EXECUTIVE SUMMARY

In todays corporate and competitive world, it is mandatory to have highly efficient and effective workforce in the organization, so the same is possible, if we will adopt and implement the most effective and latest methods of Training and Development while preparing the workforce for the organization. Keeping the above fact in mind, the present report is prepared to give a deep insight to the present situation of Training and Development. The project focused on finding out the Effective Method of Training and Development. The stated objective of the study was further broken down to secondary objectives which aimed at finding information regarding the frequency of the training program to be designed with-in a year, usual methods of Training and development, length of training and development module, use of audio/visual aids etc. The exploratory research was carried out with 50 respondents with a set of 19 open ended questions. A survey was conducted in the corporate offices with the employee (Of Managerial Level) based on the questionnaire to know the situation. The exploratory findings helped us in determining the key factors which needed to be further explored for making training program more effective. Each of the questions was designed to satisfy at least one of the secondary objectives of the research. The response format was of a mixed variety which also helped in better determination of outcomes. The results are based on the percentage share of the sample for each question of the questionnaire. The Pie Chart is used to display the result.

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Chapter-1 GLOBAL STEEL SCENARIO & INDIAN STEEL INDUSTRY

Introduction
Though Iron and steel have been used by men for almost 6000 years, yet the modern form of iron and steel industry came into being only during the 19th century. The growth and development of iron and steel industry in the world until the Second World War was comparatively slower. But the industry has grown very rapidly after the Second World War. World production of steel, which was only 28.3 million tons (MT) in 1900, rose to 695 MT by 1992. The oil crisis of the seventies affected the entire economy of the world including the steel industry. The position started improving after 1983 and peaked at 780 MT in 1989. World Steel production is around 1322MT in 2007. Steel is crucial to the development of any modern economy and is considered to be the backbone of human civilization. The level of per capita consumption of steel is treated as an important index of the level of socioeconomic development and living standards of the people in any country. It is a product of a large and technologically complex industry having strong forward and backward linkages in terms of material flows and income generation. All major industrial economies are characterized by the existence of a strong steel industry and the growth of many of these economies has been largely shaped by the strength of their steel industries in their initial stages of development.

STEEL INDUSTRY IN INDIA

Steel has been the key material with which the world has reached to a developed position. All the engineering machines, mechanical tools and most importantly building and construction structures like bars, rods, channels, wires, angles etc are made of steel for its feature being hard and adaptable. Earlier when the alloy of steel was not discovered, iron was used for the said purposes but iron is usually prone to rust and is not so strong. Steel is a highly wanted alloy over the world. All the countries need steel for the infrastructural development and overall growth. Steel has a variety of grades i.e. above 2000 but is mainly categorized in divisions steel flat and

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steel long, depending on the shape of steel manufactured. Steel flat includes steel products in flat, plate, sheet or strip shapes. The plate shaped steel products are usually 10 to 200 mm and thin rolled strip products are of 1 to 10 mm in dimension. Steel flat is mostly used in construction, shipbuilding, pipes and boiler applications. Steel long Category includes steel products in long, bar or rod shape like reinforced rods made of sponge iron. The steel long products are required to produce concrete, blocks, bars, tools, gears and engineering products. After independence, successive governments placed great emphasis on the development of an Indian steel industry. In Financial Year 1991, the six major plants, of which five were in the public sector, produced 10 million tons. The rest of India steel production, 4.7 million tons, came from 180 small plants, almost all of which were in the private sector. India's Steel production more than doubled during the 1980s but still did not meet the demand in the mid-1990s, the government was seeking private-sector investment in new steel plants. Production was projected to increase substantially as the result of plans to set up a 1 million ton steel plant and three pig-iron plants totaling 600,000 tons capacity in West Bengal, with Chinese technical assistance and financial investment. The commissioning of Tata Iron & Steel Company's production unit at Jamshedpur, Bihar in 1911-12 heralded the beginning of modern steel industry in India. At the time of Independence in 1947 India's steel production was only 1.25 Mt of crude steel. Following independence and the commencement of five year plans, the Government of India decided to set up four integrated steel plants at Rourkela, Durgapur, Bhilai and Bokaro. The Bokaro plant was commissioned in 1972. The most recent addition is a 3 Mt integrated steel plant with modern technology at Visakhapatnam. Steel Authority of India (SAIL) accounts for over 40% of India's crude steel production. SAIL comprises of nine plants, including five integrated and four special steel plants. Of these one was nationalized and two were acquired; several were set up in collaboration with foreign companies. SAIL also owns mines and subsidiary companies.

GROWTH OF INDIAN STEEL SECTOR

India is amongst the cheapest producers of hot metal in the world. The cost advantage mainly arises from the abundant availability of cheap and good quality iron ore. Besides, overall manpower cost is also low. However, these advantages are nullified to some extent due to low labor productivity, high energy & power costs and high finance charges. The expansion plans of steel majors are likely to put tremendous pressure on the availability of inputs and infrastructure

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resources within the country. The nation is endowed with large iron ore reserves, but their development and exploitation would require huge resources. Besides, the effects on the environment where virgin areas are being exploited needs to be addressed. Availability of coking coal is expected to remain a serious constraint. Coking coal supplies from public sector coal companies have been declining over the years, leading to higher imports. Traditional coking coal and coke suppliers such as China have also curtailed exports in order to feed their expanding iron & steel industry. The steel industry needs to remain competitive by improving efficiency across the entire value chain in an integrated manner. Hence, logistics would be an important area of concern for the steel industry. This involves development of ports, smoother transportation to and from ports, rationalization of inland freight charges as well as better road movement facilities. During the early 90s, the Sponge Iron industry was especially promoted to provide an alternative material to steel melting scrap, which at that time was increasingly becoming scarce. Since then India has emerged as one of the largest producers of Sponge Iron. This provides good opportunities to steel industry as a substitute of scrap. Considering the erratic power supply position in the country as well as high power tariffs, rising scrap prices and plentiful indigenous iron ore reserves would mean that the most suitable steel making technology for India would be the integrated route.

CONTRIBUTION INDUSTRY

OF

COUNTRIES

TO

GLOBAL

STEEL

The countries like China, Japan, India and South Korea are in the top of the above in steel production in Asian countries. China accounts for one third of total production i.e. 419m ton, Japan accounts for 9% i.e. 118 m ton, India accounts for 53m ton and South Korea is accounted for 49m ton, which all totally becomes more than 50% of global production. Apart from this USA, BRAZIL, UK accounts for the major chunk of the whole growth.

DEMAND OF STEEL IN INDIA

Driven a booming economy and concomitant demand levels, consumption of steel has grown by 12.5 per cent during the last three years, well above the 6.9 percent envisaged in the National

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Steel Policy. Steel consumption amounted to 58.45 mt in 2006-07 compared to 50.27 mt in 200506, recording a growth rate of 16.3 per cent, which is higher than the world average. During the first half of the current year, steel consumption has grown by 16 per cent. A study done by the Credit Suisse Group says that India's steel consumption will continue to grow by 17 per cent annually till 2012, fuelled by demand for construction projects worth US$ 1 trillion. The scope for raising the total consumption of steel in the country is huge, as the per capita steel consumption is only 35 kg compared to 150 kg in the world and 250 kg in China. With this surge in demand level, steel producers have been reporting encouraging results. For example, the top six companies, which account for 70 percent of the total production capacity, have recorded a year-on-year growth rate of 13.4 per cent, 15.7 per cent and 11.7 per cent in net sales, operating profit and net profit, respectively, during the second quarter of 2007-08 We expect strong demand growth in India over the next five years, driven by a boom in construction (43%-plus of steel demand in India). Soaring demand by sectors like infrastructure, real estate and automobiles, at home and abroad, has put India's steel industry on the world steel map. The Steel Industry in India is poised for faster growth in the decade ahead as the industrial and economic development of the country gains pace. What however cannot be ignored is that increasing emphasis on globalization and liberalization will closely link the fortunes of the Indian steel industry to the global market. The domestic outlook for finished steel has been estimated as follows: Domestic Market Growth Outlook Growth Trajectory GDP @ 6.5% 2006-2007(million tons) 39.5 - 40.7 2011-12(million tons) 57.8 - 59.9 (Source: CPR) The total steel consumption of finished steel in India has been estimated to touch 60 million tons from the current level of over 40 million tons. It is important to note that despite the near doubling of the consumption level in the country, per capita domestic consumption would continue to be substantially below the world average, which is about 145 kg.

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Amongst the steel consuming segments, transportation of petroleum products, household appliances, and automobiles are expected to have the fast growth. However, even a modest growth of 4.4% growth in the construction sector will translate into a large increase in actual consumption volumes. Thus, construction will contribute towards a high proportion of incremental demand in future.

Projected Consumption Growth of Finished Steel in Major Domestic Segments Segment 2006-07 Construction 4.9% Fabrication 5.5% Automobile 6.7% Transportation of Petroleum Products 21.6% Tube making 4.2% Household Appliances 7.9% 2011-12 4.4% 4.9% 6.0% 19.4% 3.8% 7.9% (Source: CPR)

STEEL PRODUCTION IN INDIA

India is one of the few countries where the steel industry is poised for rapid growth. Indias share in world production of crude steel increased from 1.5% in 1981 to around 3.5 % in 2004. While plant closures and privatization are rare in India, the private sector is considered to be the engine of growth in the steel industry and technological changes and modernization are taking place in both the public and the private sector integrated steel plants in India. Steel production of India accounted for 14.33 million tons in 1990-91, which gradually increased to 36.12 million tons in 2003-04, as shown in Table III. The Indian steel industry got a giant importance in the recent past when the Tata Steel purchased the Corus steel. Today India plays a significant role in the production of steel in the world. The Indian steel industry is growing at 8.74 % of CAGR. Steel demand continued to remain upbeat in 2008-2009 with consumption of finished steel growing by a decent 6.8% during April-may 2008. During same period import surged by 10 %, to 0.7 million tons, while export reported a 33% decline to 0.6 million tons. While imports and consumption of finished steel reported a healthy rise, production of the steel continued to rise at a tepid pace. During April 2008 finished steel output rose by a modest 3.8 %. Further in may it increased by 5.2%. Aggregate production growth during April-may stood at 5.1 % In view of no major capacities coming on-stream we estimate finished steel production to touch 60 million tons in

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2008-2009. On the basis for last year of 52.7 million tons, the steel production growth for 2008-2009 comes to around 14 %.

PRODUCTION OF STEEL IN INDIA

PRODUCTION OF FINISHED CARBON STEEL (In million tonnes)

Main Year Produce rs 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-2000 2000-2001 2001-2002 2002-03 2003-04 2004-05 7.96 8.41 8.77 9.57 10.59 10.54 10.44 9.86 11.20 12.51 13.05 14.39 15.19 15.61 Seconda ry Produce rs 6.37 6.79 6.43 8.25 10.81 12.18 12.93 13.24 15.51 17.19 17.58 19.28 21.00 24.44 Gran d Total % of share of

Secondary Producers

14.33 14.5% 15.20 44.7% 15.20 42.3% 17.82 46.3% 21.40 50.6% 22.72 53.6% 23.37 55.32% 23.82 57.32% 26.71 58.07% 29.7 57.88%

30.63 57.4 % 33.67 57.27 % 36.19 58.03 % 40.05 61.02 % 42.63 6 49.39 0

2005-06 (Prov.)

16.236

26.400

61.92 %

2006-07

17.390

32.000

64.79 %

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2007-08 (Apr-Jan 08)

14.675

31.900

46.57 5

68.49 %

INDUSTRY STRUCTURE The iron and steel industry in India is organized in three categories viz. main producers, other major producers and the secondary producers. The main producers and other major producers have integrated steel making facility with plant capacities over 0.5 MT and utilize iron ore and coal/gas for production of steel. In 2004-05, the main producers i.e. SAIL, TISCO and RINL had a combined capacity of around 19.3 MT and capacity utilization was 104 percent. The other major producers comprising of ESSAR, ISPAT and JVSL had a capacity of 6.4 MT with capacity utilization of 97 percent. The secondary sector includes sponge iron producers, mini blast furnaces, electric arc furnaces, rollers etc. This sector has a production capacity of 32.7 MT in 2004-05

SWOT Analysis of The Industry

The strengths, weaknesses, opportunities and threats for the Indian steel industry have been tabulated below. The national steel policy lays down the broad roadmap to deal with all of them.

Strengths

1. Availability of iron ore and coal 2. Low labor wage rates 3. Abundance of quality manpower 4. Mature production base

Weaknesses

1. Unscientific mining 2. Low productivity 3. Coking coal import dependence 4. Low R&D investments 5. High cost of debt 6. Inadequate infrastructure

Opportunities

1. Unexplored rural market 2. Growing domestic demand 3. Exports 4. Consolidation

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Threats

1. China becoming net exporter 2. Protectionism in the West 3. Dumping by competitors

MAJOR PLAYERS OF STEEL IN INDIA PUBLIC SECTOR

STEEL AUTHORITY OF INDIA LIMITED (SAIL)
Steel Authority of India Limited (SAIL) is a company registered under the Indian Companies Act, 1956 and is an enterprise of the Government of India. It has five integrated steel plants at Bhilai (Chattisgarh), Rourkela (Orissa), Durgapur (West Bengal), Bokaro (Jharkhand) and Burnpur (West Bengal). SAIL has three special and alloy steel plants viz. Alloy Steels Plant at Durgapur (West Bengal), Salem Steel Plant at Salem (Tamilnadu) and Visvesvaraya Iron & Steel Plant at Bhadravati (Karnataka). In addition, a Ferro Alloy producing plant Maharashtra Elektrosmelt Ltd. at Chandrapur, is a subsidiary of SAIL. SAIL has Research & Development Centre for Iron & Steel (RDCIS), Centre for Engineering & Technology (CET), SAIL Safety Organisation (SSO) and Management Training Institute (MTI) all located at Ranchi; Central Coal Supply Organisation (CCSO) at Dhanbad; Raw Materials Division (RMD), Environment Management Division (EMD) and Growth Division (GD) at Kolkata. The Central Marketing Organisation (CMO), with its head quarters at Kolkata, coordinates the country-wide marketing and distribution network.

RASHTRIYA ISPAT NIGAM LTD. (RINL)

RINL, the corporate entity of Visakhapatnmam Steel Plant (VSP) is the first shore based integrated steel plant located at Visakhapatnam in Andhra Pradesh. The plant was commissioned in August 1992 with a capacity to produce 3 million tonne per annum (mtpa) of liquid steel. The plant has been built to match international standards in design and engineering with state-of- theart technology incorporating extensive energy saving and pollution control measures. Right from the year of its integrated operation, VSP established its presence both in the domestic and international markets with its superior quality of products. The company has been awarded all

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the three International standards certificates, namely, ISO 9001:2000, ISO 14001: 1996 and OHSAS 18001: 1999. RINL was accorded the prestigious Mini Ratna status by the Ministry of Steel, Govt. of India in the year 2006 and the company is gearing up to complete the ambitious expansion works to increase the capacity to 6.3 mtpa by 2009. RINL has prepared a road map to expand the plants capacity up to 16 mtpa in phases.

MSTC LTD.
MSTC Ltd. (formerly Metal Scrap Trade Corporation Ltd.) was set up on the 9th September, 1964 as a canalizing agency for the export of scrap from the country. With the passage of time, the company emerged as the canalizing agency for the import of scrap into the country. Import of scrap was de-canalised by the Government in 1991-92 and MSTC has since then moved on to marketing ferrous and miscellaneous scrap arising out of steel plants and other industries and importing Coal, Coke, Petroleum products, semi finished steel products like HR Coils and export primarily Iron ore. The Company has also established an e-auction portal and undertakes eauction of Coal, Diamonds and Steel Scrap and has developed an e- procurement portal in house

FERRO SCRAP NIGAM LTD. (FSNL)

FSNL is a wholly owned subsidiary of MSTC Ltd. with a paid up capital of Rs. 200 lakh. The Company undertakes the recovery and processing of scrap from slag and refuse dumps in the nine steel plants at Rourkela, Burnpur, Bhilai, Bokaro, Visakhapatnam, Durgapur, Dolvi, Duburi & Raigarh. The scrap recovered is returned to the steel plants for recycling/ disposal and the Company is paid processing charges on the quantity recovered at varying rates depending on the category of scrap. Scrap is generated during Iron & Steel making and also in the Rolling Mills. In addition, the Company is also providing Steel Mill Services such as Scarfing of Slabs, Handling of BOF Slag, etc.

HINDUSTAN STEELWORKS CONSTRUCTION LTD. (HSCL)

HSCL was incorporated in June 1964 with the primary objective of creating in the Public Sector an organisation capable of undertaking complete construction of modern integrated Steel Plants. HSCL had done the construction work of Bokaro Steel Plant, Vizag Steel Plant and Salem Steel

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Plant from the inception till commissioning and was associated with the expansion and modernisation of Bhilai Steel Plant, Durgapur Steel Plant, IISCO (Burnpur) and also Bhadravati Steel Plant. With the tapering of construction activities in Steel Plants, the company intensified its activities in other sectors like Power, Coal, Oil and Gas. Besides this, HSCL diversified in Infrastructure Sectors like Roads/Highways, Bridges, Dams, Underground Communication and Transport system and Industrial and Township Complexes involving high degree of planning, co-ordination and modern sophisticated techniques. The company has developed its expertise in the areas of Piling, Soil investigation, Massive foundation work, High rise structures, Structural fabrication and Erection, Refractory, Technological structures and Pipelines, Equipment erection, Instrumentation including testing and commissioning. The company has also specialised in carrying out Capital repairs and Rebuilding work including hot repairs of Coke Ovens and Blast Furnaces and other allied areas of Integrated Steel Plants.

MECON LTD.
MECON is one of the leading multi-disciplinary design, engineering, consultancy and contracting organization in the field of iron & steel, chemicals, refineries & petrochemicals, power, roads & highways, railways, water management, ports & harbours, gas & oil, pipelines, non ferrous, mining, general engineering, environmental engineering and other related/ diversified areas with extensive overseas experience. MECON, an ISO: 9001- 2000 accredited company, registered with World Bank (WB), Asian Development Bank (ADB), European Bank for Reconstruction and Development (EBRD), African Development Bank (AFDB), and United Nations Industrial Development Organisation (UNIDO), has wide exposure and infrastructure for carrying out engineering, consultancy and project management services for mega projects encompassing architecture & town planning, civil works, structural works, electric, air conditioning & refrigeration, instrumentation, utilities, material handling & storage, computerization etc. MECON has collaboration agreements with leading firms from the USA, Germany, France, Italy, Russia, etc. in various fields. The authorized share capital of the company is Rs. 10,400 lakh (previous year Rs. 4,100 lakh) against which the paid up capital is Rs. 10,313.84 lakh (previous year Rs. 4,013.84 lakh). All the shares are held by the Government of India.

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PRIVATE SECTOR
The private sector of the Steel Industry is currently playing an important and dominant role in production and growth of steel industry in the country. Private sector steel players have contributed nearly 67% of total steel production of 38.08 million tons to the country during the period April-December, 2007. The private sector units consist of both major steel producers on one hand and relatively smaller and medium units such as Sponge iron plants, Mini Blast Furnace units, Electric Arc Furnaces, Induction Furnaces, Rerolling Mills, Cold-rolling Mills and Coating units on the other. They not only play an important role in production of primary and secondary steel, but also contribute substantial value addition in terms of quality, innovation and cost effective.

TATA STEEL LTD.

Tata Steel has an integrated steel plant, with an annual crude steel making capacity of 5 million tons located at Jamshedpur, Jharkhand. Tata Steel has completed the first six months of fiscal 2007-08 with impressive increase in its hot metal production. The hot metal production at 2.76 million tons is 4.6%more compared to the corresponding period of the previous year. The crude steel production during the period was 2.43 million tons which is marginally lower than the production of 2.45 million tons last year. The saleable steel production was at a lower level during the period April September, 2007 (2.34 million tons) compared to the corresponding period of last year (2.36 million tons).The Company has planned to take the capacity to 10 million tons by the fiscal year 2010. Tata Steels Greenfield projects in Orissa and Chattisgarh are progressing on schedule with placement of equipment order for Kalinganagar Project in Orissa and commencement of the land acquisition process.

ESSAR STEEL LTD. (ESL)

Essar Steel Holdings Ltd. (ESHL) is a global producer of steel with a footprint covering India, Canada, USA, the Middle East and Asia. It is a fully integrated flat carbon steel manufacturer from iron ore to ready-to-market products. ESHL has a current global capacity of 8 million tons per annum (MTPA). With its aggressive expansion plans in India and other parts of Asia and

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North America, its capacity is likely to go up to 25 MTPA by 2012. Its products find wide acceptance in highly discerning consumer sectors, such as automotive, white goods, construction, engineering and shipbuilding. Essar Steel Ltd., the Indian Company of Essar Steel Holdings Limited, is the largest steel producer in western India, with a current capacity of 4.6 MTPA at Hazira, Gujarat, and plans to increase this to 8.5 MTPA. The Indian operations also include an 8 MTPA beneficiation plant at Bailadilla, Chattisgarh which has worlds largest slurry pipeline of 267 km to transport beneficiated Iron Slurry to the pellet plant, and an 8 MTPA pellet complex at Visakhapatnam. The Essar Steel Complex at Hazira in Gujarat, India, houses the worlds largest gas-based single location sponge iron plant, with a capacity of 4.6 MTPA. The complex also houses the steel plant and the 1.4 MTPA cold rolling complex. The steel complex has a complete infrastructure setup, including a captive port, lime plant and oxygen plant. Essar Steel produces highly customized value-added products catering to a variety of product segments and is Indias largest exporter of flat products, selling close to half of its production to the highly demanding US and European markets, and to the growing markets of South East Asia and the Middle East. The companys products conform to quality specifications of international quality certification agencies, like ABS, API, TUV Rhine Land and Lloyds Register. Essar Steel is the first Indian steel company to receive an ISO 9001 and ISO 14001 certification for environment management practices. During the year 2007-08, Essar was awarded costs ISO/TS 16949 and OHSAS 18000 certification.

JSW STEEL LTD.

JSW Steel is a 3.8 MTPA integrated steel plant, having a process route consisting broadly of Iron Ore Beneficiation Pelletisation Sintering Coke making Iron making through Blast Furnace as well as Corex process Steel making through : BOF- Continuous Casting of slabs Hot Strip Rolling Cold Rolling Mills. JSW Steel has a distinction of being certified for ISO9001:2000 Quality Management System, ISO-14001:2004 Environment Management System and OHSAS 18001:1999 Occupational Health and Safety Management System. The capacity as on 1.11.2007 stood at 3.8 MTPA and the capacity is likely to rise to 6.8 MTPA by 2008, and further to 9.6 MTPA by 2010.

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JINDAL STEEL & POWER LTD. (JSPL)

Jindal Steel & Power Limited is one of the fast growing major steel units in the country. The Raigarh plant of JSPL has a present capacity of 1.37 million tonne per annum (MTPA) sponge iron plant, 2.40 MTPA Steel Melting Shop (SMS), 1.0 MTPA plant Mill, 2.30 sinter plant, 0.8 MTPA coke oven and a 330 MegaWatt captive power plant. During the year 2006-07, the company produced 1.19 million tons of sponge iron, 0.8 million tons of various steel products, 0.57 million tons of hot metal and 0.21 million tons of rolled products. The performance of JSPL during April-October 2007-08 was 0.68 million tons of sponge iron, 0.72 million tons of steel products (slabs/blooms/billets/rounds), 0.68 million tons of hot metal, 0.27 million tons of rolled products and 0.11 million tons of plates.

ISPAT INDUSTRIES LTD. (IIL)

IIL has set up one of the largest integrated steel plants in the private sector in India at Dolvi in Raigad District, Maharashtra with a capacity to manufacture 3 million tons per annum of hot rolled steel coils (HRC). The Dolvi complex also boasts of an ultra modern blast furnace (setup by a group company Ispat Metallics India Ltd.) capable of producing 2.0 million tons per annum of Hot Metal/ Pig Iron, a 2.0 million tons capacity Sinter Plant (newly commissioned) and a DRI plant with a capacity of 1.6 million tons per annum. The complex boast of an ultra modern captive jetty which meets the plants requirement with regard to import of various raw material. In the coming years, after augmenting necessary infrastructure facility, it has planned to export the goods from the captive jetty. Further, the complex envisages adding a 110 MW captive power plant (which will use the Blast Furnace gas) in near future. The integrated steel plant is using the converter-cum-electric arc furnace route (CONARC process) for producing steel. In this project, IIL have uniquely combined the usage of hot metal and DRI (sponge iron) in the electric arc furnace for production of liquid steel for the first time in India. For casting and rolling of liquid steel, IIL has the state-of-the art technology called compact strip production (CSP) process, which was installed for the first time in India and produces high quality and specifically very thin gauges of Hot Rolled Coils.

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Chapter-2 SAIL: - An Overview

Formation of Hindustan Steel Limited
When the Government of India decided to enter into the field of Iron and Steel production, it broadly envisaged not to run the firm as a departmental undertaking. Although initially steel project administration was directly under a Ministry of the Central Government, Hindustan Steel was formed as a Limited Company, with President of India owning the shares on behalf of the people of India. Thus Hindustan Steel Limited was set up on January 19, 1954.

Growth of Hindustan Steel Limited (1959-1973)

To start with, Hindustan Steel was designed to manage with only one plant that was coming up at Rourkela. For Bhilai & Durgapur plants, the preliminary work was done by officials in Iron & Steel Ministry. From April 1957, the supervision and control of the Bhilai & Durgapur Plants were also transferred to Hindustan Steel. The registered office was originally in New Delhi, moved to Calcutta in July 1956 and ultimately shifted to Ranchi in December 1959. Initially Bokaro Project was also under HSL. A new steel company Bokaro Steel Limited was incorporated in January 1964 to construct and operate the steel plant at Bokaro. The 1 MT phase of Bhilai & Rourkela Steel

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Plants were completed by end of December 1961. The 1 MT phase of Durgapur was completed in January 1962 after commissioning of wheel and axle plant. 2.5 MT phase of Bhilai was completed on 2nd September, 1967 after commissioning of Wire Rod Mill. The last unit of 1.8 MT phase of Rourkela was Tandem Mill commissioned on 17th February, 1968 and 1.6 MT phase of Durgapur was completed on 6th August 1969 after commissioning of furnace in SMS. Thus, with the completion of 2.5 MT stage in Bhilai, 1.8 MT in Rourkela and 1.6 MT phase of Durgapur, the total Crude Steel output from HSL was raised to 3.7 MT in 1968-69 and 4 MT in 1972-73.

Formation of Steel Authority Of India Limited

The Committee of Public Undertaking of the Fifth Lok Sabha was the first Parliamentary Committee to undertake a significant review of the question of setting up a Holding Company for steel. It was first considered in the Department of Steel in 1971 with the following two objectives: Rapid growth of the industrial sector, of the economy, of the state as a leading agent of the growth process; and
Ability of the Government to divert investment into areas which are strategic from the

point of view of future development. Based on the above considerations, the proposal to set up a holding company for Steel and associated input industries was approved by the Government in January 1972. Accordingly, the formation of Steel Authority of India Limited was approved by the Government in December, 1972. The company was incorporated on January 24, 1973 with an authorised capital of Rs.2,000 crores. In 1978 SAIL was restructured as an operating company.

Present Status of SAIL

Steel Authority of India Limited (SAIL) through its five integrated steel plants at Bhilai, Bokaro, Burnpur, Durgapur and Rourkela accounts for major steel production capacity of India.

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 Three special steel plants at Bhadravati, Durgapur and Salem produce a wide range of special steels, special alloy steels and stainless steel.
Today, SAIL is one of the largest corporate entities. Its innate strength lies in its

technologists and professionals and a trained manpower of over 1.34 Lakh including subsidiary. It had a sales turnover of over Rs. 45,555 crores during 2007-08.
It is a fully integrated iron and steel maker, producing both basic and special steels for

domestic construction, engineering, power, railway, automotive and defense industries and for sale in export markets.
Ranked amongst the top ten public sector companies in India in terms of turnover. SAIL manufactures and sells a broad range of steel products, including hot and cold

rolled sheets and coils, galvanized sheets, electrical sheets, structural, railway products, plates, bars and rods, stainless steel and other alloy steels.
The company has the distinction of being Indias largest producer of iron ore and of

having the countrys second largest mines network. This gives SAIL a competitive edge in terms of captive availability of iron ore, limestone, and dolomite which are inputs for steel making.
SAIL's wide range of long and flat steel products is much in demand in the domestic as

well as the international market. This vital responsibility is carried out by SAIL's own Central Marketing Organisation (CMO) and the International Trade Division. CMO encompasses a wide network of 34 branch offices and 54 stockyards located in major cities and towns throughout India. With technical and managerial expertise and know-how in steel making gained over four decades, SAIL's Consultancy Division (SAILCON) at New Delhi offers services and consultancy to clients world-wide.
SAIL has a well-equipped Research and Development Centre for Iron and Steel

(RDCIS) at Ranchi which helps to produce quality steel and develop new technologies for the steel industry. Besides, SAIL has its own in-house Centre for Engineering and Technology (CET), Management Training Institute (MTI) and Safety Organisation at Ranchi. The Environment Management Division and Growth Division of SAIL operate from their headquarters in Kolkata. Almost all our plants and major units are ISO

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Certified.

Vision, Culture And Core Values

Vision
To be a respected world class corporation and the leader in Indian steel business in quality, productivity, profitability and customer satisfaction.
Vision / Mission Strategies / Goals Systems Structure

Culture

Core Values

CORE VALUES
Consistent with Companys vision, goals and strategies, SAIL adopted the following four Core Values in 1995:
1. Customer Satisfaction: Customer comes first every time.

We do not compromise this value because we believe that this alone can enable us to Achieve the vision of attaining market leadership.
2. Concern for People: Talent of our people is our greatest asset.

We believe that developing competence and commitment of our people for enhancing their contribution, is important for achieving customer satisfaction, and thereby the Prosperity of the company and the employees.
3. Consistent Profitability: Consistent profitability is essential for growth.

We believe that consistent and significant profitability must be essential outcome of all Our activities. This is necessary for modernisation, growth and market leadership

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4. Commitment to excellence: SAIL does it better.

We are committed to harnessing the full potential of all our resources, through creativity, Continuous improvements and teamwork. We believe that this is important for making SAIL the best organisation so that our customers, employees and shareholders have a Sense of pride.

Some examples of core values are given below:

(a)

Customer Satisfaction (i) (ii) Order booking should be communicated to Production Planning and Control (PPC) on the same day by the marketing branches. The PPC should start with quality and delivery commitment to customer.

(b)

Concern for People (i) (ii) Concern for safety and health of our employees and quality of their work- life should always guide all our decisions and actions. Every manager must communicate core-values both by words and actions behavioral deviations reflecting non-adherence to Core Values must be discouraged.

(c)

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

(d)

Commitment to Excellence (i) Rated capacity should be considered the minimum benchmark rather than the maximum limit.

Norms of Behavior
The behavior of everyone should reflect priority to the Core Value of customer satisfaction in relation to all other Core Values. Since our vision is to achieve market leadership through customer satisfaction, it is critical to establish and nourish all those behavior, which we directly or indirectly contribute towards enhancing level of satisfaction of our customers on a continuing basis.

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Major Units
Integrated Steel Plants
Bhilai Steel Plant (BSP) in Chhattisgarh Durgapur Steel Plant (DSP) in West Bengal Rourkela Steel Plant (RSP) in Orissa Bokaro Steel Plant (BSL) in Jharkhand IISCO Steel Plant (ISP) in West Bengal

Special Steel Plants

Alloy Steels Plants (ASP) in West Bengal Salem Steel Plant (SSP) in Tamil Nadu Visvesvaraya Iron and Steel Plant (VISL) in Karnataka

Subsidiary
Maharashtra Elektrosmelt Limited (MEL) in Maharashtra

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Joint Ventures

CHAPTER-3

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

NTPC SAIL Power Company Pvt. Ltd

A 50:50 joint venture between Steel Authority of India Ltd. (SAIL) and National Thermal Power Corporation Ltd. (NTPC Ltd.), it manages the captive power plants at Rourkela, Durgapur and Bhilai with a combined capacity of 314 megawatts (MW). It has taken up expansion of its installed capacity by implementation of 500 MW (2 x 250 MW Units) power plant at Bhilai. Likely commercial generation of 1st Unit by Sept '08 and that of 2nd Unit by March '09.

Bokaro Power Supply Company Pvt. Limited

This 50:50 joint venture between SAIL and the Damodar Valley Corporation formed in January 2002 is managing the 302-MW power generation and 1880 tons per hour steam generation facilities at Bokaro Steel Plant. BPSCL is currently expanding its capacity by installing 2x250 MW coal based thermal unit at Bokaro.

Mjunction Services Limited

A joint venture between SAIL and Tata Steel on 50:50 basis, this company promotes e-commerce activities in steel and related areas. New added services includes EAssets sales, Events & Conferences, Coal Sales & Logistics, Publications etc.

Bhilai JP Cement Ltd

SAIL has also incorporated a joint venture company with M/s Jaiprakash Associates Ltd to set up a 2.2 MT cement plant at Bhilai. Likely to commence operations by March'2010

SAIL & MOIL Ferro Alloys (Pvt.) Limited

SAIL has incorporated a joint venture company with M/s Manganese Ore (India) Ltd to set up ferro-manganese and silico-manganese plants at Nandini / Bhilai, of 1.0 lakh tonne capacity.

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MEANING OF TRAINING & DEVELOPMENT

(Its Meaning, Definition)

The Rung of a ladder was never meant to rest upon, but to hold your foot long enough to put your foot longer.
TRAINING
A planned process to modify attitude, Knowledge or skill behavior through learning experience to achieve effective performance in an activity or range of activities. Its purpose, in the work situation is to develop the abilities of the individual and to satisfy the current and future manpower needs of the organization.

What is Training in terms of organization?

Transferring information and knowledge to employers and equipping employers to translate that information and knowledge organization into practice with and a view to enhancing and the effectiveness productivity,

quality of the management of people. DEVELOPMENT

Development is a systematic use of Knowledge or understanding gained form search, directed towards the production of useful materials, devices, system or method including process. Development is a long term educational process utilizing a systematic and organized procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose.

Definition of Training

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Training is the process by which the attitudes, skills and abilities of employees to perform specific jobs are increased. It is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. Training is an act of increasing the knowledge and skill of an employee for doing a particular job. Training is a short-term educational process. Training bridges the difference between job requirements and employees present specification.
Training and Development need = Standard performance Actual Performance

Training and Development offer competitive advantage to a firm by removing performance deficiencies; making their employees stay long; minimizing accidents, scrap and damage; and meeting future employee needs. There is a greater stability, flexibility, and capacity for growth in an organization Training contributes to employee stability in at least two ways. Employees become efficient after undergoing training. Efficient employees contribute to the growth of the organization which intern renders stability to the workforce. Needs assessment diagnoses present problems and future to be met through training and development.

Needs Assessment occur at two levels Group and Individual Level

An individual obviously needs training when his or her performance falls short of standards, that is, when there is performance deficiency. Inadequacy in performance may be due to lack of skills or knowledge or any other problem. The problem of performance deficiency caused by absence of skills and knowledge can be remedied by training. Faulty selection, poor job design, improving quality or some personal problem may also result in poor performance. Assessment of training needs must also focus on anticipated skills of an employee coping up with the technology change, increasing variety in challenging tasks in their career path. Individuals may also require new skills because of possible job transfers. Assessment of training needs occurs at the group level too. Any change in the organizations strategy necessitates

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training of group of employees. The root of the TNA is the gap analysis. This is an assessment of the gap between the knowledge, skills and attitudes that the people in the organization currently possess and the knowledge, skills and attitudes that they require to meet the organizations objectives.

OBJECTIVES OF TRAINING
Improve quality

Trained worker are less likely to make operational mistakes therefore they are able to maintain the quality of the product. Increase productivityTraining can help employee to increase level of performance on their assignment. Increased human performance directly leads to increased company profit. Improve health and safetyProper training can help to prevent industrial Accidents. Safer environment can lead to more stable mental attitudes on part of the employees. Improve organizational climateChain of positive reaction can result from a well planned training programmed.
To help company fulfill its personnel needs-

When the need arise organizational vacancies can more easily be staffed from internal sources if a company initiates mountain an adequate training programmed for both its non supervisory level and managerial level. For personal growthTraining programmed seems to give participants a wider awareness and an enlarged skill. Develop competencies of employees and improve their performance.

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Reduce learning time for an employee starting in new jobs an appointment, transfer and promotion. Better performance and increased innovation in strategies and product. It helps the employees to increase their performance level. Job satisfaction and increased employees moral Training and development help employees to have high moral rate and the level of satisfaction from their job is also high. Help in assuming high responsibilities and adapt themselves to new job & technologies- it helps employees to be more skilled in their work so as to handle greater responsibilities and adapt them to new development technologies being changed.

Objectives of Training and Development at SAIL

All Training & Development programmes are conducted in different plants for the non-executive staff. But the management training and development programme for the senior staff is conducted in Management Training Institute (MTI) in Ranchi. MTI is committed to enhance managerial competence through continual improvement in the Quality of academic and related support services. OBJECTIVES To provide need based managerial training to customer. To facilitate the process of solving managerial problems of

customers. To create and maintain an ambience that is conducive to

learning. To enrich and disseminate management knowledge

through research and publications.

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To enhance competence of employees for continually the performance of MTI through Training &

improving

Development. To ensure conducive work environment for the employees

and provide oppurtunities for their involvement. Management Training Institute In over four decades of its existence, MTI has played a crucial role in enhancing the managerial competence of senior executives of SAIL. Known for its contributions towards management training, consultancy and research, it is one of the finest in-company training institutes in Asia and the first in the country to have the distinction of receiving ISO 9001 certification in 1994 for management training and related support services. The institute has the distinction of having won the coveted Golden Peacock National Quality Award in 1996 in the SME Category. MTI has also won the National Award for Innovative Training Practices in an All India Competition organized by Indian Society for Training and Development, New Delhi in 2005. Quality Policy of MTI MTI is committed to enhance managerial competence of its customers through continual improvement in the Quality of Academic and related Support Services.

Profile of Activities MTI caters to the managerial training needs of corporate cadre executives i.e. Asst. General Managers to General Managers (E6-E8) of the Company. MTI also facilitates Corporate Workshops for the Top Management for providing strategic direction to the Company. MTI organizes customized training programmes and other HR interventions to meet the developmental needs of senior executives of SAIL. The Institute also designs and conducts innovative techno-managerial programmes like Performance Improvement Workshops (PIWs) and Learning from Each Other Workshops (LEO) that has given direct results on the shop-floor.

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Disseminating management knowledge through publications. GROWTH, the quarterly Journal of MTI and the Annual Case Book are regular publications of MTI. In addition to that Faculty of MTI have publishes a number of books and papers in national and international journals.

IMPORTANCE OF TRAINING AND DEVELOPMENT

There are many benefits of Training and Development to the organization as well as employee. We have categorized as under:1) Benefits for the organization 2) Benefits for the individual 3) Benefits for personnel and human relation, intra group and internal group policy implementation relation and

1) Benefits for the organization

I.
II.

Improves communication between group and individuals. Aid in orientation of new employee and those taking new job through transfer or promotion. Provides information on equal opportunities and affirmative action. Provides information on other government laws and administration policies. Improve interpersonal skills. Makes organizational policies, rules and regulations viable. Builds cohesiveness in group. Provides a good climate for learning, growth and co ordination. Makes the organization a better place to work and live.

III. IV. V. VI. VII. VIII. IX.

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2) Benefits for the individual

I.
II.

Helps and individual in making better decision and effective problem solving. Through training and development, motivational variables of recognition achievement, growth, responsibility and advancement are internalized and operationalised. Aid in encouraging and achieving selfdevelopment and self confidence. Helps a person handle stress, tension, frustration and conflict. Provides information for improving leadership, knowledge, communication skills and attitudes. Increases job satisfaction and recognition. Moves a person towards personal goals while improving interactive skills. Satisfies personal needs of a trainee. Provides the trainee an avenue for growth in his or her future. Develops a sense of learning. Helps eliminate fear in attempting new task. Helps a person improve his listening skill, speaking skills also with his writing skills.

III. IV.
V.

VI. VII. VIII. IX. X. XI. XII.

3) Benefits for personnel and human relation, intra group and internal group relation and policy implementation
I. II. III. IV. V. VI. VII. VIII. Improves communication between group and individuals. Aid in orientation of new employee and those taking new job through transfer or promotion. Provides information on equal opportunities and affirmative action. Provides information on other government laws and administration policies. Improve interpersonal skills. Makes organizational policies, rules and regulations viable. Builds cohesiveness in group. Provides a good climate for learning, growth and co ordination.

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IX.

Makes the organization a better place to work and live.

CONSEQUENCES OF ABSENCE OF TRAINING NEEDS ASSESSMENT

The significance of needs assessment can be better understood by looking at the consequences of inadequate or absence of needs assessment. Failure to conduct needs assessment can contribute to:

Higher labor turnover Increased overtime working Poorer-quality applicants Higher recruitment cost, including advertising, time and incentives Greater pressure and stress on management and staff to provide cover Pressure on job-evaluation schemes, grading structures, payments systems, and career structures Additional retention costs in the form of flexible working time, job-sharing, part-time working, shift-working, etc Need for job redesign and revision of job specification A rise in workplace accidents Lower performance than competitors Benchmarking figures do not match or exceed competitors.
Start

THE TRAINING PROCESS

Individual training needs Staff OR worker Yes Staff/Workmen cadre HOD responsible for identifying training needs of its respective dept. No Management

cadre P.A. will form basis of need identification

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Training need identification form is filled for each individual Finalization of individual training needs in consultation Training need identification form are collected Based on the training needs training plan & calendar for Training plan is implemented dept. wise Review of the training plan done every six months & corrective action if All training records and a MIS is maintained The training effectiveness and feedback of the training is obtained

As per plan the trainers are identified and internal and external programs are conducted

Individual training needs satisfied?

Ye s

End

No C/F for next year

METHODS OF TRAINING AND DEVELOPMENT

The choice of method of training depend upon cost, time available, number of person to be trained, depth of knowledge required, background of trainees etc. The methods are categorized into two categories:ON THE JOB TRAINING METHODS: Job instruction training (JIT) Vestibule training (training center training) Training by experienced workmen Demonstration and examples

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 Simulations Apprenticeship

OFF THE JOB TRAINING METHODS: Lecture Conferences Group discussion Case study Role playing Programmed instruction T-group training

Vestibule Training
This method utilizes equipment which closely resembles the actual ones used in the job.It is performed in a special area set aside for the purpose and not at the workplace. The emphasis is placed on learning skills than on production. It is however difficult to duplicate pressures and realities of actual situations. Even though the kind of tension or pressure may be the same but the employee knows it is just a technique and not a real situation. Also the employees behave differently in real situations than in simulations. Also additional investment is required for the equipment.

Apprenticeships and Coaching

It is involved learning from more experienced employee/s. This method may be supplemented with other off-the-job methods for effectiveness. It is applied in cases of most craft workers, carpenters, plumbers and mechanics. This approach uses high levels of participation and facilitates transferability. Coaching is similar to apprenticeships. But it is always handled by a supervisor and not by the HR department. The person being trained is called understudy. It is

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very similar to on the job training method. But in that case, more stress is laid on productivity, whereas here, the focus is on learning. In this method skilled workforce is maintained since the participation, feedback and job transference is very high. Immediate returns can be expected from training almost as soon as the training is over the desired outcomes can be seen in the trainee.

Simulation
It is any equipment or technique that duplicates as nearly as possible the actual conditions encountered at the job. It is an attempt to create a realistic situation for decision-making. This method is most widely used in Aeronautical Industry.

Job Instruction Training

It is used primarily to teach workers how to do their present jobs. Majority of the industrial training is On the Job Training. It is conducted at the work site and in the context of the job. Often, it is informal, as when experienced worker shows a trainee how to perform tasks. In this method, the focus of trainers focus is on making a good product and not on good training technique. It has several steps; the trainee first receives an overview of the job, its purpose and the desired outcomes. The trainer then demonstrates how the job is to be performed and to give trainee a model to copy, and since a model is given to the trainee, the transferability to the job isvery high. Then the employee is allowed to mimic the trainers example. The trainee repeats these jobs until the job is mastered.

Lectures
It is the verbal presentation of information by an instructor to a large audience. The lecturer is presumed to possess knowledge about the subject. A virtue in this method is that it can be used for large groups and hence the cost of training per employee is very low. However, this method violates the principle of learning by practice. Also this type of communication is a one way communication and there is no feedback from the audience because in case of very large groups it is difficult to have interactive sessions. Long lectures can also cause Boredom.

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Audio/ Visuals
This is an extension of the lecture method. This method includes slides, OHPs, video Tapes and Films. They can be used to provide a range of realistic examples of job conditions and situations in the condensed period of time. It also improves the quality of presentation to a great extent.

Case Study
It is a written description of an actual situation in the business, which provokes the reader to think and make decisions/ suggestions. The trainees read the case, analyze it and develop alternative solutions, select the best one and implement it. It is an ideal method to promote decision making skills. They also provide transference to an extent. They allow participation through discussion. This is the most effective method of developing problem solving skills. The method /approach to analysis may not be given importance. Many a times only the result at the end of the case may be considered and not the line of thinking to approach it. This isa major disadvantage since case studies must primarily be used to influence or mend the attitude or thinking of an individual.

Role Playing and Behavior Modeling

This method mainly focuses on emotional (human relation) issues than other ones. The Essence is on creating a real life situation and have trainees assumed parts of specific personalities (mostly interchanged roles of boss and subordinate to create empathy for one another). The consequence is better understanding of issues from the others point of view.

Concept of Behaviour Modeling:

Fundamental psychological process by which new patterns of behavior can be acquired and existing ones can be altered. process learning takes place not by own experience but by

Vicarious

observation or imagination of others action.

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

behavior is learned or modified through observation of others experiences.

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

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

behaviour as recommended.

Sensitivity Training
It uses small number of trainees usually less than 12 in a group. They meet with a passive trainer and get an insight into their own behavior and that of others. These meetings have no agenda and take place away from the workplace. The discussions focus on why participants behave the way they do and how others perceive them. The objective is to provide the participants with increased awareness of their own behavior, the perception of others about them and increased understanding of group process. Examples: Laboratory training, encounter groups. Laboratory training is a form of group training primarily used to enhance interpersonal skills. It can be used to develop desired behaviors for future job responsibilities. A trained professional serves as a facilitator. However once the training is over employees get back to being the way they are.

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CHAPTER-4 REPORT OF THE RESEARCH

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

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TITLE JUSTIFICATION:
The above title is self explanatory. The study deals mainly with studying the latest trends in the training and development prevailing in the corporate. It is to analyse the need of most effective method that can be employed for the training, based on the present scenario while designing a training module, so that the best can be given to get out the best.

OBJECTIVES OF THE PROJECT Primary objective

To find out most Effective Method of Training and Development in Corporate. To find out the latest trends in Training And Development Programs To compare the Quality and Effectiveness of different Training and Development Methods

Secondary objective
To find out, whether Training and Development Programs are effective in skill enhancement or not. To find out the minimum length of time period while designing a training module.
To find out the frequency for Training and Development Program in corporate.

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

To find out, whether an In House Training is more beneficial or Out House Training. To find out, whether Seminars\Lectures are helpful in enhancing skills or not.

SCOPE OF THE STUDY pg.

36

Training and Development is a continuous process with -in the organization. An organization constantly spends a large amount of its capital resources on the development of its Human Resources. A well trained and developed Human Resource of Organizational is the measure of its potential to carry out the work most effectively and efficiently. Therefore the best methods should be employed in the organization; hence there occurs a need to identify the most effective method of Training and Development. The study then goes on to evaluate and analyze the findings so as to present a clear picture of trends in the training and development.

SIGNIFICANCE OF THE STUDY SIGNIFICANCE TO THE INDUSTRY:

This is a limited study which takes into consideration the responses of 50 people. This data can be explorated to take in the trends across the industry. The significance for the industry lies in studying these trends that emerge from the study. Capital Resources are the most crucial resources along with Human Resources so both should be optimally utilized. The significance of this research lies in the fact that the optimum utilization of the organizations Capital may be achieved by implementing the best practices of Training and Development at a lower cost.

SIGNIFICANCE FOR THE RESEARCHER:

To facilitate and provide all the useful information of the study, the Company, and the Industry and also provide an in-depth knowledge about the required Training and Development Practices.

RESEARCH METHODOLOGY:
Research methodology is considered as the nerve of the project. Without a proper well-organized research plan, it is impossible to complete the project and reach to any conclusion. The project was based on the survey plan. The main objective of survey was to collect appropriate data, which work as a base for drawing conclusion and getting result.

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Therefore, research methodology is the way to systematically solve the research problem. Research methodology not only talks of the methods but also logic behind the methods used in the context of a research study and it explains why a particular method has been used in the preference of the other methods.

RESEARCH DESIGN
NON-PROBABILITY
EXPLORATORY & DESCRIPTIVE EXPERIMENTAL RESEARCH

The research is primarily both exploratory as well as descriptive in nature. The sources of information are both primary & secondary. A well-structured questionnaire was prepared and personal interviews were conducted to collect the Trainees s well as Trainers perception and behavior, through this questionnaire.

SAMPLING METHODOLOGY
Sampling Technique:

Initially, a rough draft was prepared keeping in mind the objective of the research. A pilot study was done in order to know the accuracy of the Questionnaire. The final Questionnaire was arrived only after certain important changes were done. Thus my sampling came out to be judgmental and convenient.

Sampling Unit: The respondents who were asked to fill out questionnaires are the sampling units. These comprise of employees of MNCs, Govt. Employees, and Self Employed etc.

Sample size: The sample size was restricted to only 50 which comprised of mainly peoples working in different Public & Private Corporate due to time constraints.

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Sampling Area :
The Regions of research are Delhi and Noida.

LIMITATIONS OF THE RESEARCH

1. The research is confined to a certain parts of Delhi and NCR and does not necessarily shows a pattern applicable to all of Country. 2. Some respondents were reluctant to divulge personal information which can affect the validity of all responses. 3. In a rapidly changing industry, analysis on one day or in one segment can change very quickly. The environmental changes are vital to be considered in order to assimilate the findings.

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CHAPTER-5 ANALYSIS AND FINDINGS

pg.

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A series of questionnaire on Training and Development was filled by employees of different Organizations. These employees are basically middle level and senior level employees. Along with on the basis of interviews held, the following pie charts and graphs have been prepared.

It has been found that majority of organizations have organized some form of Training and Development program for their employees and almost 88% of our respondents (i.e. 44 out of 50) have underwent some Training program.

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While interviewing my respondents, I found that majority of them agree to the fact that Training and Development programs are very much necessary for Individual Performance Enhancement. However a very few of the respondents are under the opinion that Training & Development programs are not at all necessary for Individuals Performance enhancement.

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However when the respondents were asked that how frequently the Training programs should be organized, almost 50% of them said that organizing the

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Training program 2 or 3 times in a year is the best option that an organization can have.

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The respondents know the importance of Training programs and believe that training is required in all cases whether it is a case of new appointment or promotion or of job rotation.

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However the respondents are also under the opinion that for skill development , it is Experience which is more beneficial than Training Programs. They know that Nothing can beat the knowledge and skills gained through Years of Experience.

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Usual methods of Training and Development used in your organization

The major methods of Training & Development adopted in various organizations include On the Job Training, Role Plays, Lectures & Seminars, Training Workshops and In house Training Centres. In response to this question some of the employees told that there are more than one method used in their organization for employees training and overall development. However On the Job Training is the most popular method used in organizations which is followed by organizing Training Workshops.

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Infact about 84% of the respondents agree that On the Job Training is the most effective method for ones training and skill development.

pg.

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Vestibule Training, i.e., providing training by artificially designing the work environment was not found as a very good method for Training and Development. Almost 50% of the respondents agree with it and around same percentage of respondents disagree.

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68% of the respondents agree that Job Rotation is one of the best methods to horn ones skills. Infact, Job Rotation, helps an employee to understand the overall functioning of an organization.

pg.

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Lectures and Seminars can be used occasionlly, only on certain instances. In actual practise it depends on the job and the type of training that it requires.

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Simulation Training Technique (Generating Hypothetical situation of the Business World) is a great tool in context of enhancing Decision Making Skills. The technique is widely practised.

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An In House Training Program is always more helpful as compared to a Training program designed by a third party (Out House Training). Majority of the respondents agree to it.

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

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Respondents are aware of the importance of Training Programs and think that training programs should happen on a continuous basis. Although training programs are a time consuming activity but are necessary for employees growth and development. In the long run, these training programs are helpful for the overall growth of an organization.

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The length of any Training & Development Program should be as per requirement. There can be no ideal duration of a training program. It

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depends on the type of job for which training is to be provided and on the level of employees for whom training is to be arranged.

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On the Job Training emerged as the most suitable method for designing a training module. Apart from it, organizing Training workshops is also a good option for the purpose.

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

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Of the respondents who have attended some Seminar or Lecture on Personlity Development, 13 of them found it to be useful to some extent; 10 of them found it of no use; 7 said that it was very useful in improving their skills and 2 of them were unable to decide if it actually helped them or not.

FINDINGS

Training & Development is the most important process in an organization to enhance the skills and capabilities of its organizational workforce.

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

Almost 84% of the respondents agree with it. Besides this method, Job Rotation and organizing Training Workshops are also very effective in fulfilling the purpose.

For individuals Training as well as for skill Enhancement, Personality Development Sessions are organized.

96% of the respondents believe that Training & Development programs are important for individuals skills enhancement.

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The length of any Training & Development Program should be as per the need of the job.

50% of the respondents are under the opinion that Training & Development should be organized 2-3 times in a year.

Training is required in all cases whether it is a case of new appointment or promotion or of job rotation.

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

Lectures and Seminars can be used as a tool for Training & Development at executive level, but only on certain instances.

Experience is more beneficial than Training programs for an individuals skill development.

CONCLUSION AND SUGGESTIONS

The Length of Training and Development Programs should

depend upon the requirement of Job.

The

Training

and

Development

Programs

should

be

conducted 2-3 times a year. The Training & Development program should be arranged

on the basis of Individual ability and understanding.

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For enhancing the Decisive Power, Simulation Technique

can be used.

As

far as

possible

In

House training should

be

organized.

At Executive Level Lectures/Seminars should be preferred

than any other method of Training and Development.

For Personality Development Lectures should be organized

with in the organization, as they are cost effective and are easy to understand. Audio/ Visual Aids are very helpful in making the Training

And Development program more effective, so they must be used as far as possible. The latest methods that can be adopted for Training &

Development are Case Study method and Online Training.

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BIBLIOGRAPHY
REFERENCES

www.sail.co.in www.google.co.in www.wikipedia.com Human Resource Management by Gary

Dessler

L M Prasad- Personnel Management HR Manual , SAIL http://steel.nic.in

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ANNEXURE
PERFORMANCE APPRAISAL
Students name : Programme: You are requested to provide your opinion on the following parameters. Outstanding A Good B Satisfactory C Unsatisfactory D

1. Technical knowledge gathered about the industry and the job he/she was involved 2. Communication Skills: Oral/ Written/ Listening skills 3. Ability to work in team 4. Ability to take initiative 5. Ability to develop a healthy long term relationship with client 6. Ability to create theoretical learning to practical learning

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7. Creativity and ability to innovate with respect to work methods and procedures 8. Ability to grasp new things 9. Presentation skills 10. Documentation skills 11. Sense of Responsibility 12. Acceptability ( patience , pleasing manners, the ability to instill trust, etc.) 13. His / her ability and willingness to put in hard work 14. Punctuality 15. In what ways do you consider the student to be valuable to the organization? Consider the students value in term of: (a) (b) (c) Qualification Skills and Abilities Activities /Roles performed

Any other comments _____________________________________________________________________________ _____________________________________________________________________________ __

Assessor s overall rating

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

QUESTIONNAIRE

1. Have you ever underwent any training and development program, organized by your organization (a)Yes (b) No

2.

Training And Development Programs are important for Individuals Performance Enhancement: a) Strongly Agree b) Agree

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c) Disagree

d) Strongly Disagree

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

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

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

(a) New Appointment

(b)Promotion (d) In all cases

(b)During Job rotation

5. Experience is more beneficial in skill development rather than training (a)Strongly Agree (c)Disagree (b) Agree (d) Strongly Disagree

6. What are the usual method of Training and Development in your organization (a) On the Job Training (b)Role plays (c) Lectures and Seminars (d)Training Workshops (e) Have well developed Training Centre for In House Training

7. On the Job Training (Along with work) is most effective way for Training and Skill Development: (a)Strongly Agree (c)Disagree (b) Agree (d) Strongly Disagree

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8. If Training is provided by artificially designing the work environment in the organization, then it will be more beneficial to trainee as well as other staff as they will not get suffer(Vestibule Training): (a)Strongly Agree (c)Disagree (b) Agree (d) Strongly Disagree

9. Job rotation is one of the best practice for Training, Knowledge and Skill Development: (a)Strongly Agree (c)Disagree (b) Agree (d) Strongly Disagree

10. Do you think Lectures/Seminars can be used as a tool for Training and Development at Executive Level: (a)Cannot be used (c)Only for certain instances (b) Are Less Effective (d) Most effective method

11. For enhancing Decision Making Skills, Simulation Training Technique(Generating Hypothetical Situation of the Business World), is a best method: (a)Strongly Agree (c)Disagree (b) Agree (d) Strongly Disagree

12. A Training designed by Organization itself will be more helpful as compared to the training designed by third party(Out House Training): (a)Strongly Agree (c)Disagree (b) Agree (d) Strongly Disagree

13. Use of Audio/Visual Aids in Training And Development Programs makes

it more effective: (a)Strongly Agree (c)Disagree (b) Agree (d) Strongly Disagree

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14. Training and Development should be a continuous process or it is

required during new recruitment only: (a)Should be a continuous process Activity (c)Necessary only during new recruitments (b) Time Consuming

(d) both b and c

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

(a) Less than 1 week (b)Approx. 15 Days

(b)About 1 Week (d) As Per Requirement

16. In your opinion which method is best suitable while

Designing a

Training Module: (a) On the Job Training (b)Role plays (c) Lectures and Seminars (d)Training Workshops (e) In House Training at Organizations Training Centre

17.Have you ever attended any Seminar\Lecture for Personality Development: (a) Yes (b) No

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

18.Was that helpful in improving any of your related skills: (a) To some extent (b) Was Very Helpful (c)Not beneficial at all (d)Unpredictable

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

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