntary and spontaneous.
Seamlessness is defined as: Boundary less in letter in Spirit

Thinking and working together across functional silos, hierarchies, businesses and geographies. Leveraging the available diversity to garner synergy benefits and promote oneness through sharing and collaborative efforts.
Speed is defined as: One Step Ahead Always

Respond to internal and external customers with a sense of urgency. Continuously seek to crash timelines and choose the right rhythm to optimize organization efficiencies.
OBJECTIVE OF THE STUDY
People are the key to the future success of any company or economy. Quality is the feature that sells goods and services, and it is competent people who assure quality. Thus for business to be successful they must be trained to deliver value for the organization. Objective of this project is ----------- Find out the process of training and development Effect of training and development Effective evaluation of training and development
RESEARCH METHODOLOGY
Descriptive and conclusive types of research is conducted. On the basis of the empasis laid on the analysis of the information and the data the type of research used in descriptive research. This kind of research is needed to provide a theoretical framework and background on which, total knowledge and operational practices can be used and judged. The major purpose of descriptive research is description of the state of affairs, as it exits at present.
RESEARCH DESIGN
The study is carried out on the basis of information and data collected from Training and development centre of Hindalco Ind. Ltd. The following procedure is followed The research includes interpretation of training and development process at Hindalco. Understanding the HR policies of Hindalco. Determining the training plan. Analyzing the training process. Evaluation and conclusion. DATA COLLECTION Both primary and secondary data are collected for the purpose of completion of this project report.
DATA COLECTION METHOD The data is collected through both primary and secondary methods.
PRIMARY METHOD Information gathered by feedback forms filled by and interview and discussions with the employees of various departments and our project guide/mentor. SECONDARY METHODS Secondary data is being collected through following methods; Hindalcos training planner and induction guide. Training report and manuals available in the training centre. Information from HR USER software used by hindalco. Company annual report and other publication. Other training documents available at the training centre. Company Website
DATA SOURCES: (1) SKILL MAPPING Primary data collected through informal interaction with fitter employe of Arial Roapway Dept. For Develop the Competency Chart Total No of items, for Fitter = 17, and (2) TRAINING EFFECTIVENESS Data collected through the questionnaire prepared on Training Effectiveness. For evaluate the effectiveness of training programme given by TTMDC at fitter level in various dept. Data Analysis Data is analysed on the basis of available information.
ORGANISATION AT A GLANCE
HINDALCO OVERVIEW
Hindalco was set up in collaboration with Kaiser Aluminium & Chemicals Corporation USA, in a record time of 18 month. The plant started its commercial production in the year 1962 with a capacity of 20,000 TPA. It has since grown to become the largest integrated aluminium producer in India. The company has grown manifold and is managed by board of directors, with shri Kumar Mangalam Birla as the chairman of the board of directors. Hindalco Industries Limited, the metals flagship company of the Aditya Birla Group, is an industry leader in aluminium and copper. A metals powerhouse with a consolidated turnover in excess of US$ 14 billion, Hindalco is the world's largest aluminium rolling company and one of the biggest producers of primary aluminium in Asia. Its Copper smelter is the world's largest custom smelter at a single location. Company's principal products comprise of Aluminium Ingots, Aluminium Billets, Aluminium Wire Rods, Sheet Products, Extrusions, Aluminium Foils and Aluminium Alloy Wheels. The Company's by products include Gallium Metal, Vanadium Sludg and Aluminium Dros established in 1958, Hindalco commissioned its aluminium facility at Renukoot in Eastern U.P. in 1962. Later acquisitions and mergers, with Indal, Birla Copper and the Nifty and Mt.Gordon copper mines in Australia, strengthened the company's position in value-added alumina, aluminium and copper products, with vertical integration through access to captive copper concentrates. In 2007, the acquisition of Novelis Inc. a world leader in aluminium rolling and can recycling marked a significant milestone in the history of the aluminium industry in India. With Novelis under its fold Hindalco ranks among the global top five aluminium majors, as an integrated producer with low cost alumina and aluminium facilities combined with high-end rolling capabilities and a global footprint in 12 countries outside India. Its combined turnover of US$ 14 billion, places it in the Fortune 500 league. Hindalco, at Renukoot, houses a fully integrated plant, comprising of 3 main plants i.e. the Alumina, Smelter & Fabrication Plants. Each plant employs varying Technology. With integrated facilities, output from various plants is used by next, along with varying raw materials. Company has its own captive power plant at Renusagar (30 Km away
from Renukoot ) with installed capacity of 741.7 MW and 78 MW of Co Generation Plant at Renukoot itself. Alumina Plant: - It was commissioned with an initial capacity of 40,000 MTPA, which has now increased, to 700000 MTPA. The plant has been expanded in phases using new technology from time to time for energy efficiency and capacity enhancement. It employs the basic Bayers process and the major raw materials for the plant are Bauxite, Steam, Caustic Soda and Furnace oil. Aluminium Smelter: - It has 11 Pot lines with 2067 Pots installed with annual production capacity of 3,45,000 MT. The Smelter employs the Hall Heroult Electrolysis Process for the extraction of Aluminium from Alumina. Basic raw materials for the smelter are Alumina, Power, Anodes and Aluminium Fluoride. Fabrication Plant (Value Added Products): - The Fabrication Plant at Renukoot comprises of 4 Main Sections Remelt Shop, Cast House, Rolling Mills, Extrusion & Conform which produce Wire Rod, Sheets, Coils and Extruded Products. Hindalco, an ISO 14001, ISO 9001:2000 and OHSAS 18001 Company. Recently these three system have integrated as IMS (Integrated Management System). Today Hindalco occupies a place of pride in the global aluminium scenario with its most efficient working in all areas of operations. The company has kept pace all along with latest development in aluminium technology and has occupied its manufacturing facilities. Hindalco has bagged 14 prestigious International & National Awards for Business Excellence, Quality, Energy Conservation and its efforts for preserving the Environment in FY 05-06.
Board of Directors
Mr. Kumar Mangalam Birla, Chairman Mrs. Rajashree Birla Mr. A.K. Agarwal Mr. M.M. Bhagat Mr. K. N. Bhandari Mr. E.B. Desai Mr. S.S. Kothari Mr. C.M. Maniar Mr. N.J. Javari Mr. D. Bhattacharya, Managing Director Chief Financial Officer Mr. S. Talukdar, President Advisor Mr. R.K Kasliwal Company Secretary Mr. Anil Malik
Business /Unit Heads Mr. Shashi K. Maud gal, Chief Marketing Officer Mr. Shankar Ray, President, Chemicals & Intl. Trade Mr. Satish M Bhatia, President, Foils & Wheel Mr. R.S Dhulkhed, Head Operations Mr. D. Kohli, Chief Officer Operations, Renukoot Unit Mr. V S Kasbekar, Executive President-Copper
Aditya Aluminum Mr. S N Bontha, CEO Utkal Alumina International Ltd. Mr. H.R. Pattanayak, MD & CEO Novelis Inc. Ms. Martha Finn Brooks,President & Chief Operating Officer
AAAAA
HINDALCO TODAY
Aluminium has turned out to be the wonder metal of the industrialized World. No other single metal can do so many jobs so well, and so Economically also. Aluminium growth rate is the highest amongst the major basic metals today. Hindalco ranks as the largest aluminium producer in India and contributes about 40 % share in total production of the country. The companys fully integrated aluminium operations consists of the Mining of bauxite, conversion of bauxite in to alumina, production of primary aluminium from alumina by electrolysis and production of Properzi redraw roads, rolled products, extructions and value added products like foil wheel at silvasa. Hindalco integrated operations and operational efficiency has enabled the company to be one of worlds lowest cost producers of aluminium. The companys cost efficiency has helped it to record an outstanding performance in . the face of adverse market conditions. Hindalco also owns a large captive thermal power plant at renusager that Meets the power requirment of the company very efectively, has a current Generation units . Hindalco currently has primary aluminium capicity of 3, 50,000 MTPA
SOME RECENT MILESTONES

In May 2007, Novelis became a Hindalco subsidiary with the completion of the acquisition process. The transaction makes Hindalco the world's largest aluminium rolling company and one of the biggest producers of primary aluminium in Asia, as well as being India's leading copper producer. In May 2006, the company signed an MoU with the Government of Madhya Pradesh for setting up a greenfield aluminium smelter and a captive power plant. The company also entered into a joint venture with Essar Power (M.P.) Ltd. to develop and operate coal mines at Mahan, Madhya Pradesh. The joint venture will supply coal to the proposed aluminium smelter and power complex in Madhya Pradesh In May 2006, the company's copper mining subsidiary Aditya Birla Minerals Limited (formerly Birla Mineral Resources Pty Ltd.) came out with an equity offering and subsequent listing on the Australian Stock Exchange (ASX) In March 2006, the company acquired an aluminium rolling mill and wire rods facility, from Asset Reconstruction Company (India) Limited (ARCIL), belonging to Pennar Aluminium Company Limited In January 2006, the company concluded 4:1 rights issue of its shares on partly paid basis. It was the largest ever rights issue in the history of corporate India and first one to issue partly paid instruments In September 2005, the company split its shares in ratio of 10:1 in order to enhance liquidity and to encourage participation from retail investors In April 2005, the company signed an MoU to establish a world class integrated aluminium project in the state of Orissa
HINDALCO VISION To strengthen our position as a premium aluminium company, sustaining domestic leadership and global competitiveness through innovation, quality and value added growth. HINDALCO MISSION To pursue the creation of value for our customers, shareholders, employees and society at large. HINDALCO VALUES Integrity Honesty in every action Commitment On the foundation of integrity, doing whatever it takes to deliver, as promised. Passion Missionary zeal arising out of an emotional engagement with work Seamlessness Thinking and working together across functional silos, hierarchy levels, businesses and geographies. Speed Responding to stakeholders with a sense of urgency HINDALCO STRATEGY Efficiency focus To be one of the lowest cost producers globally Effectiveness focus To continue to remain the market leader domestically Growth focus To pursue value adding growth opportunities in aluminium
RENUSAGAR POWER DIVISION AN OVERVIEW

1962 Commencement of Production at Hindalco Source of Rihand Hydroelectric Power 1965 Late Shri G.D. Birla visualized power shortage & started work on RPD. Renusagar power division an associate of Hindalco industries limited one of the biggest Company in The Aditya Birla group.Renusagar power division was conceived as the captive power plant of Hindalco Industries Limited in 1964. The first power generating units of 67.5 MW each were commissioned in the year 1967-68.The coal- based thermal power plant presently has a capacity of 742 MW with 10 turbo- generator sets and 11 steam generators (boilers). It generates around 6111 Million Units. Renusagar is situated at about 35 km from Renukoot in Sonebhadra district of Uttar Pradesh, on the bank of Rihand lake. The geographical location is 24 10 N to 24 12N and 82 46 E to 82 48 E. the site is located at an average elevation of the north and west side. Township area is about 176 hectares and the plant has an area of about 58 hectares. Renusagar power division is well known in the power sectors of India. It has the reputation of consistently achieving around 90 % Plant Load Factor (PLF) and around 90% Plant Availability Factor (PAF) of its installed capacity of 575 MW, inspite of odds like low- grade coal and disturbance in the northern grid.Right from inception, Renusagarpower division has laid emphasis on high degree of technical skill and quality control in workmanship and training.Renusagar has developed the concept of need based rolling maintenance plan through intensive condition monitoring as against the time bound maintenance plan hitherto being followed by other power station.
PLANT DETAILS OF RENUSAGAR POWER DIVISION

RenuSagar Power Division is a division of Hindalco Industries Ltd. for generating and supplying uninterrupted Power exclusively to the integrated Alumina Complex at Renukoot, UP. Renu Power is located at Renu Sagar ,almost at the pithead of Singrauli Coal Mines of Northern Coal Fields Ltd. in the vicinity of Govind Vallabh Pant Sagar ( popularly known as Rihnad Lake) in the district of Sonebhadra of the State Uttar Pradesh, India. The total installed capacity of plant is about 742 MW and comprises of 10 T.G. set 11 Boilers. RenuSagar Power Plant is one of the Most efficiently operating at a plant Factor of around 90%.
Unique Features:
- First Captive Power Plant for an Aluminium Industry in India. - Commissioned way back in 1967 with 2 Units, each of 67.5 MW. - Present Installed Capacity of 742 MW with 10 Turbo Generating Sets. -1st Power Plant in India to have additional Spare Boiler (1981) to avoid Generation Loss in case of outage of Unit Boilers . -Consistently operating at Plant Load Factor (PLF) above 90% and is Comparable to the best world-wide .
Renusagar Power Division (RPD) is a Captive Power Plant of Hindalco Industries Limited, countrys leading aluminum producer and a flagship company of The Aditya Birla Group. It has the distinction of being the first Captive Power Plant for Aluminum Company in India. The great visionary Late Syt G.D. Birla conceptualized the Power Plant at Renusagar way back in 1964. Renusagar Power Division is located at the pithead of Singrauli Coal Seam of Northern Coal Fields Limited (NCL) and on the banks of Rihand Lake. It is situated in Sonebhadra District of Uttar Pradesh (U.P.) on the border of U.P. and M.P. It is 200 KM from Varanasi and 40 KM from Renukoot.
This region is known as Power Capital of the country and contributes approximately 10000 MW to the national economy.
PERFORMANCE
As the aluminium smelters need continous and steady power supply, high plant availability and operation at rated capacity is of paramount importance for RENUSAGAR POWER PLANT. Renusagar has achieved high plant availability factor (PAF) and plant load factor (PLF) of around 95% and more consistently for over two decades (against the national average of 55%) right from its inception. It has dispelled the misconception that such a high PAF and PLF cant be achieved by the thermal power plant, using low grade coals.
CONTRIBUTION IN THE FIELD OF POWER SECTOR

It is to the credit of RENUSAGAR POWER that despite the fact it uses high ash (35%) and abrasive natural coal, high PAF and high PLF have been achieved by it consistently. Modification in the ID fans, Dust Collectors and indigenous methodology of prolonging the life of pressure part tubes, was a trend setter. Its result oriented approach to bring down tube leakage to less than one per boiler per annum, has world wide acclaim. RENUSAGAR POWER DIVISION is an acknowledged leader of thermal power plant. It adopted modern management techniques for intial stages itself and was able to limit its planned overhaul duration by resorting to PERT
ENERGY CONSERVATION
Renupower is conscious of energy conservation and has made concentrated efforts to reduce and limit its auxiliary power and oil consumption. It is remarkable that the average oil consumption per unit generated has been maintained at less than 0.8 ml per KWH (against the national average of about 11 KWH for its size of units).
ENVIRONMENT AND POLLUTION CONTROL

At Renusagar, all the boilers have electro-static precipitators (ESP). The stack emission are closely monitored and controlled well below the permissible limits. Renusagar Power is known for its environment friendly plans. The vast greenery in the complex simply conveys its culture. There is an Environment Cell, which is properly functioning under the guidance of P & IR department for proper monitoring.
Make Sr.No. Unit Capacity(MW) Turbo Generator 1. 2. 3. TG# 1 TG# 2 TG# 3 67.5 67.5 77 GE(USA) GE(USA) SIEMENS/ BHEL (Consortium) CE(USA) CE(USA) CE(USA) Boiler
4.
TG# 4
77
SIEMENS/ BHEL (Consortium) BERGMANN BORSIG ABB(GERMANY) ABB(GERMANY)
CE(USA) BHEL
5.
TG# 5
68
6. 7.
TG# 6 TG# 7
74 74
BHEL BHEL
8. 9. 10.
TG# 8 TG# 9 TG# 10
77 80 80
GE (USA) SIEMENS (GERMANY) SIEMENS (GERMANY)
BHEL BHEL BHEL
800 700 600
742
575 500
At
MW
500
RPD, we are
425
400 300
350 283 209
200 100 0 1966-67
135 67.6
1967-68
1980-81
1982-83
1988-89
Year
1996-97
1997-98
1998-99
1992-03
guided by our Vision, Mission & Values that provide direction to all our efforts.
The Vision, Mission and values of our Power Unit are as follows:
VISION
To be one of the best operated and maintained Captive Power Plant, with enviable Plant Load Factor, to supply uninterrupted power
MISSION
To pursue creation of value at all levels of plant Operations for our customers, shareholders, Employees and Society at large.
VALUES
Integrity, Commitment, Passion, Seamlessness, Speed
HR POLICIES AT RPD
HR POLICIES AN INTRODUCTION
RPD Powered by People My objective has been to build a meritocracyan organization is about people who make it and it would continue to be my focus. : Kumar Mangalam Birla At the heart of Hindalcos processes, products, growth and success lies the endeavour and dedication of the RPD team. A multilingual, multicultural cross-functional team of people bound by the strong organizational values and pursuing a common mission to create superior value, realize full potential and steer the company towards a position of a global metal major. An achievement focused and development-oriented work culture embedded in high standards of business ethics supported by sound management practices and good HR policy is the defining characteristics of the RPD work ethos. RPD has made its HR policy keeping all the things in the mind and in the favour of its human capital. Overview of Human capital: (as on 1st Jan 2009) Category of employee Staff Work men Total strength Total employee strength 1032 1839 2871
HR VISION
To provide an enabling environment where employees competencies are nurtured and harnessed towards sustainable business growth & leadership.
HR MISSION
To proactively assess and provide services for the HR needs of the business & custo mers for the attainment of organizational goals.
HR OBJECTIVES
To collaborate with and support internal customers of HR in achieving business objectives through services viz . effective manpower planing ensuring harmonious industrial relations etc. To review and redesign the structure of the organization with clarity of roles, responsibility and accountability for overal organizational effectiveness and speedy response to the emerging business challenges. To develop knowledge and skills of the employees and groom leaders with functional and business competencies to meet future demands of the organization ( viz. Flexibility & change management)
To benchmark best HR practices in order to enhance human resource efectiveness. To enhance employee productivity through rationalization of jobs and manpower optimization. To promote emploee involvement in decision-making, team working, creatively and empowerment. To institutionalise transparency by farming, updating & communicating systems and processes. To maintain good liaison with government/ external agencies in order to better serve the organizational cause. To provide a safe and healthy work enviornment and continuously benchmark and upgrade the standerds of safety and hygiene; and To work towards improving the quality of work life of employees and their families.
TRAINING & DEVELOPMENT
TRAINING & DEVLOPMENT AN INTRODUCTION

Every organisation needs to have well-trained and very experienced people to perform the activities that have to be done. If the current or potential job occupant can meet this requirement, then also training is important for any oranzation. Empoyees traning is the pricess where learn the skills , knowledge, attitude and behaviour necessary to perform the job effectively. A newly employed person is introduced to his department, its relation to other departent and its place in the whole organization. The organization objective philosophy and practice. Trining is required at every assignment to an other one of different nature. As the job has become more and more complex, the importance of employees training has increased. When jobs were easy to learn, simple and influenced to only a small degree by technological changes, there was little need for the employees to upgrade or alter their skills. The management devlopment on the other hand is designed to over all effectiveness of manager to their present position and them to preapair for greater responsibility when they are promoted. Management development has become more prevalent in recent year because of increasingly complex demand, being made on manager and training the manager only through experience is a time consuming and unreliable process . Training is linked with performance appraisal career devlopment Employees are trained on jobs are through in house training programs. For some employees including manager outside training may be utilized to enhance, upgrade or develope specific skills. Thus it can be concluded that training and devopment is an essential tool in human resource devopment. A society is facing a rapid rate of technological social changes management need to be developed as they have to tackle problem arising out of automation intense market competition growth of new market, enlarge labour participation in management and greatest interest taken by the public government in various activities of business.
The participants also have opportunity to improve their knowledge base by learning the theme related to concept and building their skills and attitudes through various
practical exercise. Besides above the small group exercises, Role-play, interface/ panel dicussion also promote participante culture and break the psychological barriers. Some programs have a common methodology like knowledge sharing, group Discussion and presentation etc. however a judicious mix of lecture/ Discussion/ case studies/ role play/ business game etc. is used to make absorption learning spontaneous and instant.
CONCEPT OF TRAINING AND DEVELOPMENT

Definition: Traning is the process of the learning a sequence of programmed behavior. It is application of knowledge. It is attempts to improve their performance on the current job and prepare them. Training is essentially a process of developing skills, knowledge, attitude or behavior of the people through instruction, practice domestic demostration or other techniques, either on the job or in the class room. it aims at ensuring the effective use of peple at all levels and in all types of employment and creating such individually or collectively, enable people to make the best contribution to the success of helping emplayees to be more effcetive in present or future work. Well-trained emplyees will not only do the job efficiently but also get more satisfaction from work.
ROLE OF TRAINING AND DEVELOPMENT IN ORGANIZATION EFFECTIVENESS

OBJECTIVES To provide technical training Required for respective jobs. To upgrade these skills as per Technological changes. To substitude the lack of experience incase of new employees. To improve the interpersonal Skills of the employees. RESULTS Improve quality in every function.
Prevents manpower turnover.
Facilities personal growth of employees. Enable the organisation to fulfill the the needs of employees.
Creation of a learning environment in the company
Organizational effectiveness
OBJECTIVES OF TRAINING AND DEVELOPMENT

Training helps the trainees to accquire the subject matter. Training helps to the brings about a change of attitude and behavior. Training helps to bring about a change of attitude and behaviour towards a particular problem. Training aims at enhanching the capabilities of the trainees so as to enable them to increase their probem solving capacity. Traing aims at bridging the gap between the expected levels of performance and actual performance. To assure the organization the availibility of required number of manager with requisite skills to meet the present and anticipated future needs of business. To encourage manager to grow as efficient person and increased their capacities and handling more responsibility. To improve the performance of managers at all levels of job they hold. To sustain good performance of manager through out their career.
To prepare managers with forward-looking approach.
PRINCIPLES OF TRAINING
A sound program of operative training is based on the following principle: Every human being is capable of being trained . An adequate interest and motive for training is essential . People achieve more of their training when they are informed of their achievements. Training is an active process . Training is related to attention concentration process . Trainees learn better when they learn at their own place . Training technique and process should be directly related to the needs of the organization . Training should be conducted in the actual job environment to the maximum possible extent . There is always some gap beetween actual performance and the capacity to perform , which provide opportunities for improvement . Feedback from subordinate to superiors and group to individual is necessary for recognition of shortcomings and for keeping oneself in touch with the progress .
FOCUS AREAS OF TRAINING
1.EFFICIENCY FOCUS
In order to achieve our desired business goals following areas have been prioritized under training:
2.GROWTH FOCUS
FLOW FOR TRAINING NEED IDENTIFICATION
.
TECHNICAL TRAINING AND MANAGEMENT DEVELOPMENT CENTRE
A motivated workforce equipped with latest knowledge and skill is underlying philosophy for all HR related strategies of Renusagar Power Division. For overall development of our employees, we have a well-established Technical Training and Development Centre (TTMDC), which is equipped with all the facilities and well-trained faculties. The training centre is recognized as GRADE-An institute in Category-I by Central Electricity Authority - Ministry of Power Government of India, for imparting training to power plant personnel. (Pls Refer Annexure 1) TTMDC is the only private sector training institute recognized as Grade A training centre in the country. TTMDC represents Renupower commitment to identify and build capabilities of its people. In doing so, it strives to create multiple learning opportunities for its people and create a culture of learning and development.
TTMDC is conceived, as a one-stop solution provider to the capability needs of the business and promoting a culture of self-learning.
Training and retraining of our employees is one of the motivating factors responsible for outstanding plant performance (PLF, specific oil & water consumption, Aux. power consumption etc.), best maintenance practices and productive work culture.
Training and Development activities of the centre are comprehensive covering all aspects of power plant operation & maintenance and management development; and methodology adopted to ensure that these training experiences are effective.
Professor TV Rao (IIM-Ahmadabad and presently director of HRD Hyderabad) visited training centre in 1995 and gave his comments for the training centre which is as follows:
Very impressive training centre. Well equipped, arranged and explained. This could be a model for all educational and training institutions in the country. I would strongly recommend this centre to become a National Resource Centre in technical training so that
OVERVIEW OF TTMDC:
Training and Development activities at Renusagar are grouped into three categories:
Functional/Technical Programmes Managerial/Behavioural Programmes Supporting Programmers Catering to the need of organizational initiatives like ISO Certification (ISO 9001, ISO 14001, and OHSAS 18001), QC, WCM Implementation, ERP etc.
While Induction & Orientation Level Training (IOLT), Technical Skill Development Programmes, Management and Supervisory Development Programmers, Mock Drills and Supportive Programmers on ISO-14001 and ISO-9001 and OHSAS 18001 are aimed at knowledge and skill development. A number of initiatives like departmental Learning System and Coaching (LSC), Mentoring, Quality Circle, Inter Unit Visits, One Point Lessons, KAIZENS contributes to creating an open atmosphere and spread the implicit & explicit knowledge concentrated in different pockets of the organization.
TRAINING & DEVELOPMENT PROCCESS IN RPD Framework:
TRAINING NEED IDENTIFICATION (TNI)
SETTING TRAINING OBJECTIVES
TRAINING MODULE PREPRATION
IMPARTING TRAINING
PREPRATION OF DEVELOPMENT PLAN
EVALUATION AND FEEDBACK
TRAINING NEED IDENTIFICATION PROCESS (TNI)
PERFORMANCE
OHS
COMPETENCY GAP ANALYSIS TRAINING NEEDS INPUTS SOURCES 360 DEGREE FEEDBACKS Collation of training needs by training centre
COMPETENCY
PROGRAM FEEDBACK
Collated data send to department for validation
Validation by plant head/ functional head Finalization of training needs by training centre
Confirmation of training needs to participants selected for program with information to plant head
Training input sources And Methodology
Group Disscussion &Case Studies
Workshop & Plant visit
Learning by audiovisual aids
METHODOLOGY OF TRAINING
Video Clippings of Overhauling
Live Models
Self study
TRAINING POLICY
At hindalco, we are commited to develop and maintain the training culture through the grass root to apex level . the training shall equip the employees with modern technological innovation for manufacturing facilities along with the development on social and behavioral aspects . Training shall also be to maintain a positive work culture with a skilled and motivated workforce with a sense of pride .
TRAINING METHODOLOGY Selection of methodology has been done very carefully keeping the sensitivity and objectives of the programs in mind. Fine blend of theoretical & practical approach is used to make programs more learning oriented. The simulations of real life situations during program help learners to understand the finer aspects of a concept and build a deeper understanding of a particular competency. Most of our programs have been designed based on experiential learning technique. The Experiential Learning technique facilitates learning by reflecting and then drawing conclusions from own experiences of participants in order to apply them to similar situations in the future. The Experiential Learning Cycle is a powerful and effective way to promote learning because it enables learners to move through various phases where they can internalize and apply their learning. It encourages learners to actively transform information into knowledge, which is useful/ meaningful to them. The four phases of experiential learning are:
Experience: An activity, exercise, event or participatory presentation in which useful information is elicited for discussion and learning.
Reflection: Time when learners ponder over and analyze new information and develop their ideas and feelings about a topic or experience.
Generalization: Allows learner to draw broader conclusions and lessons about the new information or experience.
Application: Enables learners to apply their generalizations to a new situation or think about how they might apply their new skills and knowledge in the future.
The participants get opportunity to improve their knowledge base, learn the theme related concepts and build skills and attitude through various practical exercises. Besides above, small group exercises, role-plays, interface/ panel discussions facilitate learning and break the psychological barriers. Although some programs have a common methodology like knowledge sharing, group discussion, presentations etc, however a judicious mix of lecture/ discussion/ case studies/ role plays/ business games etc. is used to make absorption of learning spontaneous and instant.
Different Training Methodology/ Learning Channels:

01. Intrapersonal Method Self Learning Modules E-Learning Modules Guided Video Individual Projects
02.
Interpersonal Method On the job Training Mentor System of Learning Project under Supervision
03.
Group Methods Class Room Training Experimental Learning Out Bond Learning Group Projects & Presentation
Training & Development Needs:

Training & Development needs identification (TNI) provides the basis on which all training activities are conducted. This process is undertaken with care and sensitivity to maximize return on investment. Following are the inputs for TNI process. Individual training needs captured from performance appraisal forms and MPDP Competencies identified under group wide Talent management initi ative In-house competencies survey done by HR department Organizational Health Survey (OHS) feedback Generic Training needs arising out of MAP and 360 degree feedback workshop etc. Emerging business trends and challenges Internal customer satisfaction survey under HR Disha Exit analysis Competencies gap identified through MAP program Analysis of feedback taken for various programs conducted in the past
TRAINING NEED IDENTIFICATION IS DONE BY THE FOLLOWING METHODS:

PERFORMANCE APRAISAL: It is the systematic evalution of the individual with the respect to his or her performance on the job and his or her potential for development, assessed by the appraiser once in a year . It is a formal, structured system of measuring and evaluating employees job behaviors and out comes to discover how and why the employee is prensently performing on the job and how the employee can perform more effectly in the future so that the employee, organization and society all benefits. Following is the Sample of PA form: TRAINING & DEVELOPMENT PLAN 2008-09 (M1-M5) (To be filled in by the appraiser during the course of discussion with the (Appraisee) While identifying training needs appraisers may include strength area of the Appraisee, which can be harnessed further for organizational benefit. These may relate to functional, behavioural or competency aspect. Appraisers also need to take care of development areas based on Self Appraisal & Performance Feedback in POORNATA, MAP-IDP, and Talent-IDP etc.
*Name: Emp. Code: Grade: Department: * Name and Emp. Code are mandatory to be filled.
I - TECHNICAL TRAINING & DEVELOPMENT AREAS IDENTIFICATION Based on the performance review discussion please indicate the identified functional/technical trainings: Training / Development Area, Timeline and Re- Comments sponsibilities
II MANAGEMENT DEVELOPMENT PROGRAMS Please identify training area from [A] Management Development Programs & [B] Supportive Training areas as listed below: [A] Competencies & Competency Enablers (please prioritize & tick mark only three) 1. Team Work 9. ( ) 2.Planning, Organizing, Co- 10. coordinating & Monitoring 3. 11. 4. 12. 5. 6. 7. 8. 13. 14. 15. 16. [B] Supportive Training Areas (please tick mark) 1. 2. 3. 4. 5. 6. 7. 8. 9.
COMPETENCY MAPPING:
Human behavior anywhere including workplaced is shaped by what one, feel and what one does i.e. knowledge, skills, and attitude and the combination of these are known as competency. Thus competency is defined as cluster of related knowledge, skills and attitude working together to produce outstanding performance in a given area of responsibility. COMPETENCY BUILDING FOR WORKMEN Generic modules - includes MAP, 360 - feedback and, OHS. need based modules - includes performance appraisal.
PROGRAM FEEDBACK:
Feedback is essential part of any training program to understand how well the ideas have been communicated. it helps in making further improvement in the training program and making it more effective. It is done at the end of every training program to check its effectiveness.
IMPACT OF TRAINING
TRAINING EFFECTIVENESS
Measuring the effectiveness of training programs consumes valuable time and resources. As we know all too well, these things are in short supply in organizations today. Why should we bother? Many training programs fail to deliver the expected organizational benefits. Having a well-structured measuring system in place can help you determine where the problem lies. On a positive note, being able to demonstrate a real and significant benefit to your organization from the training you provide can help you gain more resources from important decision-makers. Consider also that the business environment is not standing still. Your competitors, technology, legislation and regulations are constantly changing. What was a successful training program yesterday may not be a cost-effective program tomorrow. Being able to measure results will help you adapt to such changing circumstances.
Feedback
Control
Research
Purpose of Training Evaluation
Power
Intervention
PURPOSE OF TRAINING EVALUATION
IMPORTANCE OF TRAINING: Training makes employees more effective and productive. Training helps to keep the human factor upgraded and keeping pace with the competitors. Training helps to upgrade their skills. Training helps in rescaling and multiscaling. Training is important to develop the potential leaders in futures and to take care of key positions and managerial effectiveness. To develop identified executives and have sufficient number of year, good track record and adequate qualification. Training imparted is beneficial in term of organization performance as well as the individual growth in performance and training.
BENEFITS: It will create healthy competition among different organizations. It helps in reducing wastages because of good technologies. It makes people of the organization updated. It helps in individual development in all fields. It helps in motivating the employees.
HOW TRAINING EVALUATION IS DONE TO FIND OUT THE EFFECTIVENESS OF THE TRAINING PROGRAM AT RENUSAGAR POWER DIVISION (RPD):
Effectiveness of training is monitored at four levels:
Participants feedback Learning by participants Intended improvement in participants action Organizational benefits.
Participants give their feedback on:
Relevance of the training program for them. Faculty Quality of the input Course duration Overall training
Evaluation of Participants Learning:
Immediately after each programme participants knowledge and skill level is assessed, which tells us about the programme Post effectiveness in transferring the knowledge.
Training Assessment:
Action plan is prepared by participants after attending a course, which is reviewed by his supervisor immediately after returning from training programme. Progress on action plan is monitored by training coordinators after 3-6 months. The process has helped us in transferring the learning from class room to work place and ensuring the fulfilment of training objectives.
Organizational Benefits:
In order to measure the impact of learning effort to organizational effectiveness they use both direct & surrogate measures both as barometer an also as a means of getting feedback to continue improving our service and response. To do this, we have institutionalized the process of taken feedback from our managers, who are customers for them. The instruments used are the Organizational Health Survey (OHS) & Internal Customer Satisfaction Survey (ICSS) to measure employee engagement.
Training effectiveness
The effectiveness of training is a measurement of learning. It is determined by comparing post-test scores with pre-test scores and then measuring the net change. There are several methods to measure thison a per-student basis, on a per-skill point base or on a per-dollar basis. Lets look at the skill-point base, which measures the cost of raising a students skill by one unit." This is dangerously wrong! Let me explain! The difference between a pre-test score and a post-test score can be for many reasons, several of which may actually apply together. Without any root cause analysis to identify the causal links between the different scores (pre-test and post-test) all you can truthfully say about this situation is that the pre-test scores were X and the post-test were Y - you cannot say WHY they are like this, this does NOT mean there is no link, just that you haven't demonstrated one - and this is where evaluation practitioners get in to bother - yes, even if you follow Kirkpatrick or Phillips' approach - you have to have PROOF when the CFO and CEO ask for it - CORRELATION IS NOT CAUSATION!!!
A measurement of learning is not training effectiveness - it's a measure of learning! You can learn everything required, but fail to put it to require use and the required outcomes are not achieved. Training in organizations is ALMOST,ALWAYS about achieving a better performance or capability than is currently available - it's about OUTCOMES that favor the customer and the shareholder - it's not about learning - that's a bonus (in my humble opinion!). Generally effectiveness measures are defined in terms of the extent to which a set of objectives are met. It would be quite easy to have a large overlap here with efficiency measures. (Training efficiency is generally defined as the number of units output for the number of units input. Taking a similar theme I suggest training efficiency
can be measured several ways - here are some examples:Number of training courses achieving the required outcomes ----------------------------------------------------------------- ---- x 100% Total number of training courses delivered Or 100% x (Number of trainees behaving as required/operating equipment to required standard) / (Total number of people trained) Or 100% x Total benefits / Total costs Coming back to the effectiveness focus again there is some help to be found from our old friend Kirkpatrick. Effectiveness at Level 1 (Reactions of trainees) could be measured in terms of getting at least 4 out of 5 in each area being rated. If 100% of trainees rate all the aspects at least 4 out of 5, then at Level 1 we'd be 100% effective. But if these same trainees have line managers shoo report that these trainees are only demonstrating new but required behaviours for 40% of the time, then arguably the training at Level 4 (Business Impact of training) is just 40% effective.
Kirkpatrick the Model

The most well-known and used model for measuring the effectiveness of training programs was developed by Donald Kirkpatrick in the late 1950s. It has since been adapted and modified by a number of writers; however, the basic structure has well stood the test of time. The basic structure of Kirkpatricks four-level model is shown here. Kirkpatrick Model for Evaluating Effectiveness of Training Programs Level 4 Results What organizational benefits resulted from the training?
To what Level extent 3 - did participants change their behaviour back Behavior in the workplace as a result of the training? Level 2 Learning Level 1 Reaction To what extent did participants improve knowledge, skills, and change attitudes as a result of the training? How did participants react to the program?
An evaluation at each level answers whether a fundamental requirement of the training program was met. Its not that conducting an evaluation at one level is more important that another. All levels of evaluation are important. In fact, the Kirkpatrick model explains the usefulness of performing training evaluations at each level. Each level provides a diagnostic checkpoint for problems at the succeeding level. So, if participants did not learn (Level 2), participant reactions gathered at Level 1 (Reaction) will reveal the barriers to learning. Now moving up to the next level, if participants did not use the skills once back in the workplace (Level 3), perhaps they did not learn the required skills in the first place (Level 2).
The difficulty and cost of conducting an evaluation increases as you move up the levels. So, you will need to consider carefully what levels of evaluation you will conduct for which programs. You may decide to conduct Level 1 evaluations (Reaction) for all programs, Level 2 evaluations (Learning) for hard-skills programs only, Level 3 evaluations (Behavior) for strategic programs only and Level 4 evaluations (Results) for programs costing over $50,000. Above all else, before starting an evaluation, be crystal clear about your purpose in conducting the evaluation.
Using the Kirkpatrick Model:

How do you conduct a training evaluation? Here is a quick guide on some appropriate information sources for each level.
Level 1 (Reaction):

completed participant feedback questionnaire informal comments from participants focus group sessions with participants
Level 2 (Learning):

pre- and post-test scores on-the-job assessments supervisor reports
Level 3 (Behavior):

completed self-assessment questionnaire on-the-job observation reports from customers, peers and participants manager
Level 4 (Results):

financial reports quality inspections interview with manager
When considering what sources of data you will use for your evaluation, think about the cost and time involved in collecting the data. Balance this against the accuracy of the source and the accuracy you actually need. Will existing sources suffice or will you need to collect new information? Think broadly about where you can get information. Sources include:

hardcopy and online quantitative reports production and job records interviews with participants, managers, peers, customers, suppliers and regulators checklists and tests direct observation questionnaires, self-rating and multi-rating Focus Group sessions Once you have completed your evaluation, distribute it to the people who need to read it. In deciding on your distribution list, refer to your previously stated reasons for conducting the evaluation. And of course, if there were lessons learned from the evaluation on how to make your training more effective, act on them!
Training managers are always hard-pressed to prove the effectiveness of the training programmes they conduct. Mohan Bangaruswamy gives an update on one of the most popular techniquesthe Donald Kirkpatrick model Organizations are under pressure to justify various expenses. The training budget is, often, not exempted from this purview. There are a number of questions raised on the value derived from training programmesboth directly and indirectly. Business heads and training managers are under pressure to prove the effectiveness of training. One of the most popular methodologies for measuring training effectiveness was developed by Donald Kirkpatrick. This model articulates a four-step process.
Level 1 :( Reactions):
At this level, we measure the participants reaction to the programme. This is measured through the use of feedback forms (also termed as happy-sheets). It throws light on the level of learner satisfaction. The analysis at this level serves as inputs to the facilitator and training administrator. It enables them to make decisions on continuing the programme, making changes to the content, methodology,
Level 2: (Participant learning):

We measure changes pertaining to knowledge, skill and attitude. These are changes that can be attributed to the training. Facilitators utilise pre-test and post-test measures to check on the learning that has occurred. However, it is important to note that learning at this level does not necessarily translate into application on the job. Measuring the effectiveness of training at this level is important as it gives an indication about the quantum of change vis--vis the learning objectives that were set. It provides critical inputs to fine-tuning the design of the programme. It also serves the important aspect of being a lead indicator for transfer of learning on to the job context.
Level 3:(Transfer of learning):

At this level, we measure the application of the learning in the work context, which is not an easy task. It is not easy to define standards that can be utilised to measure application of learning and there is always this question that preys on the minds of various people: Can all changes be attributed to the training? Inputs at this level can come from participants and their supervisors. It makes sense to obtain feedback from the participants on the application of learning on the job. This can be done a few weeks after the programme so that it gives the participants sufficient time to implement what they have learnt. Their inputs can indicate the cause of success or failure; sometimes it is possible that learning was good at level-2, but implementation did not happen due to system-related reasons. It can help the organisation deal with the constraints posed by systems and processes so that they do not come in the way of apply ing learning.
Level 4:(Results):
This measures effectiveness of the programme in terms of business objectives. At this level we look at aspects such as increase in productivity, decrease in defects, cycle time reduction, etc. Many organisations would like to measure effectiveness of training at this level; the fact remains that it is not very easy to do this, as it is improbable that we can show direct linkage. However, it is worthwhile making the attempt even if the linkage at this level is indirect. It is possible for organisations to measure effectiveness for all programmes at level-1 and level-2. This can be built into the design of the training programme.
Employee Training in Todays Workplace:

Is your organization grappling with a constantly changing marketplace and internal reorganizations? As a training and development professional, are you increasingly expected to deliver real organizational benefits from your employee training programs within shorter time frames and often with smaller training budgets? How are you meeting this challenge? Larger organizations are continuing to adopt ever more comprehensive enterprise-wide Learning Management Systems (LMS) to deliver, track and report training programs and expenditure. Small to medium-sized Organizations on smaller budgets are also finding ways to Identify track and report employee skills.
Budget constraints and increased business competition have Also led to a recent emphasis on the payback on training Expenditure. Poor training needs analysis (TNA) and change management practices in the past have led to an extravagant wastage of training budgets, with experts estimating that only some 10 to 20 percent of training dollars spent leads to some organizational benefit. Donald Kirkpatricks traditional four -level model remains as the most used model for evaluating the effectiveness of training This, however, has been supplemented by Jack Phillips with a new fifth level, Return on Investment (ROI). Investigate our Training evaluation toolkit for a comprehensive guide and tools designed to help us evaluate the effectiveness of our training programs. How much are us using the new performance consulting approach in improving the effectiveness of our training programs? With this approach, poor employee performance is diagnosed with an accurate and effective employee performance diagnostic tool before any action is taken. Using a systems view, all work place factors influencing employee performance is considered. The upshot is that training may not be the appropriate solution to a performance shortfall in every case. The eventual solution may be multifaceted, highlighting process deficiencies, irrelevant or inadequate rewards and recognition, ineffective goal setting, an soon. Using this approach, training is no longer a nave single-point solution, but is perhaps just one component of the final package. Check out our eBook, from training to enhance work place performance, for a practical guide and many customizable templates that we can use to improve the effectiveness of our training programs.
Skill Mapping
COMPETENCY CHART
(Arial Roadway Workmen)

WORKMEN COMPETENCY CHART
(Required Level)
Objective: - To implement competency linked promotion -To identify areas of development for higher roles and responsibilities. : Fitter/Operation.
Department : A.R.W (U/S) Area : Maintance Competency
Trade
Grade
Basic / Common Knowledge/Use of hand tools, cutting tools, measuring & marking tools. Knowledge/Use of lifting tools & tackles. Knowledge about limit, fit and tolerances Knowledge / ability to read & interpret drawings Knowledge of various types of wire rope and their construction. Knowledge/use of fasteners Knowledge/use of Lubricants & Coolants Individual skill index
2 2 1 1 2 2 2
1.71
3 3 2 2 2 3 2 2.42
3 3 3 3 3 3 3 3
4 4 4 4 3 4 4 3.86
4 4.71
Proficiency 1. Know the job but needs practice to do correctly, quality is an issue.
2. Can perform with supervision, acceptable quality. 3. Can perform the job independently. 4. Can perform high quality, critical jobs. 5. Can try alternative methods, teach others. Not applicable.
Selection 5 5 5 5 4 5
Special
III
II

(Actual) Department : A.R.W (U/S) Area :Maintained Trade : Fitter/Operation.
D. N. Mishra E.Code : 705549 Grade : Selection
R.A. Panika E.Code : 705591 Grade : II
Gopal Das E.Code : 707610 Grade : III
S. N. Tiwari E.Code : 707809 Grade : III
A. N. Jhan E.Code : 706244 Grade : I 2 2 2 2 2 2 2 2.00
Competency
Basic / Common Knowledge/Use of hand tools, cutting tools, measuring & marking tools. Knowledge/Use of lifting tools & tackles. Knowledge about limit, fit and tolerances Knowledge / ability to read & interpret drawings Knowledge of various types of wire rope and their construction. Knowledge/use of fasteners Knowledge/use of Lubricants & Coolants Individual Skill Index
2 2 2 2 2 2 2
2.00
3 3 3 3 3 3 3 3.00
3 3 3 3 3 3 3 3.00
2 2 2 2 2 2 2 2.00
Wakil Ahamad E.Code : 706247 Grade : III 3 3 3 3 3 3 3 3.00

(Actual) Department : A.R.W (U/S) Area :Maintained Trade : Fitter/Operation.
Competency
Basic/Common Knowledge/Use of hand tools, cutting tools, measuring & marking tools. Knowledge/Use of lifting tools & tackles. Knowledge about limit, fit and tolerances Knowledge / ability to read & interpret drawings Knowledge of various types of wire rope and their construction. Knowledge/use of fasteners Knowledge/use of Lubricants & Coolants Individual skill gap 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
Ajanti Lal E.Code : 705550 Grade : Selection
S. K. Yadav E.Code:705578 Grade: I Krishna Kumar E.Code : 705573 Grade : Special Parmeshwar Prasad E.Code : 705577 Grade : Special
Ram krishna E.Code : 705574 Grade : Special

(Skill Gap) : Fitter/Operation.
Department : A.R.W (U/S) Area :Maintained
Trade
R.A. Panika E.Code : 705591 Grade : II A. N. Jhan E.Code : 706244 Grade : I
Gopal Das E.Code : 707610 Grade : III S. N. Tiwari E.Code : 707809 Grade : III
S. K. Yadav E.Code : 705578 Grade :I
Competency
-1 -1 0 0 0 -1 0
-1 -1 -1 -1 -1 -1 -1
-1 -1 -2 -2 -1 -1 -1
0 0 1 1 0 0 0
-1 -1 -1 -1 -1 -1 -1
Wakil Ahamad E.Code : 706247 Grade : III
1 1 2 2 1 1 1

(Skill Gap) : Fitter/Operation.
Department : A.R.W (U/S) Area : D. N. Mishra E.Code : 705549 Grade Selection
Trade
Competency
-2 -2 -2 -2 -2 -2 -1
Krishna Kumar E.Code : 705573 Grade : Special Parmeshwar prasad E.Code : 705577 Grade : Special
-1 -1 -1 -1 0 -1 -1
-1 -1 -1 -1 0 -1 0
-2 -2 -2 -2 -1 -2 -2
Ajanti Lal E.Code : 705550 Grade : Selection
Ram krishna E.Code : 705574 Grade : Special
-3 -3 -3 -3 -2 -3 -2
ITI Level Training

Objective: Development of unskilled workmen to skilled and placing them in skilled jobs.
Methodology Selection of Participants Screening test. Theoretical & practical training Weekly evaluation tests Sharing of progress with concerned HODs Progress review after programme Duration: 3 Months Trades : Fitter Electrician Instrument Mechanic Welder After Programme: Workmen are assigned skilled jobs under a guide. Their progress is monitored on-the-job. After completion of cycles employee are promoted subject to vacancies.
TRAINING EFFECTIVENESS(FEED-BACK) RESPONSE CHART ITI LEVEL WORKMEN Q:- How do you feel about this training programme?
S.N
Response Very good Good Average
Number of Response 13 4 0
percentage 76.46 23.52 0
1 2 3
Good, 23.52
very good Good Average very good, 76.46
IMPACT:
Impact of training is very good according to percentage of survey out of 17 emmployees.76.46% trainees were satisfied with the training program according to this question.
Q:2-What do you think about the quality of this programme?

S.N. Response Very good 1 Good 2 Average 3 No of Response 11 6 0 Percentage 64.70 35.29 0
Column1
Very Good
35%
Good
Average
65%
IMPACT:
After the answer of this question it is cleared that impact of training is to good because only 65% employees are satisfied with the training programme .But overall performance of training is measured as good.
Q:3-How was the communication skill of the trainer?
S.N 1 2 3
Response Very good Good Average
No of Response 7 9 1
Percentage 41.18 52.94 5.88
60 50 40 30 20 10 0
Very good Good Average
Communication skill
IMPACT:
This gives both positive and negative response in the matter of communication.
Q:.4-Duration of the training programme is adequate?

S.N. Response Yes 1 No 2 No of Response 14 6 Percentage 52.94 47.05
53 52 51 50 49 48 47 46 45 44
Yes No
Time duration
IMPACT:
In more than 50% of trainees are satisfied with timing. But they want more time.
Q:5-Did you already know about the content which is covered in this training programme?
S.N. Response No of Response Yes 1 1 No 2 16 Percentage 5.88 94.12
100 90 80 70 60 50 40 30 20 10 0
Yes No
Knowledge before training
IMPACT:
Most of the trainees near about 90% says that they have no any knowledge of training programmed before.
Q:6-Do you share the knowledge gained by this training programme?
S.N. 1 2
Responce Yes No
No of Responce 15 2
Percentage 88.24 11.76
Knowledge share with other

12% Yes No 88%
IMPACT:
More then 80% of the employees say that they have shared the knowledge of training program.
Q.:7-Has your supervisor provide you the new knowledge after attending the training programme?
S.N. Response Yes 1 No 2
No of Response 10 7
Percentage 58.8235 41.1764
80 60 40 20 0 New knowledge after trainnig 58.8235 41.1764 Yes No
IMPACT:
More than 50% employees are satisfied with supervisors behavior.
Q :8-Has your supervisor assigned the new job after attending the training programme? S.N. Responce No of Responce Yes 1 9 No 2 8 Percentage 52.94 47.06
54 53 52 51 50 49 48 47 46 45 44
Yes No
Assign the new job after training
IMPACT:
Most of the employees accept that after the training program they have assigned new work and new environment
Hundred percents satisfaction

The trainer clearified your confusion in this training programme. Question
Question
This training programme should be arrenged for colleaque..
Question Did this training programme improved your kownledge.
Question Do you satiesfy with the contents of this training programme.
Question
Was this training programme helpfull for you.
100 90 80 70 60 50 40 30 20 10 0
Yes No
IMPACT: Most of employes accept that they 100% satisfy with the programme
RESULT OF WORKMEN SURVEY

Qu. No.
1 2
Very Good
76.46% 64.70%
Good
23.54% 35.30%
Average
0% 0%
Qu. No.
3 4
Yes
100% 100%
No
0% 0%
Qu. No.
5
Very Good
41.18%
Good
52.94%
Average
5.88%
Qu. No.
6 7 8 9 10 11 12 13 14
Yes
100% 52.94% 100% 5.88% 100% 88.24% 100% 58.82% 52.94%
No
0% 47.06% 0% 94.12% 0% 11.76% 0% 41.18% 47.06%
LIMITATIONS OF TRAINING FEEDBACK PROCEDURE

After getting a thorough overview of training evaluation and feedback procedure we founded some limitation in that which is as follows:
DURING THE TRAINING PROGRAMS GIVEN TO THE TRAINEES, THERE WAS A TRAINING EFFECTIVENEES FORM WAS DEVELOPED THIS WAS TO BE FILLED BY THE TRAINEES. BY THE HELP OF THIS FEEDBACK FORM THE TRAINERS CAME TO KNOW ABOUT THE EFFECTIVENESS OF THE TRAINING ONLY.
EVALUTION AND FEEDBACK

The most important stage in the training and development process is the evalution of results. Since huge sum of money is spend on training and development, how for the program has been useful must be judged/ determied. Evalution helps determine the results of training and development program. In practice however, organizations either overlook or lack facilities for evalution. PRINCIPLES OF EVALUTION: Evalution specialist must be clear about the goals and purpose of the evalution Evalution must be continuous Evalution must be specific Evalution must provide the means and focus for trainees to be able to appraise themselves, their practices and their products Evalution must be based on objectives, methods and standards Realistic target dates must be set for each phase of the evalution process
Training Evaluation policy and systems: Evaluation of Training is done at two levels in, i.e. Reaction Level Job Behaviour Level At reaction level:- Structure questionnaire is administrated at the end of each workshop. Reaction level score is identified in respect to training input, trainers effectiveness and physical facilities. Plotted on a four point scale based on percentage of excellent rating.
At Job Behaviour level :- Finalising the sample group from the participant list (universe) on random sampling basis. Identification of senior and 3 subordinates for each participant of the sample group. Model used to administrate the questionnaire designed on the basis of expected behaviour outcome of each module.
RECOMMENDATION
Thus to overcome this limitation we created an action plan & made relevant changes in the training Effectiveness form. We also modified The participants follow-up plan. By the help of this action plan one can easily evaluate how much the participant/trainee has grasped and what more efforts are required to make him/her equally competent and dexterous so that his learning can be well utilized for the well-being of the organization and the trainees personal develop
THE ACTION PLAN IS A DOCUMENT CONTAINING TWO PARTS THE FORMER SECTION (feedback form) IS TO BE FILLEDBY THE TRAINEE AND THE LATTER SECTION IS FILLED BY THE HOD OF THE CONCERND DEPARTMENT. THE DOCUMENT INCORPORATES VARIOUS ATTRIBUTES TO BE
FILLED BY THE PARTICIPANT AFTER HE HAS ATTENDED THE TRAINING PROGRAM, SO HE/SHE CAN MENTION WHAT HE HAS LEARNED FROM THE PROGRAM AND HOW HE/SHE IS GOING TO IMPLEMENT THE SAME AND IN WHAT SPAN. THE FORM IS THEN FORWARDED TO THE DEPARTMENTAL HEADS WHO OBSERVE THE TRAINEES WORK AND BEHAVIOR OVER THE TIME PERIOD(as mentioned by the trainee in the feedback form)AND SCRUTINISES HIM WHETHER HE HAS ACCOMPALISHED WHAT HE HAS MENTIONED IN THE FEEDBACK FORM AND AS PER HIS/HER PERFORMANCE HE IS GRADED AT THE PRESCRIBED SCALE BY THE HOD OF HIS DEPARTMENT.
NEW FORMULATED ACTION PLAN: Training Effectiveness Form
(To be circulated to participants at the beginning of the programme) Participants Name : _______________ Code No.: ________ __________ Superior/Appraisers Name: Programme Title & Date: Learning Objective: Depart. : __-
(To be filled in by the participant immediately after the programme)

Learning Points
S.No
Learning Points
Action Plan to further implement/enhance the knowledge /competency
S.No
Action Plan
Target Date
(Participants Signature)
(To be filled in by the Superior / Appraiser after Action Plan Target date) Superiors comment about progress on the action plan of the participant Completed/ under progress / No action taken.
Please rate (on four point scale ) the participants knowledge / competency developed, after attending the programme in terms of his learning objective: 1- Far Below expectation (Below 50%) 2- Below expectation. (50-59%) 3- Met expectation. (60-70%) 4- Exceeded expectation. (More than 70%) (Note-Exceeded expectation range has been considered as more than 70 %, keeping in mind the other factors (i.e. job opportunities, working environment & support of Superior/Appraiser) that contribute to make the programme 100% effective.)
Date : Superior/Appraisers Signature
CONCLUSION
ON THE BASIS OF OUR STUDY ABOUT TRAINING EFFECTIVENESS AT THIS ESTEEMED ORGANIZATION WE CAN CONCLUDE THAT ---------------- HUMAN RESOURCE IS AN ORGANIZATIONS MOST VALUABLE ASSET. AN INVETSMENT IN THE LERARNING AND DEVELOPMENT OF THIS PRECIOUS RESOURCE SHALL DEFINITELY HELP IN ACHIEVING THE BOTTOM LINE FOR THE COMPANY IN THE BEST POSSIBLE WAY. THE ACTION PLAN DEVELOPED BY US IS BASED ON OUR CAREFUL STUDY AND PRACTICAL TRAINING HERE AT HINDALCO. THIS SHALL HELP THE ORGANIZATION TO OVERCOME ITS SHORTCOMINGS Annexure 7 IN THE TRAINING AND DEVELOPMENT PROCESSAND SHALL DEFINITELY Annexure 5 SUPPORT THE SYSTEM TO GROW AND MAINTAIN ITS REPUTATION GLOBALLY.
SEGGETIONS
Company should manage the time duration of training. Supervisor should assign the new job after the training programme.
Company should provide the ITI level training to all the employees at same level. Company should take the feedback of mentors of employee after the training programme.
GLOSSARY
CEA - CENTRAL ELECTRICITY AUTHORITY DCS DISTRIBUTED CONTROL SYSTEM. E-LEARNING ELECTRONIC LEARNING. ERP ENTERPRISE RESOURCE PLANNING. HRD HUMAN RESOURCE DEVELOPMENT. ICSS INTERNAL CUSTOMER SATISFACTION SURVEY. IDP INDIVIDUAL DEVELOPMENT PLAN. IOLT INDUCTION AND ORIENTATION LEVEL TRAINING. LSC LEARNING SYSTEM COACHING. OHS ORGANISATION HEALTH SURVEY. OHSAS OCCUPATIONAL HEALTH AND SAFETY ASSESMENT PLC PROGRAMABLE LOGIC CONTROLLER. QC - QUALITY CIRCLE. WCM WORLD CLASS MANUFACTURING. SERIES.
BIBILOGRAPHY
RENUSAGAR HINDALCO INDUSTRIES BROUCHER & MAGAZINS WEB SITE
www.adityabirla.com www.hindalco.com www.google.com www.renugyansagar.com www.humanresourcemanagement.com
TEXT BOOK REFFERED
Training for development Human Resource Management
Mr. Vikash Sahu K. Ashwatthapa

Vipin Pandey Project

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HINDALCO INDUSTRIES LIMITED RENUSAGAR

MR. NISHANT GUPTA

VIPIN KUMAR PANDEY JDIMT VARANASI

STUDY OF TRAINING & DEVELOPMENT EFFECTIVENESS AT RENUSAGAR POWER DIVISION.

SUBMITTED BY: VIPIN KUMAR PANDEY

ADITYA BIRLA GROUP OVERVIEW

The premium conglomerate, The Aditya Birla Group is dominant

Aditya Birla Management Corporation Ltd. (ABMCL)

FIVE VALUES OF THE ORGANAZATION

Seamlessness is defined as: Boundary less in letter in Spirit

Speed is defined as: One Step Ahead Always

OBJECTIVE OF THE STUDY

SOME RECENT MILESTONES

RENUSAGAR POWER DIVISION AN OVERVIEW

PLANT DETAILS OF RENUSAGAR POWER DIVISION

CONTRIBUTION IN THE FIELD OF POWER SECTOR

ENVIRONMENT AND POLLUTION CONTROL

SIEMENS/ BHEL (Consortium) BERGMANN BORSIG ABB(GERMANY) ABB(GERMANY)

TG# 8 TG# 9 TG# 10

GE (USA) SIEMENS (GERMANY) SIEMENS (GERMANY)

BHEL BHEL BHEL

800 700 600

350 283 209

200 100 0 1966-67

TRAINING & DEVELOPMENT

TRAINING & DEVLOPMENT AN INTRODUCTION

CONCEPT OF TRAINING AND DEVELOPMENT

ROLE OF TRAINING AND DEVELOPMENT IN ORGANIZATION EFFECTIVENESS

Prevents manpower turnover.

Creation of a learning environment in the company

OBJECTIVES OF TRAINING AND DEVELOPMENT

To prepare managers with forward-looking approach.

FOCUS AREAS OF TRAINING

FLOW FOR TRAINING NEED IDENTIFICATION

TRAINING & DEVELOPMENT PROCCESS IN RPD Framework:

TRAINING NEED IDENTIFICATION (TNI)

SETTING TRAINING OBJECTIVES

TRAINING MODULE PREPRATION

PREPRATION OF DEVELOPMENT PLAN

EVALUATION AND FEEDBACK

TRAINING NEED IDENTIFICATION PROCESS (TNI)

Collated data send to department for validation

Training input sources And Methodology

Group Disscussion &Case Studies

Workshop & Plant visit

Learning by audiovisual aids

Video Clippings of Overhauling

Different Training Methodology/ Learning Channels:

Training & Development Needs:

TRAINING NEED IDENTIFICATION IS DONE BY THE FOLLOWING METHODS:

Purpose of Training Evaluation

PURPOSE OF TRAINING EVALUATION

Participants give their feedback on:

Kirkpatrick the Model

Using the Kirkpatrick Model:

pre- and post-test scores on-the-job assessments supervisor reports

financial reports quality inspections interview with manager

Level 2: (Participant learning):

Level 3:(Transfer of learning):

Employee Training in Todays Workplace:

(Arial Roadway Workmen)

Department : A.R.W (U/S) Area : Maintance Competency

WORKMEN COMPETENCY CHART