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1.

Introduction
1.1 Human resource development department:

HRD is an activity designed to improve the performance of existing workers and


managers and also provide a supply of managers to meet the need of organizations in
future. HRD is concerned with overall improvement in the skill attitude and behavior of
the employee and creating systems and processes that will aid the increase of both
production and productivity while keeping morale and motivation high. Organizations
need HRD because

-Rapid technological developments call for new skills.

-Market competition calls for manpower to give its best and improve on that effort.

-Managerial consciousness has to be sensitized to the needs and aspirations of


employees.

-The “vital few” have to be improved upon but the “trivial many” also need to be brought
up.

-A degree/ diploma only give basic career competencies which need to be sharpened to
become a competitive advantage.

-Errors in selection can be rectified without loosing an employee.

-A general work environment conducive to learning has to be created.

Besides training employees at all levels for enhancing their skill, attitudes and
behaviors, the main objective of HR Department is to create a learning environment and
a developmental climate. For this kind of climate top management support and line
management’s active cooperation is necessary.
1.2 Tools available to HRD experts for people development:

 Data from Performance Appraisals.

 Data from Counseling and Potential Reviews.

 Job rotation.

 Training.

 Periodic meetings, feedback and improvement of processes and systems.

 Implicit and explicit support from both the Top Management and the Trade Union.

 Feed back from exit interviews.

1.3 Expectations from HRDD:

 To build and efficient and effective work force.

 To foster a spirit of trust, transparency and teamwork.

 To create a learning and sharing work culture.

 To create an environment and a workforce such that organizational objectives


are met.

 To assist employees to enhance their self-worth and self-esteem.


1.4 HRD in Bhilai Steel Plant:

BSP is one of the biggest steel plants in P.S.U. with consistent profitability and higher
production throughout years. It has become role model for many of the industries. The
valuable achievements milestone obtained by BSP is the best example of HRD
performance with such a large workforce i.e. 35,000 working together for the
achievement of one goal and one target which is production with maximum customer
satisfaction.

BSP has undertaken number of HRD programmes for the composite development of
the people and has been successful to obtain numbers of milestones not only nationally
but internationally too.

Major HR activities in BSP are:-

-Improving work culture.

-Making optimum of the installed facility.

- Improving productivity.

-Generating profits through cost control measures.

-Providing better customer services.

-Team building, motivation to employees and man power planning

-Training and development.

-Ensuring best practices in each department.

-Employees services and employee services.

Training of training officer (TOTO)


1.5 Introduction of merchant mill and wire rod mill:

a) Merchant mill:

The Merchant Mill is semi continuous high capacity mill designed to roll finished
products.

Merchant Mill consists of three main sections:

• Re-heating furnace.
• The mill stands and cooling beds
• Finishing zone and shipping.
• Three no. of Reheating Furnaces.

• Continuous recuperative end charging type.

• Capacity of each furnace is 60 T/ Hr

• Mixed Gas used cv is 1350 KCl/CUM

Furnace Parameters:

• Gas Pressure 1500mm wc

• Gas Flow 28000 cum/Hr

• Furnace pressure 2 mm wc

• Soaking Zone Temp 1260- 1280 (Beam)

• Soaking Zone Temp 1220- 1300 (Round)l

• Heating Zone Temp 1280- 1300 (Beam))

• Heating Zone Temp 1300- 1320 (Round)

Products of Merchant Mill:

 Rounds Bars

 Angles

 Channels
1.6 Wire rod mill: Wire Rod Mill is designed to roll wire rods
into coils.

Reheating Furnace:

• One No Size 18 *12 M

• 28 nos burner (14 nos in heating Zone an 14 nos in the soaking zone

• Mixed gas used , CV is 1450 Kcal/CuM

• Air is Preheated up to 500*c


• Gas is preheated up to 250*c

Products of WRM:
2.1 Objective of study:

Implementing an Employee Perception Survey can be used to gauge current levels of


satisfaction and identify opportunities for improvement as perceived by employees. It
helps organization to:-

• To identify key retention factors.


• To discover opportunities for improvement and evaluate opportunities for improving
customer service
• To improve morale and reduce turnover and to identify other areas for improvement
• To learn about potential cost-savings to enhance productivity/efficiency.
• To use tool for positive change in utilizing employee's recommendations and
solutions
• To measure the effectiveness of the organization's programs to strengthen
supervision, training needs, curb absenteeism.
• Increase credibility of management.

The Employee Perception Survey is an employee attitude survey that provides an


important view of the organization - through the eyes of employees. This kind of survey
allows employees to give honest, confidential input about their job and organization.
This discreet feedback provides a powerful tool for understanding and meeting
employee needs.

The Employees that are satisfied and motivated perform better, leading to improved
customer loyalty. It defines for management, in detail, employee needs and concerns.
Employee satisfaction is improved when needs are met and concerns are shared
openly.
3.1 Literature review:

SAIL today is one of the largest industrial entities in India. Its strength has been the
diversified range of quality steel products catering to the domestic, as well as the export
markets and a large pool of technical and professional--expertise.
Today, the accent in SAIL is to continuously adapt to the competitive business
environment and excel as a business organization, both within and outside India. To
meet all the challenges of competitive and fast changing technical environment
companies like SAIL and BSP needs highly develop HR system to satisfy both
employees and organizational needs and perception.

In order to meet the challenges of Corporate Plan 2012 and to maintain the leadership
position of BSP in Indian steel industry, the leadership has taken bold steps to make
significant investments for breakthrough improvements in efficiency, resource
management, knowledge and skill by deploying world class tools viz. ERP, Knowledge
Management, Six Sigma, and Multi-skilling etc

HRD is concerned with overall improvement in the skill attitude and behavior of the
employee and creating systems and processes that will aid the increase of both
production and productivity while keeping morale and motivation high.

Besides training employees at all levels for enhancing their skill, attitudes and
behaviors, the main objective of HR Department is to create a learning environment and
a developmental climate. For this kind of climate top management support and line
management’s active cooperation is necessary
3.2 Organization Profile:
3.2.1 STEEL AUTHORITY OF INDIA LIMITED (SAIL)

SAIL traces its origin to the formative years of an emerging nation - India. After
independence the builders of modern India worked with a vision - to lay the
infrastructure for rapid industrialization of the country. The steel sector was to propel the
economic growth. Hindustan Steel Private Limited was set up on January 19, 1954. The
President of India held the shares of the company on behalf of the people of India.

Hindustan Steel (HSL) was initially designed to manage only one plant that was coming
up at Rourkela. For Bhilai and Durgapur Steel Plants, the preliminary work was done by
the Iron and Steel Ministry. From April 1957, the supervision and control of these two
steel plants were also transferred to Hindustan Steel. The registered office was
originally in New Delhi. It moved to Calcutta in July 1956 and ultimately to Ranchi in
December1959.

A new steel company, Bokaro Steel Limited, was incorporated in January 1964 to
construct and operate the steel plant at Bokaro. With the completion of the 2.5 MT stage
at Bhilai, 1.8 MT at Rourkela and 1.6 MT at Durgapur, the total crude steel production
capacity of HSL was raised to 3.7 MT in 1968-69 and subsequently to 4MT in 1972-73.

The Ministry of Steel and Mines drafted a policy statement to evolve a new model for
managing industry. The policy statement was presented to the Parliament on December
2, 1972. On this basis the concept of creating a holding company to manage inputs and
outputs under one umbrella was mooted. This led to the formation of Steel Authority of
India Ltd. The company, incorporated on January managing five integrated steel plants
at Bhilai, Bokaro, Durgapur, Rourkela and Burnpur, the Alloy Steel Plant and the Salem
Steel Plant. In 1978 SAIL was restructured as an operating company.

Since its inception, SAIL has been instrumental in laying a sound infrastructure for the
industrial development of the country. Besides, it has immensely contributed to the
development of technical and managerial expertise. It has triggered the secondary and
tertiary waves of economic growth by continuously providing the inputs for the
consuming industry.

Company:
Steel Authority of India Limited (SAIL) is the leading steel-making company in India. It is
a fully integrated iron and steel maker, producing both basic and special steels for
domestic construction, engineering, power, railway, automotive and defence industries
and for sale in export markets.

Ranked amongst
the top ten public
sector
companies in India in terms of turnover, SAIL manufactures and sells a broad range of
steel products, including hot and cold rolled sheets and coils, galvanized sheets,
electrical sheets, structural, railway products, plates, bars and rods, stainless steel and
other alloy steels. SAIL produces iron and steel at five integrated plants and three
special steel plants, located principally in the eastern and central regions of India and
situated close to domestic sources of raw materials, including the Company's iron ore,
limestone and dolomite mines. The company has the distinction of being India’s largest
producer of iron ore and of having the country’s second largest mines network. This
gives SAIL a competitive edge in terms of captive availability of iron ore, limestone, and
dolomite which are inputs for steelmaking.

SAIL's wide range of long and flat steel products is much in demand in the domestic as
well as the international market. This vital responsibility is carried out by SAIL's own
Central Marketing Organization (CMO) and the International Trade Division. CMO
encompasses a wide network of 34 branch offices and 54 stockyards located in India

With technical and managerial expertise and know-how in steel making gained over four
decades, SAIL's Consultancy Division (SAILCON) at New Delhi offers services and
consultancy.

SAIL has a well-equipped Research and Development Centre for Iron and Steel
(RDCIS) at Ranchi which helps to produce quality steel and develop new technologies
for the steel industry. Besides, SAIL has its own in-house Centre for Engineering and
Technology (CET), Management Training Institute (MTI) and Safety Organization at
Ranchi. Our captive mines are under the control of the Raw Materials Division in
Kolkata. The Environment Management Division and Growth Division of SAIL operate
from their headquarters in Kolkata. Almost all our plants and major units are ISO
Certified.
3.2.2 Major Units:

Integrated Steel Plants


1) Bhilai Steel Plant (BSP) in Chhattisgarh

2) Durgapur Steel Plant (DSP) in West Bengal


3) Rourkela Steel Plant (RSP) in Orissa

4) Bokaro Steel Plant (BSL) in Jharkhand

5) IISCO Steel Plant (ISP) in West Bengal

Special Steel Plants


• Alloy Steels Plants (ASP) in West Bengal

• Salem Steel Plant (SSP) in Tamil Nadu

• Visvesvaraya Iron and Steel Plant (VISL) in Karnataka

Subsidiary

• Maharashtra Elektrosmelt Limited (MEL) in Maharashtra


Joint Ventures

i
NTPC SAIL Power Company Pvt. Ltd (NSPCL)
.

i
i Bokaro Power Supply Company Pvt. Limited (BPSCL)
.

i
i
Mjunction Services Limited
i
.

i
v SAIL-Bansal Service Center Ltd.
.

v
Bhilai JP Cement Ltd.
.

v
i Bokaro JP Cement Ltd.
.

v
i SAIL&MOIL Ferro Alloys (Pvt.) Limited
i
.

v S&T Mining Company Pvt. Ltd


i
i
i
i
x International Coal Ventures Private Limited:
.

Ownership and Management

The Government of India owns about 86% of SAIL's equity and retains voting control of
the Company. However, SAIL, by virtue of its ‘Navratna’ status, enjoys significant
operational and financial autonomy

Vision:

To be a respected world Class Corporation and the leader in Indian steel business in
quality, productivity, profitability and customer satisfaction.

Product mix of sail:

Flat Product Plates, HR coils, HR Sheets, HR plates, CR sheets, CR coils, Galvanized


sheets etc.

Long Bars, TMT bars, rounds, angles, channels, beams, joists, wire rods
products

Track/Railway Rails, crane rails crossing sleeper bars, wheels & axles
Tubular ERW pipes & spirally welded pipes
products

Semis Blooms, Billets and slabs

Pig Iron All grades

Special 400 varieties of spl. Steel


Steels

Chemical Bye products and fertilizer


3.2.3 Bhilai steel plant (BSP)

The Bhilai Steel Plant (BSP) a public sector undertaking run by the Steel Authority of
India - was built with Soviet co-operation and technology, and began production in
1959. It was deliberately located in what was then regarded as a remote and
"backward" rural area, profits being secondary to employment in the planning priorities
of the time. BSP currently has nearly 55, 000 permanent workers on its direct pay-roll,
of whom approximately three-fifths work inside the quarries, and for the purpose-built
BSP township. This compares with a regular workforce of 63,400 in 1987. In addition,
on any one day there are at present something in the region of 8,000 contract workers
employed by the plant and the township, and a further 3,500 - 4,000 employed by the
mines. Though a handful of managers, and a significant proportion of the contract labor
force, are women, all of the regular BSP workers assigned to duties inside the plant are
men.

Despite a workforce which is far larger than that of plants of comparable capacity in
other steel producing countries with which it must increasingly compete, BSP has for
some years shown a profit, and is widely regarded as the most successful of those in
the Indian public sector. It runs at its four million ton capacity; produces cheaper steel,
and has a record of considerably more harmonious industrial relations than any of the
other state-run steel plants, and also than the vast majority of private sector factories
which now surround it, and for which it served as a magnet. Initially these were small-
scale ancillary industries directly dependent on BSP. Some prospered and grew into
fairly large-scale enterprises, while other industrialists from elsewhere were offered
incentives to locate on the new industrial estate which now houses around 200
factories.
Bhilai Steel Plant is a flag ship unit of Steel Authority of India Limited. SAIL, a fully
integrated iron and steel maker, produces both basic and special steels for domestic
construction, engineering, power, railway, automotive and defense industries and for
sale in export markets. In terms of annual production SAIL is the18th largest steel
producer in the world and BSP contributes 60% of its profit.

Living up to the description by Jawaharlal Nehru as significant symbol of a new age in


India, Bhilai Steel Plant has been performing consistently despite many odds and has
achieved profits for the 18th consecutive year. It broke its own record of highest ever
profit of Rs 1932 crore by any steel plant in 2003-04 and registered a profit of Rs 4042
crores in 2004-05. In the year 2005-06 also it earned a handsome profit of Rs. 2781
Crores despite input price escalation. The true testimony to BSP’s status of a world
class steel plant is that BSP’s EBITDA margin of 33% is quiet comparable to many
International steel players like POSCO (30%), NIPPON (19%), MITTAL STEEL (16%0,
ARCELOR (16%), etc. Its Gross Margin to average capital employed at 182% is a
Global Benchmark. This is on account of strong internal response to raise the
production levels to unprecedented heights and increase in value added production
without any significant investment so as to seize the opportunities offered by the rising
steel demand.
Maintaining the track record, BSP continued to operate above the rated capacity in
production of the three main items viz. Hot Metal, Crude Steel and Saleable Steel. BSP
is the first steel plant in India to have crossed the annual production of 5MT crude steel
in the year 2005-06.

Awards and Accolades:


Glimpse of some of the awards and accolades bagged by Bhilai Steel Plant and its
employees:

• 2004-05” for becoming the best among integrated steel plant. Out of 13 PM’s Trophy
awarded so far Bhilai Steel Plant has bagged it 7 times.

• 5 Employees from Rail & Structural Mill bagged Prime Minister’s Shram Ratna – The
highest Shram award. Out of total 15 awarded so far in the country, 13 awardees are
from Bhilai Steel Plant.

• 3 Employees from Bhilai Steel Plant bagged PM’s Shram Veer award, and 5 Shram
Shree in 2004.

• 10 Employees were honoured with the Rashtriya Vishwakarma award - a total of 262
BSP employees have been awarded since inception.

• Bhilai Steel Plant bagged the Green Tech Silver Safety award, 2006 instituted by
Green Tech Foundation. Bhilai Steel Plant is receiving this award for last 3 years in
different sectors i.e. Steel sector in 2003-04, Metallurgical sector in 2004-05 & Mining
and Metal Sector in 2006.

• Ispat Suraksha Puraskar for the year 2005 awarded to BSP by JCSSI.

• Bhilai Steel Plant has won “Corporate Sustainability prize” instituted by CII-ITC Centre
of Excellence for the year 2006 in the “Independent Unit category” for exemplary
performance in environmental economic and social dimensions of sustainable
development

• Bhilai Steel Plant bagged the prestigious Indira Gandhi Memorial National Award -
2004 of Excellent Pollution Control Implementation Gold Award for Excellence in Indian
Industries, sponsored by the International Greenland Society, Hyderabad.

• BSP, a Winner of Gold Award in Metal Sector for outstanding achievement in


Environment Management for the year 2004-05, sponsored by the Greentech
Foundation, New Delhi.

• Golden Peacock Eco-innovation award 2006 has also been bagged by Bhilai Steel
Plant.

• Bhilai Steel Plant received IIM National Quality Award 2005 in the category of
Integrated Steel Plant.

• Golden Peacock Award for the most innovative product was awarded to Bhilai Steel
Plant in the 16th World congress on Total Quality (WCTQ 2006)

• Bhilai Steel Plant was declared winner for HR Excellence Award by CII, Chhattisgarh.
Credo

• We build lasting relationships with customers based on trust and mutual benefit.

(Unit MT) 2007—08 2008 – 09 % Rated Capacity

Hot Metal 5.27 5.39 121.0

Crude Steel 5.05 Item 5.18 132.1

Saleable Steel 4.43 4.49 142.6

• We uphold highest ethical standards in conduct of our business.

• We create and nurture a culture that supports flexibility, learning and is proactive
to change.

• We chart a challenging career for employees with opportunities for advancement


and rewards.

• We value the opportunity and responsibility to make a meaningful difference in


people's lives.
4.1 Research methodology:

“Research Methodology is a way to systematically solve the research problem.” It is a


science of studying how research is done scientifically. We study the various steps that
are generally adopted by a researcher in studying his research problem along with logic
behind them.

This study has used an exploratory design to analyze the effectiveness of training and
development for retaining the employees of BSP.

Research Methodology may be summarized in following steps:-

1. Defining Research Objective.

2. Preparing Research Design.

3. Implementation of Research Design.

“Research Design is arrangement of condition for collection & analysis of data in a


manner that aims to combine relevance to research purpose with economy in
procedure.”
4.2. Types of research methodology:
A research design is the arrangement of conditions for collection and analysis of the
data in a manner that aims to combine relevance to the research purpose with economy
in procedure. Research design is broadly classified into three types as:

• Exploratory Research Design

• Descriptive Research Design

• Causal Research Design

I have chosen the descriptive research design.

Descriptive research design:

Descriptive research studies are those studies which are concerned with described the
characteristics of particular individual.

In descriptive as well as in diagnostic studies, the researcher must be able to define


clearly, what he wants to measure and must find adequate methods for measuring it
along with a clear cut definition of population he want to study. Since the aim is to obtain
complete and accurate information in the said studies, the procedure to be used must
be carefully planned. The research design must make enough provision for protection
against bias and must maximize reliability, with due concern for the economical
completion of the research study.
4.3 Method of Data collection:

Questionnaire:-

A Questionnaire consists of a number of questions printed or typed in a definite order on


a form. Questionnaire is mailed to respondents who are expected to read & understand
the questions & write down the reply in he space meant for purpose in questionnaire
itself. Questionnaire contains simple & straight forward questions for the respondents.

Survey:-

Surveys are concerned with describing, recording, analyzing & interpreting conditions
that either existed or exist. Surveys are example of field research.

Sample Unit:-

Sample is the representative unit of the population .It is neither feasible nor desirable to
cover entire population so; the sample size is taken 30% of the total population.
4.4 Sources of Data:

4.4.1 Primary Data:

“The Primary Data are those which are collected afresh & for the first time & thus
happen to be original in character.”

4.4.2 Secondary Data:

“The Secondary Data are those which have already been collected by someone else &
which have already been passed through statistical process.”

4.4.3 Population:

“Population refers to total of items about which information is desired.” Population is


said to be finite if it consist of fixed number of elements to enumerate it in totality.

4.4.4 Sample Unit:

“The elementary units or group or cluster of such units form the basis of sampling
process they are called as Sample Units.”
4.5 Table and interpretation of questionnaire:

4.5.1 Survey regarding the awareness of Training and Development programmes.

The researcher has conducted a survey regarding the awareness of Training and
Development programmes offered by HRD Department. As per the survey it was found
that 65% of the executives are aware about the various training and development
programmes offered by HRDD while 35% of them are still unaware or have awareness
to a lesser extent.

56% of non-executives are unaware about the training programmes offered by HRDD
while only 44% of them are aware about the same

Executives

TABLE 4.5.1.1 is showing the awareness among executives for T&D programmes.

Attributes Number of respondents Percentage


To a greater extend 4 18 %
To some extent 11 50 %
To a less extent 07 32 %
Not at all 00 00 %

Non – Executives

TABLE 4.5.1.2 is showing the awareness among non executives for T&D programmes

Attributes Number of respondents Percentage


To a greater extend 05 12 %
To some extent 14 32 %
To a less extent 22 51 %
Not at all 02 05 %
4.5.2 Survey regarding the awareness of the training need.

The researcher has conducted a survey regarding the awareness of the training need
assessment procedure for training programmes at BSP under HRD As per the survey it
was found that 62% of Executives are aware of the training need assessment procedure
for training programmes at BSP under HRD while 38% of them are still not aware about
the same.

51% of Non-executives are unaware of the training need assessment procedure for
training programmes at BSP under HRD while only 49% of them are aware about the
same.

Executives

TABLE 4.5.2.1 is showing the awareness among executives for T&D needs

Attributes Number of respondents Percentage


To a greater extend 02 10 %
To some extent 11 52 %
To a less extent 07 33 %
Not at all 01 05 %

Non – Executives

TABLE 4.5.2.2 is showing the awareness among non executives for T&D needs

Attributes Number of respondents Percentage


To a greater extend 03 07 %
To some extent 18 42 %
To a less extent 17 39 %
Not at all 05 12 %
4.5.3 Survey regarding training programmes level.

The researcher has conducted a survey regarding the training programmes arranged as
per employee’s skill and qualification level. As per the survey it was found that 78% of
Executives think that training programmes are arranged as per their skill and
qualification level while 22% think that it is not.

61% of Non-Executives think that training programmes are arranged as per their skill
and qualification level while 39% think that it is not.

Executives

TABLE 4.5.3.1 is showing opinion of executive regarding training programmes level

Attributes Number of respondents Percentage


To a greater extend 11 53 %
To some extent 04 19 %
To a less extent 03 14 %
Not at all 03 14 %

Non – Executives

TABLE 4.5.3.2 is showing opinion of non executive regarding training programmes level

Attributes Number of respondents Percentage


To a greater extend 09 21 %
To some extent 17 40 %
To a less extent 13 30 %
Not at all 04 09 %
4.5.4 Survey regarding the simplicity & understandability of training.

The researcher has conducted a survey regarding the training provided by HRD make
your job simple and understandable. As per the survey it was found that 72% of
Executives think that training provided by HRD make their job simple and
understandable while 28% of them think that it is not.

83% of Non-Executives think that training provided by HRD make their job simple and
understandable while 17% of them think that it is not.

Executives

TABLE 4.5.4.1 is showing opinion of executive regarding the simplicity &


understandability of training

Attributes Number of respondents Percentage


To a greater extend 8 36 %
To some extent 8 36 %
To a less extent 3 14 %
Not at all 3 14 %

Non – Executives

TABLE 4.5.4.2 is showing opinion of non executive regarding the simplicity &
understandability of training

Attributes Number of respondents Percentage


To a greater extend 16 38 %
To some extent 19 45 %
To a less extent 5 12 %
Not at all 2 05 %
4.5.5 Survey regarding training provided by HRD encourage employee.

The researcher has conducted a survey regarding the training provided by HRD
encourage employee to bring new ideas to the organization. As per the survey it was
found that 64% of Executives thinks that training provided by HRD encourage them to
bring new ideas to the organization while 36% of them think that it is not

72% of Non-Executives thinks that training provided by HRD encourage them to bring
new ideas to the organization while 28% of them think that it is not.

Executives

TABLE 4.5.5.1 is showing training provided by HRD encourage Executives

Attributes Number of respondents Percentage


To a greater extend 06 27 %
To some extent 08 37 %
To a less extent 06 27 %
Not at all 02 09 %

Non – Executives

TABLE 4.5.5.2 is showing training provided by HRD encourage Non-Executives

Attributes Number of respondents Percentage


To a greater extend 17 39 %
To some extent 14 33 %
To a less extent 08 19 %
Not at all 04 09 %
4.5.6 Survey regarding employees satisfaction with trainer and faculty.

The researcher has conducted a survey regarding the satisfaction with trainer and
faculty arranged by HRD in terms of style, expertise and preparedness. As per the
survey it was found that 71% of Executives are satisfied with trainer and faculty
arranged by HRD in terms of style, expertise and preparedness while 29% of them are
not satisfied with the same.

62% of Non-Executives are satisfied with trainer and faculty arranged by HRD in terms
of style, expertise and preparedness while 38% of them are not satisfied with the same.

Executives

TABLE 4.5.6.1 is showing Executives satisfaction with trainer and faculty.

Attributes Number of respondents Percentage


To a greater extend 05 24 %
To some extent 10 47 %
To a less extent 05 24 %
Not at all 01 05 %

Non – Executives

TABLE 4.5.6.2 is showing Non-Executives satisfaction with trainer and faculty.

Attributes Number of respondents Percentage


To a greater extend 02 05 %
To some extent 25 58 %
To a less extent 15 35 %
Not at all 01 02 %
4.5.7 Survey regarding employees satisfaction with methodologies of training
programmes

The researcher has conducted a survey regarding the satisfaction with the training
methodologies used in training programmes offered by HRD. As per the survey it was
found that 72% of Executives are satisfied with the training methodologies used in
training programmes offered by HRD while 28% of them are not satisfied with it.

70% of Non-Executives are satisfied with the training methodologies used in training
programmes offered by HRD while 30% of them are not satisfied with it.

Executives

TABLE 4.5.7.1 is showing Executives satisfaction with methodologies of training


programmes

Attributes Number of respondents Percentage


To a greater extend 06 27 %
To some extent 10 45 %
To a less extent 05 23 %
Not at all 01 05 %

Non – Executives

TABLE 4.5.7.2 is showing Non-Executives satisfaction with methodologies of training


programmes

Attributes Number of respondents Percentage


To a greater extend 06 14 %
To some extent 24 56 %
To a less extent 11 25 %
Not at all 02 05 %
4.5.8 Survey regarding employee’s satisfaction with course material provided.

The researcher has conducted a survey regarding the satisfaction with the course
material provided during training programmes. As per the survey it was found that 50%
of Executives are satisfied with the course material provided during training
programmes while 50% of them are not satisfied with it

66% of Non-Executives are satisfied with the course material provided during training
programmes while 34% of them are not satisfied with it

Executives

TABLE 4.5.8.1 is showing Executives satisfaction with course material provided

Attributes Number of respondents Percentage


To a greater extend 05 23 %
To some extent 06 27 %
To a less extent 10 45 %
Not at all 01 05 %

Non – Executives

TABLE 4.5.8.2 is showing Non-Executives satisfaction with course material provided

Attributes Number of respondents Percentage


To a greater extend 05 11 %
To some extent 24 55 %
To a less extent 11 25 %
Not at all 04 09 %
4.5.9 Survey regarding employees satisfaction with arrangements during training.

The researcher has conducted a survey regarding the satisfaction with the
arrangements during training programmes like classroom, drinking water, catering etc.
As per the survey it was found that 59% of Executives are satisfied with the
arrangements during training programmes like classroom, drinking water, catering etc
while 41% of them are not satisfied with the same.

53% of Non-Executives are satisfied with the arrangements during training programmes
like classroom, drinking water, catering etc while 47% of them are not satisfied with the
same.

Executives

TABLE 4.5.9.1 is showing Executives satisfaction with arrangements during training

Attributes Number of respondents Percentage


To a greater extend 07 32 %
To some extent 06 27 %
To a less extent 04 18 %
Not at all 05 23 %

Non – Executives

TABLE 4.5.9.2 is showing Non-Executives satisfaction with arrangements during


training

Attributes Number of respondents Percentage


To a greater extend 04 09 %
To some extent 20 44 %
To a less extent 14 31 %
Not at all 07 16 %

4.5.10 Survey regarding employees work efficiency after training.

The researcher has conducted a survey regarding the work efficiency of employee
improved after receiving structured training provided by HRD. As per the survey it was
found that 64% of Executives said that their work efficiency improved after receiving
structured training provided by HRD while 36% disagrees with it

72% of Non-Executives said that their work efficiency improved after receiving
structured training provided by HRD while 28% disagrees with it.

Executives

TABLE 4.5.10.1 is showing Executives work efficiency after training.

Attributes Number of respondents Percentage


To a greater extend 07 32 %
To some extent 07 32 %
To a less extent 05 23 %
Not at all 03 13 %

Non – Executives

TABLE 4.5.10.2 is showing Non-Executives work efficiency after training.

Attributes Number of respondents Percentage


To a greater extend 14 33 %
To some extent 17 39 %
To a less extent 11 26 %
Not at all 01 02 %
4.5.11 Survey regarding preparing employee by HRD for the future.

The researcher has conducted a survey regarding HRD preparing employee for the
future prospects in the organization. As per the survey it was found that 65% of
Executives agrees that HRD prepare them for the future prospects in the organization
while 35% disagrees with this.

72% of Non-Executives agrees that HRD prepare them for the future prospects in the
organization while 28% disagrees with this.

Executives

TABLE 4.5.11.1 is showing preparing Executives by HRD for the future.

Attributes Number of respondents Percentage


To a greater extend 08 40 %
To some extent 05 25 %
To a less extent 02 10 %
Not at all 05 25 %

Non – Executives

TABLE 4.5.11.2 is showing preparing Non-Executives by HRD for the future.

Attributes Number of respondents Percentage


To a greater extend 07 16 %
To some extent 24 56 %
To a less extent 08 19 %
Not at all 04 09 %
4.5.12 Survey regarding working relationship with superiors and colleagues.

The researcher has conducted a survey regarding working relationship with superiors
and colleagues improved by training programmes offered by HRD. As per the survey it
was found that 53% of Executives think that their working relationship with the superiors
and colleagues improved by training programmes offered by HRD while 47% of them
think that it is not so.

62% of Non-Executives think that their working relationship with the superiors and
colleagues improved by training programmes offered by HRD while 38% of them think
that it is not so

Executives

TABLE 4.5.12.1 Executives working relationship with superiors and colleagues

Attributes Number of respondents Percentage


To a greater extend 06 29 %
To some extent 05 24 %
To a less extent 07 33 %
Not at all 03 14 %

Non – Executives

TABLE 4.5.12.2 Non-Executives working relationship with superiors and colleagues

Attributes Number of respondents Percentage


To a greater extend 15 33 %
To some extent 13 29 %
To a less extent 15 33 %
Not at all 02 05 %

4.5.13 Survey regarding working environment.

The researcher has conducted a survey regarding working environment improved after
the HRD interventions. As per the survey it was found that 75% of Executives agrees
that their working environment improved after the HRD interventions while 25%
disagrees

62% of Non- Executives agrees that their working environment improved after the HRD
interventions while 38% disagrees.

Executives

TABLE 4.5.13.1 Improvement of working environment via HRD for Executives

Attributes Number of respondents Percentage


To a greater extend 05 21 %
To some extent 13 54 %
To a less extent 04 17 %
Not at all 02 08 %

Non – Executives

TABLE 4.5.13.2 Improvement of working environment via HRD for Non-Executives

Attributes Number of respondents Percentage


To a greater extend 10 24 %
To some extent 16 38 %
To a less extent 14 33 %
Not at all 02 05 %
4.5.14 Survey regarding HRD helped employee in managing changes.

The researcher has conducted a survey regarding HRD helped employee in managing
changes (e.g. Computerization, Cost control, redeployment, multiskilling, etc) as per the
survey it was found that 83% of Executives think that HRD helped them in managing
changes

69% of Non- Executives think that HRD helped them in managing changes while 31%
of them think that it is not so

Executives

TABLE 4.5.14.1 is showing HRD helped Executives in managing changes

Attributes Number of respondents Percentage


To a greater extend 09 39 %
To some extent 10 44 %
To a less extent 03 13 %
Not at all 01 04 %

Non – Executives

TABLE 4.5.14.2 is showing HRD helped Non-Executives in managing changes

Attributes Number of respondents Percentage


To a greater extend 11 26 %
To some extent 18 43 %
To a less extent 10 24 %
Not at all 03 07 %

4.5.15 Survey regarding solving problems by HRD department.

The researcher has conducted a survey regarding HRD department helped in solving
problems in department. As per the survey it was found that 54% of Executives agrees
that HRD department helped in solving problems in their department while 46%
disagrees

38% of Non-Executives agrees that HRD department helped in solving problems in their
department while 62% disagrees.

Executives

TABLE 4.5.15.1 is showing problems solving of Executives by HRD department

Attributes Number of respondents Percentage


To a greater extend 03 13 %
To some extent 09 41 %
To a less extent 07 32 %
Not at all 03 14 %

Non – Executives

TABLE 4.5.15.2 is showing problems solving of Non-Executives by HRD department

Attributes Number of respondents Percentage


To a greater extend 03 07%
To some extent 13 31%
To a less extent 14 33%
Not at all 12 29 %
4.5.16 Survey regarding equal treatment by HRD in BSP.

The researcher has conducted a survey regarding HRD function at BSP give equal
treatment to non-executives, executives, and fresh entrants. As per the survey it was
found that 65% of Executives believes that HRD function at BSP give equal treatment to
non-executives, executives, and fresh entrants while 35% believes that it is not true.

43% of Non- Executives believes that HRD function at BSP give equal treatment to non-
executives, executives, and fresh entrants while 57% believes that it is not true

Executives

TABLE 4.5.16.1 is showing Equal treatment to Executives by HRD in BSP

Attributes Number of respondents Percentage


To a greater extend 05 22 %
To some extent 10 43 %
To a less extent 06 26 %
Not at all 02 09 %

Non – Executives

TABLE 4.5.16.2 is showing Equal treatment to Non-Executives by HRD in BSP

Attributes Number of respondents Percentage


To a greater extend 06 14%
To some extent 12 29 %
To a less extent 15 36 %
Not at all 09 21 %
4.5.17 Survey regarding HRD function contributing to profitability.

The researcher has conducted a survey regarding HRD function at BSP is an essential
business partner contributing to profitability. As per the survey it was found that 78% of
Executives believe that HRD function at BSP is an essential business partner
contributing to profitability while 22% believes that it is not true

74% of Non-Executives believe that HRD function at BSP is an essential business


partner contributing to profitability while 26% believes that it is not true.

Executives

TABLE 4.5.17.1 HRD function contributing to profitability in opinion of executive

Attributes Number of respondents Percentage


To a greater extend 09 39 %
To some extent 09 39 %
To a less extent 02 09 %
Not at all 03 13 %

Non – Executives

TABLE 4.5.17.2 HRD function contributing to profitability in opinion of non executive

Attributes Number of respondents Percentage


To a greater extend 14 33 %
To some extent 17 41 %
To a less extent 11 26 %
Not at all 00 00 %

4.5.18 Survey regarding employee expectations towards HRD.

The researcher has conducted a survey regarding HRD meet employee training and
personal growth expectations. As per the survey it was found that 68% of Executives
agrees that HRD meet their training and personal growth expectations while 32%
disagrees

49% of Non- Executives agrees that HRD meet their training and personal growth
expectations while 51% disagrees

Executives

TABLE 4.5.18.1 is showing Executives expectations towards HRD

Attributes Number of respondents Percentage


To a greater extend 07 32 %
To some extent 08 36 %
To a less extent 04 18 %
Not at all 03 14 %

Non – Executives

TABLE 4.5.18.2 is showing Non-Executives expectations towards HRD

ATTRIBUTES NUMBER OF RESPONDENTS PERCENTAGE


To a greater extend 04 10%
To some extent 16 39 %
To a less extent 21 51 %
Not at all 00 00 %

4.5.19 Survey regarding improvement by HRD.

The researcher has conducted a survey regarding performance of BSP, consistently


improving and HRD has contributed to it. As per the survey it was found that 74% of
Executives agrees that BSP’s performance is consistently improving and HRD has
contributed to it while 26% disagrees.

70% of Non-Executives agrees that BSP’s performance is consistently improving and


HRD has contributed to it while 30% disagrees.

Executives

TABLE 4.5.19.1 is showing opinion of executive regarding improvement by HRD

Attributes Number of respondents Percentage


To a greater extend 11 48 %
To some extent 06 26 %
To a less extent 03 13 %
Not at all 03 13 %

Non – Executives

TABLE 4.5.19.2 is showing opinion of non executive regarding improvement by HRD

Attributes Number of respondents Percentage


To a greater extend 15 35 %
To some extent 15 35 %
To a less extent 12 28 %
Not at all 01 02 %
4.5.20 Aggregate result of merchant mill and wire rod mill

Outcomes Arrangements Personnel On the job


during training development behavior

Satisfaction 66% 64% 64% 64%

Dissatisfaction 33% 35% 35% 35%

Final interpretation of scores:

Executives: 67% of Executives of merchant mill and wire rod mill have perception
that HRD functions in BSP is progressive and encouraging while 33% of them thinks
that the functioning of HRD in BSP is inadequate and is in the danger of slipping further.

Non-Executives: 61% of Non-Executives of merchant mill and wire rod mill have
perception that HRD functions in BSP is progressive and encouraging while 39% of
them thinks that the functioning of HRD in BSP is inadequate and is in the danger of
slipping further.
5. Result & analysis
5.1.1 Survey regarding the awareness of Training and Development programmes. From
the study it is clear that 65% of the executives are aware about the various training and
development and 35% of them are still unaware or have awareness to a lesser extent.

FIGURE 5.1.1 showing the awareness among executives for T&D programmes

5.1.2 Survey regarding the awareness of Training and Development programmes


among non – executives. From the study it is clear that 56% of non-executives are
unaware only 44% of them are aware.

FIGURE 5.1.2 is showing the awareness among non executives for T&D programmes
5.2.1 Survey regarding the awareness among executives for T&D needs. From the
study it is clear that 62% of Executives are aware of the training need assessment
procedure. While 38% of them are still not aware

FIGURE 5.2.1 showing the awareness among executives for T&D needs.

5.2.2 Survey regarding the awareness among non executives for T&D needs. From the
study it is clear that 51% of Non-executives are unaware of the training need
assessment procedure while only 49% of them are aware.

FIGURE 5.2.2 is showing the awareness among non executives for T&D needs
5.3.1 Survey regarding executive training programmes level. From the study it is clear
that 78% of Executives think that training programmes are arranged as per their skill
and qualification level while 22% think that it is not.

FIGURE 5.3.1 is showing executive opinion regarding training programmes level

5.3.2 Survey regarding Non-Executives training programmes level. From the study it is
clear that 61% of Non-Executives think that training programmes are arranged as per
their skill and qualification level while 39% think that it is not.

FIGURE 5.3.2 is showing non-executive opinion regarding training programmes level


5.4.1 Survey regarding the simplicity & understandability of training. From the study it is
clear that that 72% of executives think that training provided by HRD make their job
simple and understandable while 28% of them think that it is not

FIGURE 5.4.1 is showing simplicity & understandability of training for executive

5.4.2 Survey regarding the simplicity & understandability of training. From the study it is
clear that 83% of Non-Executives think that training provided by HRD make their job
simple and understandable while 17% of them think that it is not

FIGURE 5.4.2 is showing simplicity & understandability of training for non-executive


5.5.1 Survey regarding the training provided by HRD to encourage executive. From the
study it is clear that 64% of Executives thinks that training provided by HRD encourage
them while 36% of them think that it is not

FIGURE 5.5.1 is showing training provided by HRD encourage executive

5.5.2 Survey regarding the training provided by HRD to encourage non-executive. From
the study it is clear that 72% of them thinks that training provided by HRD encourage
them while 28% of them think that it is not

FIGURE 5.5.2 is showing training provided by HRD encourage non-executive


5.6.1 Survey regarding executives satisfaction with trainer and faculty. From the study it
is clear that 71% of executives are satisfied while 29% of them are not satisfied with the
same.

FIGURE 5.6.1 is showing executives satisfaction with trainer and faculty

5.6.2 Survey regarding Non-Executive’s satisfaction with trainer and faculty. From the
study it is clear that 62% of Non-Executives are satisfied while 38% of them are not
satisfied

FIGURE 5.6.2 is showing non-executives satisfaction with trainer and faculty


5.7.1 Survey regarding executives satisfaction with methodologies of training
programmes. From the study it is clear that 72% of executives are satisfied while 28%
of them are not satisfied

FIGURE 5.7.1 is showing executives satisfaction with methodologies of training


programmes

5.7.2 Survey regarding non-executive satisfaction with methodologies of training


programmes. From the study it is clear that 70% of Non-Executives are satisfied while
30% of them are not satisfied.

FIGURE 5.7.2 is showing non-executives satisfaction with methodologies of training


programmes
5.8.1 Survey regarding employee’s satisfaction with course material provided. From the
study it is clear that 50% of executives are satisfied 50% of them are not satisfied

FIGURE 5.8.1 is showing executives satisfaction with course material provided

5.8.2 Survey regarding employee’s satisfaction with course material provided. From the
study it is clear that 66% of Non-Executives are satisfied 34% of them are not satisfied

FIGURE 5.8.2 is showing non-executives satisfaction with course material provided


5.9.1 Survey regarding employees satisfaction with arrangements during training. From
the study it is clear that 59% of Executives are satisfied with the arrangements while
41% of them are not satisfied with the same.

FIGURE 5.9.1 is showing Executives satisfaction with arrangements during training

5.9.2 Survey regarding employees satisfaction with arrangements during training. From
the study it is clear that 53% of Non-Executives are satisfied with the arrangements
while 47% of them are not satisfied

FIGURE 5.9.2 is showing non-executives satisfaction with arrangements during training


5.10.1 Survey regarding employees work efficiency after training. From the study it is
clear that 64% of Executives said that their work efficiency improved while 36%
disagrees with it

FIGURE 5.10.1 is showing Executives work efficiency after training

5.10.2 Survey regarding employees work efficiency after training. From the study it is
clear that 72% of Non-Executives said that their work efficiency improved while 28%
disagrees with it.

FIGURE 5.10.2 is showing non-executives work efficiency after training


5.11.1 Survey regarding preparing employee for the future. From the study it is clear
that 65% of Executives agrees that HRD prepare them for the future while 35%
disagrees

FIGURE 5.11.1 is showing survey regarding preparing Executives for the future

5.11.2 Survey regarding preparing employee for the future. From the study it is clear
that 72% of Non-Executives agrees that HRD prepare them for the future prospects
while 28% disagrees

FIGURE 5.11.2 is showing survey regarding preparing non-executives for the future
5.12.1 Survey regarding working relationship with superiors and colleagues. From the
study it is clear that 53% of Executives think relationship improved by training
programmes while 47% of them think that it is not so

FIGURE 5.12.1 is showing executive working relationship with superiors and colleagues

5.12.2 Survey regarding working relationship with superiors and colleagues. From the
study it is clear that 62% of Executives think relationship with the superiors and
colleagues improved while 38% of them think that it is not so

FIGURE 5.12.2 is showing non-executive working relationship with superiors and


colleagues
5.13.1 Survey regarding working environment after the HRD interventions. From the
study it is clear that 75% of Executives agrees that their working environment improved
after the HRD interventions while 25% disagrees

FIGURE 5.13.1 is showing survey regarding working environment of executives after


the HRD interventions

5.13.2 Survey regarding working environment. From the study it is clear that 62% of non
executives agree that their working environment improved while 38% disagrees.

FIGURE 5.13.2 is showing survey regarding working environment of non-executives


after the HRD interventions
5.14.1 Survey regarding HRD helped employee in managing changes. From the study it
is clear that 83% of Executives think that HRD helped them in managing changes

FIGURE 5.14.1 is showing HRD helped Executives in managing changes

5.14.2 Survey regarding HRD helped employee in managing changes. From the study it
is clear that 69% of Non- Executives think that HRD helped them in managing changes

FIGURE 5.14.2 is showing HRD helped non-executives in managing changes


5.15.1 Survey regarding solving problems by HRD. From the study it is clear that 54%
of Executives agrees that HRD department helped in solving problems

FIGURE 5.15.1 is showing solving problems of executives by HRD

5.15.2 Survey regarding solving problems by HRD. From the study it is clear that 38%
of Non-Executives agrees that HRD department helped in solving problems in their
department while 62% disagrees

FIGURE 5.15.2 is showing solving problems of non-executives by HRD


5.16.1 Survey regarding equal treatment by HRD. From the study it is clear that 65% of
Executives believes that HRD function at BSP give equal treatment to non-executives,
executives, and fresh entrants

FIGURE 5.16.1 is showing opinion of executive regarding equal treatment by HRD

5.16.2 Survey regarding equal treatment by HRD. From the study it is clear that 43% of
Executives believes that HRD function at BSP give equal treatment to non-executives,
executives, and fresh entrants

FIGURE 5.16.2 is showing opinion of non executive regarding equal treatment by HRD
5.17.1 Survey regarding HRD function contributing to profitability. From the study it is
clear that 78% of Executives believe that HRD function at BSP is an essential business
partner contributing to profitability

FIGURE 5.17.1 is showing Executives opinion on HRD function contributing to


profitability

5.17.2 Survey regarding HRD function contributing to profitability. From the study it is
clear that 74% of Non-Executives believe that HRD function at BSP is an essential
business partner contributing to profitability

FIGURE 5.17.2 is showing non-executives opinion on HRD function contributing to


profitability

5.18.1 Survey regarding executive expectations towards HRD. From the study it is clear
that 68% of Executives agrees that HRD meet their training and personal growth
expectations

FIGURE 5.18.1 is showing executive expectations towards HRD

5.18.2 Survey regarding executive expectations towards HRD. From the study it is clear
that 49% of Executives agrees that HRD meet their training and personal growth
expectations.
FIGURE 5.18.2 is showing non-executive expectations towards HRD
5.19.1 Survey regarding improvement in BSP by HRD .From the study it is clear that
74% of Executives agrees that BSP’s performance is consistently improving and HRD
has contributed

FIGURE 5.19.1 is showing opinion of executive on improvement in by HRD

5.19.2 Survey regarding improvement in BSP by HRD .From the study it is clear that
70% of Non-Executives agrees that BSP’s performance is consistently improving and
HRD has contributed to it

FIGURE 5.19.2 is showing opinion of non-executive on improvement in by HRD


5.20 Aggregate result of merchant mill and wire rod mill

FIGURE 5.20 is showing aggregate result of merchant mill and wire rod mill
6.1 Recommendations:
Though it is seen that the employee perception towards HRD is good but it needs to be
maintain, in fact should be taken to higher levels. Also the loopholes in the findings such
as proper course material etc. should be avoided.

• Modernization of safety training is required for better working environment


• More and more practical knowledge should be given with the use of latest
technologies and adequate computer training under ERP
• Repetition of training frequently for proper career planning for employees
• Training based on Problem solving.
6.2 Conclusion of project:

From the present study the following conclusion are drawn they are as follows:

• From the study it is concluded that maximum executives are aware of T&D programmes.
(65%)
• Less number of non- executives are aware of T&D programmes. (56%)
• From the study it is concluded that maximum executives are aware of T&D needs. (62%)
• Less number of non- executives are aware of T&D needs. (51%)
• From the study it is concluded that maximum executives are aware of Training
programmes level. (78%)
• Maximum number of non- executives are aware of Training programmes level. (61%)
• Maximum numbers of executives are aware of simplicity & understandability of training.
(72%)
• Maximum number of non- executives are aware of simplicity & understandability of
training. (83%)
• Maximum number of executives thinks that training provided by HRD encourages. (64%)
• Maximum non- executives thinks that training provided by HRD encourages. (72%)
• Less number of executives is satisfied with course material provided. (50%)
• Maximum number of non- executives is satisfied with course material provided. (66%)
• Maximum number of executives thinks that training provided by HRD prepare employee
for the future. (65%)
• Maximum non- executives thinks that training provided by HRD prepare employee for
the future. (72%)
• Maximum number of executives thinks that HRD function contributing to profitability.
(78%)
• Maximum number of non- executives thinks that HRD function contributing to
profitability. (78%)
• Maximum number of executives thinks that HRD function improving BSP’s performance.
(74%)
• Maximum number of non- executives thinks that HRD function improving BSP’s
performance. (70%)

6.3 Limitations of project:


Major limitation of project is the availability of the employees during the survey and also
the time constraint factor. Moreover interest level of the employees to fill the
questionnaire is not so good. Commuting and catch hold of the concern person is also
one constraint.

Moreover, it’s sometime very difficult to make the employees understand that why such
a survey is being conducted.
Bibliography:

Secondary data has been collected through some books and manuals from
the department and library:-

 SAIL journal.
 BSP journal.
 Work visit note
 Human resource management - by Gary Dessler
 Personnel manual - C.B.Memoria
 www.sail.co.in
 www.citehr.com
QUESTIONNAIRE:

HUMAN RESOURCES DEVELOPMENT DEPARTMENT


BHILAI STEEL PLANT

QUESTIONNAIRE
[Employee perception on HRD Department of Bhilai Steel Plant]
The following questionnaire is a part of a survey carried out by HRD department which
is being used to collect employee perception on role of HRD department. The

information provided by you will be kept confidential. Please do not put your name or
signature anywhere on the questionnaire. At the end of the survey, HRD department will
provide you the feedback based on the survey result. Your candid and frank responses
are solicited please.

Please tick ( √ ) the right choice

Qualification:-

No. of years of experience with BSP: - _______________

Department:- ________________________ Grade:- _____________

The phrase, “Training programmes by HRD” means any training programme or


learning opportunity arranged and provided at HRD Center (BTI), BMDC, In-Plant
training center, Any location in India outside Bhilai, Any location abroad.

A] How many training programmes did you attended in the past 3 yrs organized by HR
Department?
1 programme( ) 2 programmes ( ) 3 or more programmes ( ) none ( )

For the remaining questions please respond as per the scale indicated below:

1 = To a great extent 2 = To some extent

3 = To a less extent 4 = Not at all

1. Are you aware of the various Training and Development 1 2 3 4


programmes offered by HRD Department?
2. Are you aware of the training need assessment procedure 1 2 3 4
for training programmes at BSP under HRD?
3. Are training programmes arranged as per your skill and 1 2 3 4
qualification level?
4. Does training provided by HRD make your job simple and 1 2 3 4
understandable?
5. Does training provided by HRD encourage you to bring new 1 2 3 4
ideas to the organization?
6. Are you satisfied with trainer and faculty arranged by 1 2 3 4

HRD in terms of style, expertise and preparedness?


7. Are you satisfied with the training methodologies used in 1 2 3 4
training programmes offered by HRD?
8. Are you satisfied with the course material provided 1 2 3 4

during training programmes?


9. Are you satisfied with the arrangements during training 1 2 3 4
programmes like classroom, drinking water, catering etc?
10. Has your work efficiency improved after receiving 1 2 3 4
structured training provided by HRD?
11. Does HRD prepare you for the future prospects in the 1 2 3 4
organization?

13. Has your working environment improved after the 1 2 3 4

HRD interventions?
14. Has HRD helped you in managing changes 1 2 3 4

(e.g. Computerization, Cost control, redeployment,


multiskilling, etc)?
15. Has HRD department helped in solving problems in your 1 2 3 4
department?
16. Does HRD function at BSP give equal treatment to non- 1 2 3 4
executives, executives, and fresh entrants?
17. Do you believe that HRD function at BSP is an essential 1 2 3 4
business partner contributing to profitability?
18. Does HRD meet your training and personal growth 1 2 3 4
expectations?
19. BSP’s performance is consistently improving - Do you think 1 2 3 4
HRD has contributed to it?

In addition to the responses above please mention any other suggestion so that HR
department can serve you better.

______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
Thank you for your time and effort.

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