Professional Documents
Culture Documents
and development is not only an activity that is desirable but also an activity that an organization must commit resources to if it is maintain a viable and knowledgeable workforce.
Training is a process of learning a sequence of programmed behaviour. It is application of knowledge. It gives people an awareness of the rules and procedures to guide their behaviour. It attempts to improve their performance on the current job or prepare them for an intended job. Development is the related process. It covers not only those activities, which improve job performance, but also those, which bring about growth of the personality; help individuals in the progress towards maturity and actualization of their potential capacities so that they become not only good employees but also better men and women. Training a person for a bigger and higher job is development.
Development:
It is a long term process It too utilizes systematic and organized procedures Managerial personnel get conceptual and theoretical knowledge and skill or managing. It is rarely used. Non-Managerial personnel acquire technical skill and knowledge for a long-term purpose.
a.) When a performance appraisal indicates performance improvement is needed b.) To "benchmark" the status of improvement so far in a performance improvement effort c.) As part of an overall professional development program d.) As part of succession planning to help an employee be eligible for a planned change in role in the organization e.) To "pilot", or test, the operation of a new performance management system f.) To train about a specific topic
COMPANY PROFILE
THE GENESIS
Jindal Saw Ltd. is a part of the USD $4 billion Jindal Group, one of the
country's topmost industry houses and the foremost indigenous steel producers and exporters. It started operation in the year 1984, when it became the first company in India to manufacture Submerged Arc Welded (SAW) Pipes using the internationally acclaimed U-O-E technology
A STRUCTURED ORGANIZATION
At JSL, the business operations are highly structured with four strategic business units: Large Diameter Pipes, Seamless Tubes, DI (Ductile Iron) Pipes and the US Operations. Every SBU has its own dedicated sales and marketing targets and operations. While the first three SBUs manufacture and market Large Diameter Pipes, Seamless Tubes and Ductile Iron Pipes respectively, the last SBU acts as a dedicated marketing arm catering to the American market. In effect, the US Operations markets the products manufactured by all other SBUs. It also gets raw material converted to finished goods supplied to the US Affiliates under a toll conversion arrangement, and further markets the product in the American market. Besides these, JSL also provides various value added products like pipe coatings, bends and connector castings to its clients.
MANUFACTURING FACILITIES
The state-of-the-art manufacturing facilities of Jindal Saw Ltd. are located at three places in India. The first plant was set up in Kosi Kalan in UP to manufacture SAW Pipes using U-O-E technology. Later, a coating plant was also added here. At Nashik (Maharashtra), the company has one plant, engaged in the manufacture of Seamless pipes. There are two manufacturing bases in Mundra (Gujarat). Mundra-I, which is fully export oriented, has two plants to manufacture SAW Pipes and one plant for coating. Mundra-II, the second base, has three more plants.
through the ISO 9001, ISO 14001 and ISO 18001 certifications, amongst others.
CORPORATE GOVERNANCE
Jindal Saw Ltd. firmly believes that the essence of corporate governance is based on three key aspects:
At Jindal Saw Ltd., the principle of corporate governance is based on two core philosophies:
The management must be given the executive freedom to drive the Company forward, towards its goals, objectives and vision, without undue restraints
This freedom of management must be exercised prudently within a framework of effective accountability.
VISION
This Vision Statement is the guiding philosophy at Jindal Saw Limited. The word 'Value' in the statement refers to the quality products, services, systems and solutions that are essential for providing value to our customers. As a forerunner to evoking customer delight, the Company seeks to emerge as the most preferred provider of value not merely any provider, nor even just a preferred one. This involves being best of class in everything, in particular, technology and innovation. The third keyword in the Vision Statement is Reliable. Pipelines are a key investment in the infrastructure sector. They carry core products for industry and society, such as oil, gas, water, etc. They are often laid underground or offshore on the seabed. Thus, reliability is a very important expectation. This demands superior competencies in the companys design, materials, manufacturing, transportation, storage, installation, commissioning, etc. The concept of reliability is vital for any survival of any business venture in todays highly competitive and dynamic global scenario. JSL seeks to realize its Vision by capitalizing on its key strengths technical management, innovation, finance, leadership, building infrastructure and its reputation for fulfilling its commitment to customers.
equipments from Mannesmann Demag Huttentechnik-MEER of Germany, the acknowledged world leaders in Seamless Tubes & Pipes technology. Seamless division employs the latest version of the Conical Piercer process; a process producing high quality Carbon steel tubes and pipes. Diameter of the hot finished Carbon steel seamless tubes/pipes vary from 44.5 mm to 168.3 mm with wall thickness range from 3.5 mm to 25 mm. The cold finished stainless steel seamless tubes/pipes can have a diameter varying from 6 mm to 73 mm and wall thickness ranging from 0.6 mm to 6 mm. These tubes and pipes are extensively used in Oil refineries, Petrochemical plants, Power, Heat transfer equipments, Metallurgical, Refrigeration sector, Boiler, Automotive, Instrumentation and General Engineering applications. In view of the growing international demand, this SBU seeks to horizontally integrate the companys tubular products line into a full range of such products to cater overseas market.
PRODUCTS RANGE
1.Cold finished Stainless Steel tubes/ pipes
DEPARTMENTS:
Nashik plant of Jindal SAW Ltd. has following departments:
API-Finishing API-Maintenance Cold Mill Cold Mill-Maint. Electrical-Maint. Finance Hot Mill Hot Mill Maintenance HRD
Logistics Marketing PPC Projects Purchase Quality Stores Information Technology Mechanical-Maint.
INTRODUCTION TO TRAINING
Training Policy:
Every company or organization should have well-established training policy. Such a policy represents the top managements commitment to the training of its employees, and comprises rules and procedures governing the standard and scope of training. A training policy is considered necessary for the following reasons: a) To include a companys intention to develop its personnel; to provide guidance in the framing and implementation of programmes and to provide information concerning them to all concerned; b) To discover critical areas where training is to be given on a priority basis; and c) To provide suitable opportunities to the employee for his own betterment.
Training Courses:
Training may range from highly specified instruction in the procedures to be adopted while performing a particular job to very general instruction concerning the economy and society. Training courses in general areas usually aim at making an employee a rounded individual, a happier worker and a good citizen and at training him for larger responsibilities and future advancement. Such training exerts a remarkable influence on production and labour. From the producers point of view, output would increase with decrease in scrap, spoilage, waste and the cost of production. From the point of view of labour, the
10
employees morale would improve. Training programmes are no doubt expensive; but their worth to a growing concern cannot be over-emphasized.
Importance of Training
Training is the corner-stone of sound management, for it makes employees more effective and productive. It is actively and intimately connected with all the personnel or managerial activities. It is an integral part of the whole management programme, with all its activities functionally inter-related. Training is a practical and vital necessity because apart from the other advantages mentioned above, it enables employees to develop and rise within the organization and increasing their market value, earning power and job security. It moulds the employees attitudes and helps them to achieve a better cooperation with the company and the greater loyalty to it. The management is benefited in the sense that higher standards of quality are achieved; a satisfactory organizational structure is built up; authority can be delegated and stimulus for progress applied to employees. Training, moreover heightens the morale of the employees, for it helps in reducing dissatisfaction, complaints, grievances and
11
absentism, reduces turnover. Further trained employees make a better and economical use of materials and equipment; therefore, wastage and spoilage are lessened, and the need for constant supervision is reduced. The importance of training has been expressed in these words: Training is a widely accepted problem-solving device. Indeed our national superiority in manpower productivity can be attributed in no small measure to the success of our educational and industrial training programmes. Hence, we take more vitamin pills to solve personal health problems and more training to solve our manpower problems. Over and under-emphasis of training stem largely from inadequate recognition and determination of training needs and objectives. They stem also from lack of recognition of the professional
Principles of Training:
(i) The purpose of the training is to help meet company objectives by providing opportunities for employees at all organizational levels to acquire the requisite knowledge, skills and attitudes; (ii) (iii) The first step in training is to determine needs and objectives; The objectives and scope of a training plan should be defined before its development is begun in order to provide a basis for common agreement and co-operative action; (iv) The techniques and processes of a training programme should be related directly to the needs and objectives of an organization; (v) (vi) To be effective, training must use the tested principles of learning; Training should be conducted in the actual job environment to the maximum possible extent.
12
(vii)
Training that requests the trainee to make changes in his values, attitudes, and social beliefs, usually achieves better results if the trainee is encouraged to participate, discuss and discover new, desirable behaviour norms.
(viii) The trainee should be provided with feedback on the progress he is making in utilizing the training he has received. The feedback should be fast and frequent, especially for the lower level jobs, which are often routine and quickly completed.
Training Evaluation
This research work specifically aims in evaluating the existing training practices in Jindal SAW Ltd. Objectives of training evaluation is to determine the ability of the participant in the training programme to perform jobs for which they were trained, the specific nature of training deficiencies, whether the trainees required any additional on the job training and the extent of the training not needed for the participants to meet job requirements. To be really effective, the training methods must fir in training programme needs find out how effective the methods are in accomplishing their goals of modifying skills, attitudes and ultimate behavior.
13
To study the existing training practices To determine the ability of the participants in the training programme to perform jobs for which they were trained
To test the effectiveness of training efforts undertaken To identify the errors and deficiencies in the current training practices To suggest better ways and techniques to avoid pitfalls or deficiencies if any in the existing training practices
To compare the existing training practices with the standard training practices
HYPOTHESIS
Training practices in Jindal SAW Ltd. have made a significant contribution in creating more competent, loyal and contended workforce!
14
RESEARCH METHODOLOGY
Research is an art of scientific investigation. It is a scientific and systematic research for pertinent information on a specific topic. Research is the process which includes defining and redefining problems, formulating hypothesis or suggested solutions; collecting, organizing and evaluating data; making deductions and reaching conclusions and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis.
PRIMARY DATA:
Primary data are obtained by a study specially designed to fulfill the data needs of the problem at hand. The Employee Training Cards which comprises details such as employee information, individual training needs identified and HODs rating and remarks regarding pre-training and post-training performance status of the employee acts as a primary data for this project work.
SECONDARY DATA:
Secondary data is the data, which is not collected first hand. Following forms of data acts as a secondary data for this project work.
15
Training Needs identified on the basis of performance appraisal, job descriptions, etc. List of Training Programs conducted during the year
SURVEY METHOD: Statistical survey is the most popular device of obtaining the desired data. A
survey is a process of collecting data from existing population units with no control over factor that may affect the population characteristics of interest in the study.
16
17
Classroom methods are again sub-classified into a) b) c) d) e) LECTURES CONFERENCE CASE STUDY ROLE-PLAYING PROGRAMMED INSTRUCTION
ON-THE-JOB-TRAINING (OJT)
Virtually every employee, from the clerk to company president, gets some onthe-job-training, when he joints a firm. Thats why William Tracly calls it, the most common, the most widely used and accepted, and the most necessary method of training employees in the skills essential and acceptable for job performance. Under this technique, an employee is placed in a new job and is told how it may be performed. It is primarily concerned with developing in an employee a repertoire of skills and habits consistent with the existing practices of an organization, and with orienting him to his immediate problems. Employees are coached and instructed by skilled co-workers, by supervisors, by the special training instructors. They learn the job by personal observation and practice as well as occasionally handling it. It is learning by doing, and it is most useful for
18
jobs that are either difficult to simulate or can be learned quickly by watching and doing. There are a variety of OJT methods, such as coaching or understudy; job rotation and special assignments. Under coaching or understudy method (which is also known as internship and apprenticeship), the employee is trained on the job by his immediate superior. Internship is usually applied to managerial personnel and provides wide variety of job experience, often involving job rotation, or an assistant to type of position. Apprenticeship is generally used to impart skills requiring long periods of practice as found in trade, crafts and other technical fields. In job rotation, a management trainee is made to move from job to job at certain intervals. The jobs vary in content. Special assignments or committees are other methods used to provide lower-level executives with first hand experience in working on actual problems. On-the-job training is made more effective by the use of variety of training aids and techniques, such as procedure charts, lecture manuals, sample problems, demonstrations, oral and written explanations, tape-recorders and other aids.
The trainee learns on the actual equipment in use and in the true environment of his job.
19
It is highly economical since no additional personnel or facilities are required for training.
The trainee learns the the rules, regulations and procedures by observing their day-to-day applications
It is most appropriate for teaching the knowledge and skills, which can be acquired in a relatively short period, say, a few days of weeks
The Instruction is often highly disorganized and haphazard and not properly supervised.
VESTIBULE TRAINING
This method attempts to duplicate on-the-job situations in a company classroom. It is a classroom training, which is often imparted with the help of the equipment, and machines, which are identical with those in use .in the place of work. This technique enables the trainee to concentrate on learning the new skill rather than on performing an actual job. Technical training is given in the classroom, while the practical work is conducted on the production line. It is a very efficient method of training semi-skilled personnel, particularly when many employees have to be trained for the same kind of work at the same time.
20
Training is generally given in the form of lectures, conferences, case studies, role-playing and discussion.
SIMULATION
Simulation is a technique, which duplicates, as nearly as possible, the actual conditions encountered on the job. The vestibule training method or the business
21
game-method are the examples of business simulations. Simulation techniques have been most widely used in aeronautical industry. Trainee interest and employee motivation are both high in simulation exercises because the actions of a trainee closely duplicate real job conditions. This training is essential in cases in which actual on-the-job practice might result in a serious enquiry, a costly error, or the destruction of valuable materials or resources. It is for this reason that the technique is very expensive.
APPRENTICESHIP
For training in crafts, trades and in technical areas, apprenticeship training is the oldest and most commonly used method, especially when proficiency in a job is the result of a relatively long training period of 2-3 years. The fields in which apprenticeship training is offered are numerous and range from the job of a draughtsman, a machinist, a printer, a tool maker, a mechanic, carpenter, fitters, electricians, etc. A major part of training time is spent on-the-job productive work.
Merits:
A skilled work force is maintained; Immediate returns can be expected from training; The workmanship is good;
22
The hiring cost is lower because of reduced turnover and lower production costs;
The loyalty of the employees is increased and opportunities for growth are frequent.
LECTURES
Lectures are regarded as one of the simplest ways of imparting knowledge to the trainees, especially when facts, concepts, or principles, attitudes, theories and
23
problem-solving abilities are to be taught. Lectures are formal organized talks by the training specialist, the formal superior or other individual specific topics. The lecture method can be used for very large groups, which are to be trained within a short time, thus reducing the cost per trainee. It can be organized rigorously so that ideas and principles relate properly. The main advantage of the lecture system is that it is simple and efficient and through it more material can be presented within a given time than by any other method.
24
For this, the instructor defines the problem, encourages and ensures full participation in the discussion.
CASE STUDIES
The case study is based upon the belief that managerial competence can best be attained through the study, contemplation and discussion of concrete cases. The case study is primarily useful as a training technique for supervisors and is
25
especially valuable as a technique of developing decision-making skills and for broadening the perspective of the trainee. In case study method, the trainee is expected to: i) master the facts, become acquainted with the content of the case ii) define the objectives iii) Identifying the problems in case iv) development of alternative courses of action v) select the best alternative.
ROLE-PLAYING
The idea of Role-playing involves action, doing and practice. In role-playing, trainees act out a given role, as they would in stage play. Two or more trainees are assigned parts to play before the rest of the class. The role-players are simply informed of a situation is acted out by the role-players. Role-playing is especially useful in providing new insight and in presenting the trainee with opportunities to develop interaction skills.
26
27
1. TRAINING NEEDS IDENTIFICATION (THROUGH PERFORMANCE APPRAISAL OBESERVATION, NEW JOB RESPONSIBILITIES ETC.)
2.
3.
4.
5.
PERFORMANCE TRY-OUT
6.
Fig: Sequence
of Training Programme
28
1.
A training programme should be established only when it is felt that it would assist in the solution of specific operational problems. The most important step, in the first place, is to make a through analysis of the entire organization, its operations and manpower resources available in order to find out the trouble spots where training may be needed. Identification of training needs must contain 3 types of analyses: a. b. c. Organizational Analysis Operations Analysis Man Analysis
In Jindal SAW Ltd. TNI (Training Needs Identification) is done on the basis of following activities: i) ii) iii) iv) v) Performance Appraisal Job Descriptions New Job Responsibilities Given Observation during daily work done Special functional training needs
i) PERFORMANCE APPRAISAL:
Performance appraisal is the process of evaluating an employees performance of a job in terms of its requirements. It is the technique by which performance evaluation of employee is done generally by his superiors. It creates a base for identification of individual training needs. Performance Appraisal serves to stimulate and guide employee development. Appraisal program provide information on the weaknesses of employees and enable them to gauge their own value and accomplishments and to know what they are doing. The weaknesses
29
provide the basis for an individual development programme. If used properly such periodic appraisals will establish an atmosphere in which criticism can be taken without resentment and can be used constructively for self-improvement.
Global Essay and Rating Training Rating approach Rating by Superiors Forced choice appraisal Forced distribution approach Critical incident method
Field Review techniques Feedback information Rating by Self Rating by Group Behaviour Anchored Rating of appraisal
Choice of appraisal method to match objective sought Lack of sets of standards for evaluation Poor feedback to the employee Rating errors due to appraisers apathy, halo effect, Leniency or strictness, central tendency, bias approach
The economy measures in this activity Ability to use feedback data Boss-subordinate relationship
In Jindal SAW Ltd. Global Essay & Rating method is used for appraising the performance of the employees. In essay technique, the supervisor makes a free
30
form open-ended appraisal of an employee in his own words & puts down his impressions about the employee. An appraiser considers various factors such as: General ability to perform to given tasks & responsibilities Production, quality and cost control Attitude & manpower handling abilities Development needs for future
ii)
JOB DESRIPTIONS
Job Description defines the scope of job activities, major responsibilities and positioning of the job in the organization. It provides the necessary information to the management of training and development programs. It helps the requirements of training programs in the following ways: a) Job description help to identify the training needs related to a particular job b) Job descriptions help to determine the content and subject matter of in-training courses.
31
v)
2.
3.
32
4.
5.
Performance Try-Out
Under this, the trainee is asked to go through the job several times slowly, explaining him each step. Mistakes are corrected, and if necessary, some complicated steps are done for the first time. Then the trainee is asked to do the job, gradually building up skill and speed. As soon as the trainee demonstrates that he can do the job in a right way, he is put on his own, but not abandoned. The trainee is then tested and the effectiveness of a training programme evaluated. This is usually done by: Given written or oral tests to trainees to ascertain how far they have learnt; Observing trainees on the job itself and administering performance tests to them; Arranging structured interviews with the participants or sending them questionnaires by mail
33
Comparing the results obtained after the training with those secured before the training programme in order to find out whether any material change is taken place in attitude, opinion, in the quality of output, in the reduction in scrap, breakage, etc.
Study of profiles and charts of career development of the participants and related assignment techniques.
6.
The results obtained by such calculations are represented with the help of various data representation tools such as: a. Tables b. Graphs c. Charts etc.
Such tools provide an easy way for the reader to interpret the results. Such data analysis also helps in identifying any deficiencies or pitfalls in the current training program.
34
1.
On-the-job training
This is the training method in which an employee is given training while performing his job. This kind of training technique is generally used for imparting technical skills. Most of the times it is used when there any technological change, new installments or change in the operations is there. In such techniques trainees can learn quickly as they are trained on the job itself. Also it found easier to trainee as he is already familiar with his job and only new things have to be learned.
a) Workshops:
The organization frequently arranges various kinds of workshops within or outside the organization for imparting training to its employees. Such types of
35
workshops include variety of functional & behavioural skills impartation training. Some of the topics include: Industrial Waste Management Stress Management Soft Skills development
3.
Induction Training
Induction training is the part of socialization process for any new employee who is joining the organization. Induction training is a technique by which a new employee is rehabilitated into the changed surroundings and introduced to the practices, policies and purposes of the organization.
36
In other words, it is a welcoming process- the idea is to welcome a newcomer, make him feel at home and generate in him a feeling that his own job, however small is meaningful and has significance as a part of the total organization. Induction training has its many aspects and covers various activities like: Introduction to organizations goals & objectives Introduction to departments & staff of the company Companys products, procedures, rules & regulations Various welfare amenities, benefits & services Roles & responsibilities of the employee, etc. Safety System/Practices Emergency Response Procedure Quality Systems
Induction training though given initially when an employee joins the organization, it is one of the most important activities as it integrates the employee with the organization at the first time when he joins the organization. It builds his confidence, morale and makes him feel more secure.
37
SPECIAL WORKSHOPS ARRANGED TO IMPART TRAINING 1. WAR ON WASTE By Alliance India, Mumbai
Focus: Industrial Waste Management Hazardous Waste Management- Best Practices & challenges Handling & treatment of hazardous waste from Petrochemicals Preventive environmental management opportunities in industry
38
together renowned business people, notable researchers & key players in major technologies and industries. The result is an open forum for learning, networking and creating resources for growth & development.
1.
Diabetes
2.
MERI PEHCHAN BY MPOWER BUSINESS FACILITATORS LTD., MUMBAI Meri Pehchan was aimed at helping participants to improve their
personality in order to achieve their desired identity. The basis of good personality is that person feels confident and at ease in every situation. This workshop reveals personality traits of participants and helps them to know themselves better.
39
Focus:
Importance of Personality Development Meri Pehchaan: Who am I? Importance of perception Positive mental attitude Communication skills Time Management Belief system Human Relations Self hypnosis
40
TRAINING BUDGET
HR department either quarterly or half yearly prepares training budget. The Training Budget normally covers the following:
Cost of planning Cost of TNI and TNA Cost of testing progress Cost of Trials Cost of Running Progress Cost of Valedictions
Cost of Training Materials and Training Aids Cost of publishing or awarding Cost of Feedback systems
COMPUTING THE COST Direct Cost Indirect Cost Consultants Fee Honorarium faculties Refreshments/lunch/Dinner Hire charges of institutions Hire charges of Training Aids Cost of writing materials and Stationery. to training Cost of running HRD
Organizations Paper production cost TA/DA trainers Leave allowance Work suffered due to or compensation to trainees and
employee being away for training Managerial/Supervision cost Cost of running Library.
41
Cost of TNI/TNA = Cost of diagnosis + cost of Appraisal (initial) + Share of overhead + cost of Interview of survey Cost of Programme = Cost of design + cost of Testing + cost of retesting + cost of conducting+ cost of Facilities + cost of Evaluation/Feedback
42
PRIMARY DATA
1. EMPLOYEE TRAINING CARD
SIGN OF HR DEPT SIGNATURE OF CONC. DH Note : Following are the instructions for filling up above form and judge the effectiveness of training of employee and organisation 1 The training needs are to be identified by concerned DH and employee jointly so that both are convinced for improvement area identified. 2 Tick mark in the appropriate column to monitor reason under the head Basis of training need identified for particular training need 3 In the column A - provide marks ranging from 0 to 10 based on experience of conc. DH In the column B - provide marks ranging from 1 to 10 for where conc. DH wants him to be after imparting training (improvement to be done 4 this year. Further improvement can be expected during next year, if required, i.e., step by step improvement till 100% satisfaction) 5 In the column of C - provide marks ranging from 0 to 10 for - how much the employee had improved after training is imparted 6 In the column D - calculate the % improvement as =C/(A + B) after getting rating from conc. Dept Head in the column C. 7 This training card is to be circulated for identification of training needs in the month of April every year 8 Also calculate the impact / improvement % of trainings imparted during previous year after getting rating / remarks from con. Dept Head 9 Sum-up the to improvement % against 100% improvement - this will give you the total effectiveness of trainings provided during the year. 10 Other way of analysis is whether 100% improvement could not be achieved because of ineffective trainer OR less knowledge acquired by employee. 11 Take accordingly corrective and preventive actions for improvement
43
2. TRAINEE
SURVEY
Questionnaire
Note: Please tick mark () the appropriate option
1.How do you rate the overall training program with respect to the learning experience gained? a) Excellent b) Very Good C) Good d) Average e) Poor
2. How did you find the instructor considering his knowledge level? a) Excellent b) Very Good C) Good d) Average e) Poor
3. How do you rate the presentation style of the instructor? a) Excellent b) Very Good C) Good d) Average e) Poor
4. Did you find the contents of the training program rich with respect to the main objective of the program? a) Yes b) No
5. Did you find audiovisual aids useful for the learning purpose? a) Yes b) No
6. Did you find the schedule of the training program convenient? a) Yes b) No
44
a) Knowledge Enhancement c) Introduction to new techniques e) Clearance of doubts & queries if any
8. According to you what were the 2 major strengths of this training program?
9. According to you what were the 2 major weaknesses of this training program?
10. Please give your valuable suggestions for improvement in future Training programs?
45
SECONDARY DATA
TRAINING NEEDS IDENTIFIED (TNI): TNI on the basis of Performance Appraisal 1. FUNCTIONAL TNI
SR. NO.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
FUNCTIONAL TNI
Project Management TPM 5S Improving Productivity Strategic Planning Industrial Safety Problem Analysis Negotiation Skills Export procedures PLC's & Drives Training on S-7 3-D Animation Finance for Non-finance people Supervisory Development WHF,WBF,IBH operations Computer Literacy CNC Programming Tech. Knowledge of SS & CS Training in Metallurgy First level MDP Training on Product/process specification ERP Training Latest Excise Development Training in ISO Lead Auditor Skills DEPB/Adv. License Training Training for API - FINISHING
46
2. BEHAVIOURAL TNI
SR. NO.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
BEHAVIOURAL TNI
Communication Skills Presentation skills Leadership Time Management Team building Creativity & Innovation Motivation Personality Development Interpersonal Skills Improving emotional intelligence Self development Stress Management Manpower Handling skills Attitude change Greater Assertiveness Self initiative Proactivness Decision Making
47
48
49
SR. NO.
1 2 3 4 5 6 7 8 9 10 11 12
TRAINEE CATEGORY
MONTH &YEAR
Stress Management Communication & Presentation skills Gears & Gear Boxes First Aid Treatment Interpersonal Skills Mediclaim Leadership & Motivation skills Fire Fighting Demo Medicine Free Life Workshop on Leadership Income Tax Conference on War on Waste" Workshop on Creating Self Identity13 "Meri Pehchaan" 14 Workshop on "Know Yourself"
MCS & Staff Oct.-05 MCS & Staff Dec.-05 MCS Dec.-05 Artisan & Security Dec.-05 MCS & Staff Jan.-06 MCS & Staff Feb.-06 Staff & Artisan Feb.-06 MCS & Staff Mar.-06 All Apr.-06 MCS & Staff Apr.-06 Staff & Artisan Apr.-06 MCS June. -06 MCS & Staff June. -06 MCS & Staff June. -06
50
SR. NO.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
Jan.-06 MCS & Staff Jan.-06 MCS & Staff Feb.-06 Staff & Artisan Mar.-06 Staff & Artisan Mar.-06 MCS & Staff Apr.-06 MCS & Staff Apr.-06 MCS & Staff May. -06 MCS & Staff June. -06
51
52
DEPARTMENT
API-Finish API-Maint Cold Mill Cold Mill-Maint Hot Mill Hot Mill Maint Elect. Maint Logistics Projects Purchase PPC HRD Finance Stores Marketing Quality Total
NO. OF EMPLOYEES
16 4 5 4 17 4 6 4 2 4 7 8 9 3 6 23 122
53
54
55
56
57
SR. NO.
NAME OF ACTIVITY
Training Calendar Period
Yearly
Annualy
Quarterly
HODs
TNI Methods
Questionnaire,Checklist Performance Appraisal, , Surveys,Performance Job Description, Appraisal, Observations, etc. Observations, etc.
On-the-job, Simulations On-the- job, workshops Training Techniques ,seminars, workshops, ,conferences,seminars,et etc. c. Cash prizes, certificates, incentives,etc.
Rewards
Appreciation Certificates
58
OBSERVATIONS
Existing training practices concentrates on functional management training as well as training to enhance knowledge about the sector i.e. Seamless tubes & pipes. So comprehensive induction training program is preferred.
The general term Training is used for training to staff, managerial personnel and Artisans, which includes both Technical as well as Behavioural training.
Existing training practices prefer on the job training methods over the other methods like vestibule training or simulations. For behavioural training classroom methods like seminars, lectures, conferences, etc. are adopted.
It is the frequent practice in the organization to send Employees from staff and management cadre outside the organization to impart technical as well as behavioural training organized by external training institutes.
Though companys core interest is technical operations, many aspects of Management Development Programs are covered in various training practices through special workshops, conferences, seminars etc. to impart managerial and behavioural skills.
Employee Training Calendars are prepared yearly or half yearly as a part of training plan. Internal trainers or supervisors are given the Appreciation Certificate for their efforts in successfully conducting the training programs.
59
RECOMMENDATIONS
1) There should be predefined policy for minimum no. of participants attending the training program. 2) The efforts should be taken to motivate employees for participating in the training programs. If possible, the personal involvement or active participation of the trainee should be got in the training program. 3) Employees professional background & experienced should be considered before planning the training program. 4) Innovative training techniques should be adopted to improve the effectiveness of training programs and to keep the interests of the participants intact. If possible multiple training techniques should be used. 5) Training programs should be supported with sufficient audiovisual aids like graphs, charts, videos, presentations, etc. 6) The organization should tie-up with the Industrial Training Institutes for imparting training to its employees 7) The minimum time gap between the training program and the training evaluation by the HODs should be fixed so that accurate evaluation can be achieved. 8) The feedback of immediate superior of the employee should be considered along with the feedback of HOD while evaluating the training programs. It will help in achieving more precise results. 9) It should be recognized that all the trainees do not progress at the same rate. Therefore, flexibility should be allowed in judging the rates of progress in the training program.
60
10)
The trainee should be provided with personal assistance when he encounters any obstacle in the learning process.
11)
As the trainee acquires new knowledge, skills, or attitudes and applies them in job situations, he should be significantly recognized and rewarded for the same.
12)
The trainee should be provided with regular feedback of his progress in training and implementation of newly acquired skills.
13)
The trainee should be provided with sufficient information about the training institute and the objectives of training program before sending him to external training programs.
14)
Attempts should be made to develop efficient and competent trainers from the organization itself that will not only save training cost and efforts but also satisfy the urge of self-expressions & growth opportunities of trainers.
61
CONCLUSIONS
Based on the study of existing training practices in the organization and the systematic analysis of collected data, following inferences can be drawn: The average percentage improvement after training in various categories of employees: MCS category of employees: 57% Staff category of employees: 52%
The average percentage improvement with respective to training methods adopted: Technical Training: 63%
The formulated hypothesis is found to be true as there is considerable improvement in the performance of the employees after training impartation. Also there is considerable reduction in the employee turnover and absentism, which reveals the validity of the hypothesis.
62
REFERENCES
www.jindalsaw.com
www.allianceindia.com
www.mpowerexcellence.com
63