A STUDY ON TRAINING & DEVELOPMENT

With Reference To
VISAKHAPATNAM STEEL PLANT
A project report submitted to J.N.T. University (K) in fulfilment of the requirements
for the award of the degree of Master of Business Administration

Submitted by
Ms. P.BHANU PRIYA
Regd.No:166C1E0036

Under the guidance of

Ms. P. ANUPAMA
(Ph.D)
Assistant Professor

MIRACLE SCHOOL OF MANAGEMENT

MIRACLE EDUCATIONAL SOCIETY GROUP OF INSTITUTIONS

(Approved by AICTE & Affiliated to JNTU, Kakinada)
BHOGAPURAM, VIZIANAGARAM
2016-18
 DECLARATION

I hereby declare that this project work entitled “A Study on Training &

Development" with reference to, VISAKAPATNAM STEEL PLANT” submitted by

me to the J.N.T. University, Kakinada in partial fulfilment for the award of Degree of

MBA is entirely based on my own study is being submitted for the first time and it has

not been submitted to any other university or institution for any degree or diploma.

Place: Bhogapuram

(P.BHANU PRIYA)

Signature of the Candidate

Ms. P. ANUPAMA Date:
Assistant Professor (Ph.D)

C E RT I FI CAT E

This is to certify that the project report titled “A Study on TRAINING &

DEVELOPMENT” with reference to VISAKAPATNAM STEEL PLANT” is

being submitted by Ms. PEELA BHANU PRIYA in partial fulfilment for the award

of the Degree of MBA has been carried out by him under my guidance and

supervision.

Mr. S.A.HUSSAIN Ms. P.ANUPAMA

(H.O.D & Associate Professor) (Project Guide)

EXTERNAL EXAMINER
 ACKNOWLEDGEMENTS

Apart from the efforts of me, the success of this project depends largely on the
encouragement and guidelines of many others. I take this opportunity to express my
gratitude to the concerned that have been instrumental in the successful completion of
this project.

I extended my heartfelt gratitude to my project guide Ms. P.Anupama, for his consistent
encouragement, benevolent criticism, inseparable suggestions which were the main
reasons to bring the work to present shape.

I wish to convey my sincere regards to our beloved Principal Dr. A.ArjunaRao for his
Inspiration, timely help in the official clearances and valuable suggestions throughout my
course.

I am also thankful to our Head of the Department Mr.S.A.Hussain and all other faculty
members who helped me directly and indirectly for the successful completion of my
project work.

I am thankful to I am thankful to Project Guide Mr.P.RAMESH(Assistant Manager, in

Human Resource) and Dr.ORM RAO Assistant General Manager (HRD)friends and
staff of VISAKAPATNAM STEEL PLANT Limited, who have helped me in the
preparation of the project report.

I am very much privileged to be as a Student Trainee in VISAKHAPATNAM STEEL

PLANT during my project period and glad to be a part of the office during the project
period and I thank all the department officials for treating me so well in spite of their
seniority.

Finally I would like to express my deep sense of gratitude to my beloved

parents and my family members for their love and blessings to complete the project
successful

(Ms. P.BHANU PRIYA)

 PREFACE

Success Organizations does not just happened and they do not just stay successful.

Great Organizations is made up of individually successful people who do the right things

at the right time in the right circumstances.

The management of these organizations is leaders who work their people to create

direction and vision, build affective teams, and focus on customers need and particular

sounds Business Management.

At VISAKAPATNAM STEEL PLANT. They believed that good managers can

become even better ones through the proper use of experiences, relationships, education,

and training. These four avenues of development allow individual to enhance their

strengths and overcome their limitations.

They have been committed to help managers grow and develop the kind of great

managers that create success individually, within their teams, and for the organizations.

An understanding of or organizations and their nature is important to bring about

any improvement in that organization. I have done my project for the duration of 6 weeks

at VISAKHAPATNAM STEEL PLANT Over the topic on “TRAINING &

DEVELOPMENT”.
 CONTENTS

CHAPTER NO. TITLE OF THE CHAPTER PAGE NO.

I INTRODUCTION 1-8

II ORGANIZATION PROFILE 9-28

III THEORETICAL FRAME WORK 29-79

IV DATA ANALYSIS AND 80-99

INTERPRETATION

V SUMMARY, FINDINGS, SUGGESTIONS 100-103

& CONCLUSION

BIBLIOGRAPHY 104

ANNEXTURE 105
 LIST OF TABLES

SL.NO TABLE NO. TABLE NAME PAGE NO.

1 2.1 Steel Plant with foreign collaboration 12

2 2.2 Background of Steel Plant 15

3 2.3 Major sources of raw material 17

4 2.4 Main products of VSP 18

5 2.5 Man Power profile of VSP 29

6 3.1 Difference between Training & Development 45

7 3.2 Methods used in Training needs Assessment 49

8 3.3 Suitability of Various techniques of 68

management development

9 4.1 Motivational factors to attend the training 87

program

10 4.2 Effective methodologies in training 88

11 4.3 Factors influencing the training program 89

12 4.4 Employees participation 90

13 4.5 Factors required to be called as learning 91

organization

14 4.6 Pre-Training and Post-Training test influence 92

15 4.7 Contribution of training program towards safe 93
work environment

16 4.8 Training program helps for higher productivity 94

17 4.9 Continuous improvements in training program 95

18 4.10 How do you feel after attending the training 96

program

19 4.11 Usefulness of programmers booklets 97

20 4.12 Effectiveness of audio visuals 98

21 4.13 Type of training imparted for new recruiters 99

22 4.14 Constraints faced in training 100

23 4.15 Type of training programs undergone time to 101

time

24 4.16 Training programs helpfulness in work life 102

25 4.17 Whom to be trained by? 103

26 4.18 Training program contribution towards better 104

performance

27 4.19 To whom the training is given more 105

28 4.20 Rating of safety and health related training 106

programs
 LIST OF CHARTS
SL.NO CHART NO. CHART NAME PAGE NO.
1 4.1 Motivational factors to attend the training 87
program

2 4.2 Effective methodologies in training 88

3 4.3 Factors influencing the training program 89

4 4.4 Employees participation 90

5 4.5 Factors required to be called as learning 91

organization

6 4.6 Pre-Training and Post-Training test 92

influence

7 4.7 Contribution of training program towards 93

safe work environment

8 4.8 Training program helps for higher 94

productivity

9 4.9 Continuous improvements in training 95

program

10 4.10 How do you feel after attending the 96

training program

11 4.11 Usefulness of programmers booklets 97

12 4.12 Effectiveness of audio visuals 98

13 4.13 Type of training imparted for new 99

recruiters
14 4.14 Constraints faced in training 100

15 4.15 Type of training programs undergone 101

time to time

16 4.16 Training programs helpfulness in work 102

life

17 4.17 Whom to be trained by? 103

18 4.18 Training program contribution towards 104

better performance

19 4.19 To whom the training is given more 105

20 4.20 Rating of safety and health related 106

training programs
 CHAPTER-1
INTRODUCTION
 HUMAN RESOURCE MANAGEMENT

Human Resource Management (HRM) is the term used to describe formal

systems devised for the management of people within an organization. The
responsibilities of a human resource manager fall into three major areas: staffing,
employee compensation and benefits, and defining/designing work. Essentially, the
purpose of HRM is to maximize the productivity of an organization by optimizing the
effectiveness of its employees. This mandate is unlikely to change in any fundamental
way, despite the ever-increasing pace of change in the business world.

Human resource management functions are ideally positioned near the

theoretic centre of the organization, with access to all areas of the business. Since the
HRM department or manager is charged with managing the productivity and
development of workers at all levels, human resource personnel should have access
to-;and the support of-;key decision makers. In addition, the HRM department should be
situated in such a way that it is able to communicate effectively with all areas of the
company.

HR is a very popular and highly competitive career with graduate schemes being among
the most oversubscribed. Your level of HR focus will vary from scheme to scheme, with
some being based purely within the HR department and others expanding candidate's
experience to other functions such as marketing, management and more.

1
 MEANING OF TRAINING

Training is a process in which the trainees get an opportunity to learn the key skills which
are required to do the job. Learning with earning is known as training. It helps the
employees to understand the complete job requirements.

Now days, many organisations organise a training program for the new recruits just after
their selection and induction, to let them know about the rules, policies and procedures
for directing their behaviour and attitude as per the organisational needs. Training also
helps the employees to change the conduct towards their superior, subordinates and
colleagues. It helps to groom them for their prospective jobs.

“Training is often interpreted as the activity when an expert and learner work together to
effectively transfer information from the expert to the learner (to enhance a learner’s
knowledge, attitudes or skills) so the learner can better perform a current task of job”

DEFINITIONS OF TRAINING

According to Proctor and Thomson:

“Training is the intentional act of providing means for learning to take place”.

According to Planty, McCord and Efferson:

“Training is the continues, systematic developments among all the levels of the
employees of that knowledge and those skills and attitudes which contributes to their
welfare and that of the organization “.

2
According to Littlefield:

“Training is the process of increasing the skills and knowledge of employees for the
purpose of improving, individual and organization performance”

MEANING OF DEVELOPMENT

The training for the top level employees is considered as development, also
known as management or executive development. It is an on going systematic procedure
in which managerial staff learns to enhance their conceptual, theoretical knowledge. It
helps the individual to bring efficiency and effectiveness in their work performances.

Development is not only limited to a particular task, but it aims to improve

their personality and attitude for their all round growth which will help them to face
future challenges. It changes the mindset of the employees and makes them more
challenging or competing.

As the technology needs updating, the manpower of the organisation also

needs to be updated, so the development is a must. Development is an educational
process which is unending, as education has no visible end. It involves training a person
for higher assignments. It digs out the talents of the managerial staff and helps in
applying the new knowledge.

The performance of an organisation is based on the quality of its

employees, and so the greater the quality of employees, the greater will be their
performance. The primary purpose of development is that the second list of managers or
executives is prepared for future replacements.

3
DEFINITIONS OF DEVELOPMENT

Management development is a systematic process which aims to ensure that the

organization has the effective managers it requires to meet its present and future needs.

- Michael
Armstrong

Any attempt to improve current or future management performance by imparting

knowledge, changing attitude or increasing skills.

-Gary Dessler

NEED FOR THE STUDY

It is necessary to know the Training and Development programs in the organization. To

study the need and importance of training and development programs. To know how
employees and workers get satisfied with their T&D Programs. Training is also necessary
for the individual development and progress of the employee, which motivates him to
work for a certain organisation apart from just money.

 Training is important, as it constitutes significant part of management.

 The Human Resource Department is involved in activities that lead to the

Efficient & Effective Management of Human Resources.

 The Department identifies & develops Existing and Potential Human resources
towards meeting Organizational Needs.
o The Department is committed to attaining Continuous Improvement in
meeting its Customer Requirements.
 Improves profitability and more positive attitudes towards profits orientation.

4
 SCOPE OF THE STUDY

The study covers various aspects like employee details, work nature, job
specification and knowledge and personality development of employees of the
organization. It also covers job nature of technical, behavioural, awareness and various
aspects of training programs conducted by the personnel department.

The study has a scope of learning about the various programs organized by the
personnel department till date and the programs which they are going to organize and
also the analytical based programs which we will be suggested based upon the survey.

To know the function of the organization as a whole and as well to know how the
policies are made and implemented and conveyed to the employees. The study is to know
in brief about the following departments.

OBJECTIVE OF THE STUDY

 Enhance Employees Competence through Training & Development.

 To study the genesis and concept of human resource development with particular
reference to training and development.
 To portray the organizational profile of Visakhapatnam steel plant (VSP) with
focus on HRD department.
 To access and analyze the training and development programs in VSP.
 To determine whether the training programs are meeting the objectives of the
management.

5
 LIMITATION OF STUDY

 The time constraint is there to study all the policies of VSP, as it is a very vast
topic.
 Subjectivity on this part in interpretation and analysis.
 The project of study is 5 weeks which is not enough to conduct detailed study
of the project.
 The study is carried basing on the information and documents provided by
the organization and based on the interaction with the various employees of
the respective documents.

6
 RESEARCH METHODOLOGY

This is a systematic way to solve the research problems and it is important

component for the study without which the research may not be able to obtain the facts
and figures of the employees.

Methodology in a systematic procedure of collecting information in order to

analyze and verify a phenomenon. To collection of information has been done through
two principal sources.

Primary source

The primary source of data is applied for getting the required and relevant information
directly from the department heads, and in the course of discussion with H.R managers
and executives. The following are the data collected through primary sources.

 Information gathered by various employees through questionnaires

 HR executives
 Discussion

Secondary source

The secondary source data was collected through obtaining records and from the H.R
department and the company guide gave us the remaining necessary information and the
staff relating to HR departments gave me all the necessary information to complete the
study.

 Records maintained by personnel department

 Manuals of organization
 Internet
 Newspapers
 Magazines and journals.

7
SAMPLE SIZE

The total sample size was restricted to 100 samples from overall population.

FRAMEWORK OF THE STUDY

Chapter 1: It consists of Introduction, Need for the study , Scope of study,

Objectives, limitation and methodology.

Chapter 2: It consists of industry profile, company profile

Chapter 3: It consists of theoretical frame work

Chapter 4: It consists of Data Analysis and Interpretation

Chapter 5: It consists of summary, findings, suggestions, conclusion,

bibliography and annexure of the study.

8
CHAPTER-II
INDUSTRY PROFILE
COMPANY PROFILE
 INDUSTRY PROFILE

INTRODUCTION TO STEEL INDUSTRY IN INDIA

RASHTRIA ISPAT NIGAM LIMITED

The Government of India has decided to set up an integrated Steel Plant at

Visakhapatnam to meet the growing domestic needs of steel. Visakhapatnam Steel Plant
was the effect of the persistent demands and mass movements. It is another step towards
increasing the country’s steel production.

The decision of the Government to set up an integrated steel plant was taken
by the then Prime Minister Smt. Indira Gandhi. The Prime Minister laid the foundation
th
stone on 20 January 1971.
Visakhapatnam Steel Plant, the first coast based Steel Plant of India is
located, 26 KM South West of city of Destiny i.e. Visakhapatnam. Bestowed with modern
technologies, VSP has an installed capacity of 3 Million Tones per annum of Liquid Steel
and 2.656 Million Tones of saleable steel. VSP has become the first integrated Steel Plant
in the country to be certified to all the three International Standards
for Quality (ISO-9001), for Environment Management (ISO-14001) & for
Occupational Health & Safety (OHSAS-18001).
th
The Government of India and USSR signed an agreement on 12 June 1979
for the co-operation in setting up 3.4 million tones integrated Steel Plant. The project was
th
estimated to cost to Rs. 3,897.28 crores based on prices as on 4 Quarter of 1981.
However, on completion of the construction and commissioning of the whole Plant in
nd

1992, the cost escalated to Rs.8, 755 crores based on prices as on 2 Quarter of

9
 Unlike other integrated Steel Plants in India, Visakhapatnam Steel Plant is one of
st
the most modern steel plants in the country. The plant was dedicated to the nation on 1
August 1992 by the then Prime Minister, Sri P.V. Narasimha Rao.

New technology, large-scale computerization and automation etc, are incorporated in the
Plant are of the international levels and attained high labour productivity. Hence the
organizational manpower has been rationalized. The manpower in the VSP has been
limited to 17, 500 employees.

It has set up two major Blast Furnaces, the Godavari and the Krishna, which are
the envy of any modern steel making complex.

The economy of a nation depends on core sector industries like iron and steel.
Steel is the basic input for construction, machines building and transport industries.
Keeping in view the importance of steel the following integrated steel plant with foreign
collaborations were constructed in the public sector in the post independence era.

Steel Plants with Foreign Collaborations

Table 2.1

S No Plant Collaboration Capacity of

Finished Steel Products

1. Rourkela Steel Plant West Germany

2. Bhilai Steel Plant Erstwhile USSR
3. Durgapur Steel Plant Britain
4. Bokaro Steel Plant Erst USSR

10
INDIA’S STEEL SCENARIO

Indian Steel industry has always remained isolated and protected by Government,
where the steel industry was never expected to generate profit from business, but was
expected to provide employment to the unemployed. Presently India is operating with
open-hearth furnaces. The existing equipment and labour in Indian Steel industry are
much low than the developed countries

Indian Steel industry generates a significant amount of waste materials, which can
cause environmental problems. The four aspects of “Waste Management” namely –
residue, reprocess, recycle and recovery do not hold much ground in the Indian Steel
Industry. The Indian companies cannot spend more for pollution control. The energy
consumption per tone is 50-100% higher than that of the International norms

The Indian steel industry has developed a bit in the recent years. The production is
going on properly. Many techniques are being implemented in the steel industries. The
country’s aim is to sell Quality steel. The government is also helping the steel industries
in this basis.

The development of steel industry in India should be viewed in conjunction with

the type and system of government that had been ruling the country. The production of
steel in significant quantity is started after 1990. The growth of steel industry can be
conveniently started by dividing the period into pre and post independence era. In the
period of pre Independence, steel production was 1.5 million tones per year, which was
raised to 9.0 million tones of target by the seventies.

PROBLEM OF STEEL INDUSTRY

Non-availability of good quality raw material is another problem faced by iron

and steel industry. The modern giant blast furnace needs high-grade iron ore and good
metallurgical coal.

Another problem faced by the steel industry related to the difficulty in getting
zinc supplies for the continuous galvanizing line.

11
LACK OF TECHNICAL PROBLEMS

Bhili had executed orders for shipment of rails to Iran, South Korea and
Malaysia. Because of technical limitations, Rourkela plant its unable substitute aluminum
of Zinc for the production of galvanized sheet apart from source internal technical
problems; our technology in the field of steel production is not a developed one when
compared to other advanced countries. For instance, Japan is production quality steel in
spite of importing raw material and additional material from other country.

GOVERNMENT CONTROL AND PRICING POLICY

Since 1941, India steel and iron industry was almost completely state
regulated. Both prices and distribution of steel were under the control of Govt. The Govt.
decided to remove statutory control over the price and distribution of all, but a few
st
categories with effect from 1 March 1964 the Govt., supervise the steel and iron
inducted according to the recommendation of Raja committee. But Raj committee in
fixing the steel price didn’t regulate the price of the raw materials.

12
 COMPANY PROFILE
A BRIEF PROFILE OF VISAKHAPATNAM STEEL PLANT

BACKGROUND:
The Government of India has decided to set up an integrates Steel Plant at
Visakhapatnam to meet the growing domestic needs of steel. Visakhapatnam Steel Plant
was the effect of the persistent demands and mass movements. It is another step towards
increasing the country’s steel production.
The consultant, m/s M N dastur & co (Pvt) Ltd. submitted a techno-economic
feasibility report in February 1972, and detailed project report for the plant, with an
annual capacity of 3.4 million tones of liquid steel.
The economy of a nation depends on core sector industries like iron and steel.
Steel is the basic input for construction, machines building and transport industries.
Keeping in view the importance of steel the following integrated steel plant with foreign
collaborations was constructed in the public sector in the post-independence era.

Background:
Table 2.2
S.No Year Growth

1 20.01.1971 The foundation stone of plant was laid by Smt. Indira Gandhi
2 12.06.1979 An agreement was signed between Government of India and the
erstwhile USSR for setting up of an Integrated Steel Plant of produce
structural & long products on the basis of detailed project report
prepared by Dr.M.N.Dustur & Company

3 01.02.1982 The construction of the Plant started

13
 4 18.02.1982Government of India formed a new Company called Rashtriya Ispat Nigam
Ltd. (RINL) and transferred the responsibility of constructing,
commissioning & operating the plant at Visakhapatnam from Steel
Authority of India Ltd. To RINL.

VSP Technology: State-of-the Art

 7 meter tall Coke Oven Batteries with coke dry quenching

 Biggest Blast Furnaces in the country
 Bell-less top charging system in Blast Furnace
 100% slag granulation at the Bf Cast House
 Suppressed combustion – LD gas recovery system
 100% continuous casting of liquid steel
 “Temporal” and “Stemcor” cooling process in LMMM & WRM respectively
 Extensive waste heat recovery systems
 Comprehensive pollution control measure

Vision 2025 :

To be the most efficient steel maker having the largest single location shore based steel
plant in the country.

OBJECTIVES:

 Achieve Gross Margin to Turnover ratio > 10%

 Achieve rated capacity of new & revamped units by 2017-18.

 Capture markets for high-end value added products by focusing on sector

specific applications and customer needs.

14
  Globalization of operations through acquisitions of mines and setting up of
marketing net work abroad.

 Create a high performance and safe work culture by nurturing talent and
developing leaders.
 To grow in harmony with the environment & communities around us.

CORE VALUES:

Initiative : Have a self propelled & proactive approach.

Decisiveness : Decide with speed& clarity.

Ethics : Be consistent with professional & moral values.

Accountability : Take responsibility for actions.

Leadership : Lead by example.

Speed : Demonstrate swiftness and efficiency in everything

we do.

15
 Major Sources of Raw Materials
Table 2.3

Raw Material Source

Iron Ore Lumps & Fines Bailadilla, MP
BF Lime Stone Jaggayyapeta, AP
SMS Lime Stone UAE
BF Dolomite Madharam, AP
SMS Dolomite Madharam, AP
Manganese Ore Chipurupalli, AP
Boiler Coal Talcher, Orissa
Coking Coal Australia
Medium Coking Coal(MCC) Gidi/swang/Rajarappa/Kargali

Main Products of VSP:

Table 2.4

Steel Products By-Products By-Products

Angles Nut Coke Granulated Slag
Billets Coke Dust Lime Fines
Channels Coal Tar Ammonium Sulphate
Beams Anthracene
Squares HP Napthalence
Flats Benzene
Rounds Toulene
Re-Bars Xylene
Wire Rods Wash Oil
16
MAJOR DEPARTMENTS

1. RAW MATERIAL HANDLING PLANT (RMHP)

Visakhapatnam Steel Plant requires quality materials viz, Iron Ore, fluxes (lime stone,
dolomite), coking and non-coking coals etc, for producing liquid steel. To handle such a
large volume of incoming raw materials received from different sources and to ensure
timely supply of consistent quality of feed materials to different VSP consumers, raw
material handling plant serves a vital function. This unit is provided with elaborate
uploading, blending, stacking& reclaiming facilities viz. wagon tipplers, ground and track
hoppers, stock yards crushing plants, vibrating screens, twin boom stickers and blender re
claimers.

2. COKEOVENS & COAL CHEMICAL PLANT (CO&CCP):

Blast furnaces, the mother units of any steel plant require huge quantities of
strong, hard and porous solid fuel on the form of hard metallurgical coke for supplying
necessary heat for carrying out the reduction and refining reactions besides acting as a
reducing agent.

Coke is manufactured by heating of crushed coking coal (< 3mm) in absence of air at
temperature of 1000 degrees centigrade and above for 16 to 18 hours. A coke oven
comprises of two hollow chambers namely coal chamber and heating chamber a gaseous
fuel such as blast furnace gas; coke oven gas etc is burnt. The heat so generated is
conducted through the common wall to heat and carbonize the coking coal placed in the
adjacent coal chamber.

At VSP there are FOUR coke oven batteries, 7mt tall and having 67 ovens each. Each
oven is having a volume of 41.6cu.mt & can hold up to 31.6 tonnes of dry coal charge.
The carbonization takes place at 1000-1050 deg centi in absence of air for 16 to 18 hours.

3. SINTER PLANT (SP):

17
 Sinter is a hard porous ferrous material obtained by agglomeration of iron ore
fines, coke breeze, and lime stone fines, metallurgical wastes etc.

Sinter is a better feed-material to blast furnace in comparison to iron ore lumps

and its usage in blast furnaces help in increasing productivity, decreasing the coke rate
&improving the quality of the hot metal produced. Sintering is done in 3 sinter machines
of Dwight Lloyd type by heating the prepared feed on a continuous metallic belt made of
pallets at 1200-1300 deg c.

Hot sinter discharged from sintering machine is crushed to +5mm-50mm

size and cooled before dispatching to blast furnaces. The dust laden air from the machines
are cleaned in the scrubbers and electro static precipitators to reduce the dust contents to
100mg/m3 level before allowing to escape in to the atmosphere and thus helping in
maintaining a clean and dust pre environment.

4. BLAST FURNACES (BF):

Hot metal is produced in blast furnaces which are tall vertical furnaces. The
furnace is named blast furnace as it runs with blast with high pressure and temperature.
Raw materials such as sinter/iron ore/ lumps, fluxes and coke are charged from the top
and hot blast at 1100 deg c – 1300 deg c and 5.75 kg pressure is blown almost from the
bottom. The furnaces are designed for 80% sinter in the burden.
VSP has THREE 3800 cu. mt. blast furnaces equipped with Paul worth bell less
top equipment with conveyor charging named as Godavari and Krishna after the two
rivers of A.P.

5. STEEL MELTING SHOP:

Steel is an alloy of iron with carbon up to 1.8%, hot metal produced in blast
furnace contains impurities such as carbon silicon manganese silver and phosphorus is
not suitable as a common engineering metal. To improve the quality the impurities are to
be eliminated by oxidation process.

18
 VSP produces steel employing of top blown oxygen converters called L.D. Liquid
steel produced in L.D. converters is solidified in the form of blooms in continuous bloom
casters. To homogenize the steel and to raise its temperature if needed steel is first routed
through, organ releasing station input (injection refining and up temp) / ladle furnaces.
VSP has at present, 5 LD Converters .

6. LIGHT AND MEDIUM MERCHANT MILL (L.M.M.M.):

LMMM comprises of two units. in the billet down mill 250 x 320mm size blooms
are rolled into billets of 125 x 125 mm size. After heating them into two nos. of beam
furnaces of 200 tones capacity each. These billets are supplied from this mill to bar mill
of LMMM and wire rod mill.

The billets for rolling in bar mill or LMMM are first heated in two strand roller
earth furnace of 200 t/h capacities to temp. Of 1150 deg c to 1200 deg c. the mill is
facilitated with temp. Core heat treatment technology evaporative cooling system in
walking beam furnaces, automated piling and bundling facilities and computerization.
This mill designed to produce 7, 10,000 tones per annum of various finished
products such as rounds, rebars, squares, flats, angles, channels.

7. WIRE ROD MILL (WRM):

Wire rod mill is a four strand, 25 strands; fully automated and sophisticated mill.
The mill has a four zone combination type reheating furnace for heating the billets
received from billet mill or LMMM or rolling temp. of 1200 deg c. the mill produces
rounds in 5.5 – 12mm range and re bars in 8-12mm range. The mill is equipped with
standard and retarded stelmore lines for producing high quality wire rods in low medium
and high carbon grade meeting the stringent national and international standards.

8. MEDIUM MERCHANT AND STRUCTURAL MILL (MM&SM):

19
 This mill is a high capacity consisting of 20 strands arranged in three trains. The
feed material to the mill is 250 x 250 mm size bloom which is heated to rolling temp. of
1200 deg c in two walking beam furnaces. The mill is designed to produce 8, 50,000
tones /annum of various products such as rounds, squares, flats, angles, channels, t-bars,
IPE beams/he beams.

9. ROLL SHOP & REPAIR SHOP (RS & RS) :

Roll shop & Repair shop is in the complex of Rolling mills catering to the needs
of mills in respect of roll assemblies, guides few maintenance spares and roll pass design.
Geographically this dept. is in three areas as Roll shop-1, Roll shop-2 and Area Repair
Shop. The main activity of this shop is Roll pass Design, grooving of rolls, assembly of
rolls with bearings,

Preparation of guides and their service and manufacture/repair of mill

maintenance spares.

For the first time in the country, VSP has adopted CNC technology for grooving
of steel rolling mill rolls. High constant respective accuracy, higher productivity, use of
standard tool for any groove turning, elimination of the use of different templates, easier
to incorporate groove modification etc., are some of the advantages of CNC lathes over
the conventional one.

The Roll Pass design section takes care of design of grooves for
development of new sections, modification of existing pass designs for improving
the productivity and quality. Preparation of rolling schedules, groove detail and
distribution and template drags, part programming for grooving of rolls on CNC
lathes. This section also looks after procurement of rolls, establishment and
improvement of their performance, failure analysis of rolls etc.

WRM (Wire Rod Mill)-2 With the availability of concast products from New Steel Melt
Shop, a new double stand wire Rod Mill is being installed to produce 600,000 tons per
year of plain rods in coil form in the size range of 5.5 mm dia. to 20 mm dia.

20
 The mill shall be designed keeping provision for producing 750,000 tons per year in
future.

SBM (Special Bar Mill)

The special bar mill will produce about 7,50,000 tons per year of plain rounds in the
straight length and in coil from in about 5200 hours

The bar size shall be in the range of 20mm to 45mm with a provision to roll 16 mm and
18 mm rods.

The mill will be kept in the mill for producing 9,00,000 tons per year of special bars
when the market demand increases.

PRODUCTION FLOW CHART

Coke Ovens & Cool

Raw Materials Handing
Chemical Department Sinter Plant
Plant

Blast Furnace

Converter Shop

Continuous Casting

Wire Rod Mill Medium Merchant &

Structural Mill
Light Medium Merchant
Mill
21
OHSAS- 18OO1 CERTIFICATION:

Visakhapatnam Steel Plant (Vizag Steel) is an ISO 9001, ISO 14001, and OHSAS
18001, certified public sector organization in India. It is the only steel plant in India,
which had all the three certificates. This paper reviews key aspects like hazard
identification and risk assessment (HIRA) carried out in 50 departments for physical,
chemical and Biological hazards, risk control measures taken, dissemination of
occupational risk management information to 17,000 workforce as a part of OHSAS
18001 certification process.

It is widely recognized that the work itself and the work environment are factors
are paramount importance for health and well-being of the working and general
population. Most industrial jobs are inherently associated with certain working conditions
which are inimical to health and workers exposed to them sooner or later succumb to
their adverse influence unless adequately protected. The principles of occupational risk
management may be the same in developed and developing countries. However, there can
be a wide diversity in practice. A major trend in the regulation of industrial risks to
human health and the environment is the provision of relevant information to all
stakeholders and risk bearers. The British Standard Institute (BSI): Occupational Health
and Safety Assessment Series (OHSAS) specification provide theoretical insights to
enable an organization to control its occupational health and safety (OH&S) risks and
improve its performance.

We summarize the role of occupational health services department in hazard

identification, risk assessment and risk control at various working environments with an
emphasis on continual improvement and occupational risk management.

22
 HUMAN RESOURCES

HRD PHILOSOPHY IN VISAKHAPATNAM STEEL PLANT:

 Employees of the organization are greatest and most valuable resources.

 Whole on the one hand, HRD should appropriately harness the employee potential for
the attainment of the company objective, the company on the other, as its corporate
responsibility, should crate and enabling climate where in human talent gets the best
opportunity for self expression, all round development and fulfillment,
 People are more than mere resources and therefore it will be the company’s sincere
endeavor to treat people with all the respect and that is warranted when employees are
seen as more mere instrumentalities.

 HRD as a management function will be given a place of strategic priority, along with
function like production, maintenance, materials on finance in the overall scheme of
management action in the company.
 HRD does not refer to training alone, nor it is just a new name for training.

 RINL/VSP HRD refers to creative and innovative initiatives in several management

functions for the development and growth of employees

 HRD should eventually be a core philosophy of all management actions and should
not remain merely a departmental/ sectional activity.

lts functional and divisional heads responsible of various activities of the company
will imbibe the HRD spirit and suitability integrate HRD into their plans, decisions and
actions.

23
HRD OBJECTIVES OF VISAKHAPATNAM STEEL PLANT:

 To provide initially a suitable match between employee competence level and

company’s work requirements
 To faster an appropriate climate and culture which nurtures employee competence and
adequate motivational levels for the application of their abilities to assigned jobs/roles
with required commitment.

 To enable employees seek greater identification with the company by fusing

management decisions and actions with the requisite care, concern and developmental
approach.

 To initially enable the employees and the organization achieve its mission and
objectives and business goals through HRD

QUALITY POLICY OF VISAKHAPATNAM STEEL PLANT:

Employees of Visakhapatnam Steel Plant are committed to supply their

customer’s quality products and services. To accomplish this Visakhapatnam Steel Plant will:
 Manufacture products as per specification and standards agreed with the customer.
 Follow clearly documented procedures for achieving expected quality standard of
products and services.
 Continuously strive to improve quality of all material, processes and products.

TECHNOLOGICAL HIGHLIGHTS OF VSP :

 First shore based integrated steel plant.

 Selective crushing with pneumatic separation of coal blend.
 7 Meter tall Coke Ovens.
 Dry Quenching of hot coke and production of steam and power from hot inert gases.
 Bases-mix yard for the Sinter Plant.

24
  3200 cu. m Blast Furnace having bell-less top equipment with conveyor charging.
 Granulation of 100% molten slag at the Cast House.
 B.F. top pressure recovery turbine for power generation.
 Desulphurization facilities for pre-treatment of hot metal.
 Sub lance measurement of dynamic blowing control with computer.
 100% continuous casting of liquid steel.
 High capacity, high speed, computer controlled multi-line mills.
 Use of on-line heat treatment “Temp core” processes for reinforcement bars.
 Use of No twist rolling and controlled cooling “Stanmore” of wire rods.
 Incorporation of peripheral yard of incoming and outgoing materials.
 First integrated steel plant onto receive ISO 9002 certification for all its products.

Quality, Environment and Occupational Health & Safety Policy:

We, at Visakhapatnam Steel Plant, are committed to meet the needs and expectations of
our customers and other interested parties, the occupational health and safety of our work
force and to preserve the environment. The accomplish this, we will.
 Supply quality goods and services to customers delight
 Document, implement, maintain & periodically review the management systems
including the policy, objectives and targets.
 Use resources efficiently and reduce waster & prevent pollution.
 Comply with all relevant legal, regulatory and other requirements applicable to
products, activities and processes in respect of Quality
 Environment, Occupational health & Safety and also ensure the same by contractors.

 Continually improve quality, environment, occupational health and safety

performance with respect to products, activities, processes.
 Encourage development and involvement of employees.
 Maintain high level of quality, environment, occupational health and safety
consciousness amongst employees and contract workers by imparting education and
training

25
HR Policy:

We, at Visakhapatnam Steel Plant, believe that our employees are the most important
resources. To realize the full potential of employees, the company is committed to :

 Provide work environment that makes the employees committed and

motivated for maximizing productivity

 Establish systems for maintaining transparency, fairness and equality in

dealing with employees

 Empower employees for enhancing commitment, responsibility and o

accountability

 Encourage teamwork, creativity, innovativeness and high achievement

orientation.
 Provide growth and opportunities for developing skill and knowledge
 Ensure functioning of effective communication channels with employees.

POLLUTION CONTROL AND ENVIRONMENTAL PROTECTON

Elaborate measures have been adapted to combat air and water pollution in
Visakhapatnam Steel Plant. In order to be Eco friendly Visakhapatnam Steel Plant has
planted more that 3 million trees in area of 35 square kilo meters and incorporated various
technologies at a cost of Rs 460 control measures.

WELFARE AMENITIES OF VISAKHAPATNAM STEEL PLANT

Modern town shop will all amenities has been developed with 8032 quarters to
house the plant employees and other agencies in 11 sections. The township is having best
facilities in terms of drinking water supply, drainage, roads, modern’s hospital, community
centre, parks, schools, shopping complexes, recreational facilities etc., to cater to needs of the
employees.

26
MAN POWER PROFILE OF VSP

Table 2.5

S No Category of Employees No of Employees

(as on 31-03-2016)

1 Executives 6085
2 Non-Executives (Charge man, Technicians, 11788
Ministerial Staff and Khalasis

Total 17873

Achievements & awards:-

The efforts of VSP have been recognized in various forums . Some of the major awards
received by VSP are in the area of energy conservation, environment protection, safety,
Quality, Quality circles, Rajbhasha, MOU, sports related awards and a number of awards
at the individual level.

Some of the important awards received during 2016 by VSP are

indicated below:
rd
# Corporate Vigilance Excellence Award for the year 2015-16 (3 time)

# PM’s Shram Awards for Rinl-2 Employees

# ISO 27001 Certificate awarded to RINL

# TOLIC – Town Official Language Implementation Committee (TOLIC) Rajbhasha

shield First Prize 2015-16

# IIIE Performance Excellence Award-2015 under Organization category

th
# National Vigilance Excellence Award-2016 (5 time)

27
# In ICQCC -2016 (International Convention on Quality Control Circles at Bankok,
Thailand) , 3 QC and 2 kaizen teams have won Gold Medals .

# RINL certified with C 10-100 Award for Excellence in Information Technology

# RINL Bags Rajbhasha Keerthi Puraskar for the year 2015-16

# RINL- 4 Employees bag Vishwa Karma Rastriya Puraskar (VRP) Awards

# Ispat Rajbhasha Shield for the years 2014-15 and 2015-16

# Shri P. Madhusudan, CMD certified with best CEO Award during NATCOM-2016
(Convention in Materials Management)

th
# RINL bags QCFI Award for Best PSU-2016 (6 time)

Today, VSP is moving forward with an aura of confidence with pride amongst its
employees who are determined to give their best for the company to enable it to reach
new heights in organizational excellence.

28
 CHAPTER-III
THEORITICAL FRAME WORK
 THEORETICAL FRAME WORK OF TRAINING &
DEVELOPMENT

Training and development progress perform vital functions with in public

organizations. Few new employees in an agency or department can immediately perform
the task for which they were hired. Also employees must acquire new skills and abilities
to meet new demands and responsibilities.

Training and development programs include any planned efforts by the

organization to poster and enhance the learning of job – related behaviour by employees.
Training efforts generally have specific, short – term task –related goals. In contrast,
development programs have broad, long – term, organization – related goals.

Training and development are related to personal functions such as:- Firstly
Recruitment and Selection procedures affect the amount of training Required for new
employees and the capacity of employees to benefit from training. If recruitment and
Selection provide good hires, there is less demand for training.

Second, job analysis is directly related to training and development.

Thirdly, performance appraisals are very important in designing and evaluating

training and development efforts.

Finally, Training and development are related to organizational development,

which is concerned with the organizational over all health and effectiveness.

A study of training and development in the Indian steel industry brings out
various dimensions of building up skilled manpower in the field of management as well
as technology in the country, which made a very nebulous in the technology.

Defining training:-

According to Flippo, “training is the act of increasing the Knowledge and skills of
an employee for doing a practical job”.

29
Basic Information
At its most basic form, a piece of information about something is a “unit of awareness”

about the thing. (A field of philosophy, epistemology, includes analysis of what is really
information and what isn’t. This field might visit the question: “If a tree falls in the
forest, does it make a sound?”) Some people think that this awareness occurs only in the
brain and, therefore, usually comes from some form of thought. Other people also accept
information as a form of realization from other forms of inquiry, e.g., intuition.

Knowledge
Knowledge is gleaned by organizing information. Typically, information evolves to
knowledge by the learner’s gaining context, perspective and scope about the information.

Skills
Skills are applying knowledge in an effective and efficient manner to get something done.
One notices skills in an employee by their behaviors.

Task
A task is typically defined as a unit of work, that is, a set of activities needed to produce
some result, e.g., vacuuming a carpet, writing a memo, sorting the mail, etc. complex
positions in the organization may include a large number of tasks, which are sometimes
referred to as functions.

Job
A job is collection of tasks and responsibilities that an employee is responsible to
conduct. Jobs have titles.

Role
A role is the set of responsibilities or expected results associated with a job. A job usually
includes several roles.

30
Learning

Typically, learning is viewed as enhancing one’s knowledge, understanding or skills.

Some people see learning as enhancement to one’s knowledge, awareness and skills.
Some professionals view learning as enhancing one’s capacity to perform. Some view
learning as a way of being that includes strong value on receiving feedback and
increasing understanding. It’s important to note that learning is more than collecting
information – more than collecting unreferenced books on a shelf. Depending on the
needs of the learner, knowledge is converted to skills, that is, the learner knows how to
apply the knowledge to get something done. Ideally, the skills are applied to the most
appropriate tasks and practices in the organization, thereby producing performance –
results needed by the organization.

Continuous Learning

Simply put, continuous learning is the ability to learn to learn. Learning need not be a
linear event where a learner goes to a formal learning program, gains areas of knowledge
and skills about a process, and then the learning ceases. If the learner can view life
including work as a “learning program”, then the learner can continue to learn from
almost everything in life. As a result, the learner continues to expand his or her capacity
for living, including working

Training

Term is often interpreted as the activity when an expert and learner work together to
effectively transfer information from the expert to the learner (to enhance a learner’s
knowledge, attitudes or skills) so the learner can better perform a current task or job.

Education

This term seems to be the most general of the key terms in employee training. Some
professionals view education as accomplishing a personal context and understanding of
the world, so that one’s life and work are substantially enhanced, e.g., “Go get an

31
education.” Others view the term as the learning required to accomplish a new task or
job.

Development

This term is often viewed as a broad, ongoing multi-faceted set of activities (training
activities among them) to bring someone or an organization up to another threshold of
performance. This development often includes a wide variety of methods, e.g., orienting
about a role, training in a wide variety of areas, ongoing training on the job, coaching,
mentoring and forms of self-development, some view development as a life-long goal
and experience.

Training & Development

Organization and individual should develop and progress simultaneously for their
survival and attainment of mutual goals. So, every modern management has to develop
the organization through human resources development. Employee training is the most
important sub-system of human resources development. Training is a specialized function
and is one of the fundamental operative functions for human resources management.

Social Skills
The employees are provided opportunities to acquire and sharpen such behavioural and
human relation skills as are necessary for improved interpersonal relationship better
teamwork and effective leadership.

Techniques

This involves teaching of applications of knowledge and skill to dynamic

situations.

32
Attitudes
This involves attitudinal change in the direction of increased work commitment
and positive orientation towards the organization and the society in general. The bases of
attitudes and the knowledge and skill with which to change them have to be carefully
diagnosed.

Experience
It cannot be taught in the classroom. It is the result of practicing the use of
knowledge, skills, techniques and attitudes over a period of time in different work
situations.

Objectives
The objectives of this study is to bring out the man power profile of the industry
and a range of varying inputs which determine the development and growth of human
resources in the steel industry in India.

Activities
 Adopt a planned approach towards Training and development in RINL.
 Design and conduct suitable training package for freshers at various intake levels
incorporating concepts of job enrichment and multiskill approach to work.
 Design and conduct suitable training package for the employees as per need to
develop skills, knowledge and attitude.
 Assist in developing standard operating/maintenance practices for technological
areas of the plant/unit.
 To expose selected employees to latest technologies and work practices abroad.

 Motivate and develop internal training faculty.

 Knowledge sharing and giving adequate opportunities to the employees for self-
development.

33
  To make training productive and cost effective.
 Organize training of apprentices as per act obligations.
 Constantly enrich the quality of training and upgrade training facilities to meet the
requirement.
 "Sell" training to outside organizations on commercial terms and generate revenue
for RINL.
 To have interaction with academic institutions and fulfill social obligations.

Training Objectives
 Identifying training needs
 Providing training input
 Creating learning environment
 The integrated steel plant is being fully managed now by Indian technicians and
engineers.
 Workers have developed sufficient skill even to put up steel plant abroad.

34
 FLOW CHART FOR TRAINING PROCESS

START

Establish/modify criteria for each post/cadre covering Knowledge & Skills

Receive & Compile data on individuals in the Personal Files

Do a gap analysis and document/establish the training needs

Identify training topics and Plan for the

training/other activities and prepare training plan

Identify faculty, venue and material for the training

Identify courses for external training

Schedule and organize training or other activities

Conduct Training

Is

The training

Effective?

Update training records & store

END

35
Goal of Training

Training has certain goal, where the main aim is to train the employees with the best
of the knowledge available so that performance is achieved to the maximum and as well
it leads to higher job satisfaction. The questions in this section are designed to training
implements for the employees.

Help the owner-manager define the objective or goal to be achieved by a training

program. Whether the objective is to conduct initial training, to provide for upgrading
employees, or to retrain for changing job assignments, the goal should be spelled out
before developing the plan for the training program.

 Do you want to improve the performance of your employees?

 Will you improve your employees by training them to perform their present tasks
better?
 Do you need to prepare employees for newly developed or modified jobs?
 Is training needed to prepare employees for promotion?
 Is the goal to reduce accidents and increase safety practices?
 Should the goal be to improve employee attitudes especially about waste and
spoilage practices?
 Do you need to improve the handling of materials in order to break production
bottlenecks?
 Is the goal to orient new employees to their jobs?
 Will you need to teach new employees about overall operations?
 Do you need to train employees so they can help teach new workers in an expansion
program?

36
What should the Employees Learn:

Once the objective or goal of the program, is set, you will need to
determine the course or the subject. The following questions will help us to decide what
the employee needs is terms of duties, responsibilities, and attitudes.

 Can the job be broken down into steps for training purposes?
 Are there standards of quality which trainees can be taught?
 Are there certain skills and techniques that trainees must learn?
 Are there hazards and safety practices that must be taught?
 Have you established the methods that employees must use to avoid or minimize
waste and spoilage?
 Are there materials handling techniques that must be taught?
 Have you determined the best way for the trainees to operate the equipment?
 Are there performance standards that employees must meet?
 Are the attitudes that need improvement or modifications?
 Will information on your products help employees to do better job?
 Will the employee need instruction about departments other than his or her own?

Types of Training

The type of training to be offered has an important bearing on the balance of the
program. Some types lend themselves to achieving all of the objectives or goals, while
others are limited. Therefore you should review the advantages of each type in relation to
your objective or goal.

 Can you train on-the-job so that employees can produce while they learn?
 Should you have classroom training conducted by a paid instructor?
 Willa a combinations of scheduled on-the-job training and vocational classroom
instruction work best for you?
 Can your goal be achieved with a combination of on-the-job training and
correspondence courses?

37
 Method of Instruction

One or more methods of instruction may be used. Some are better for on type of
training than another. For example, lectures are good for imparting knowledge, and
demonstrations are good for teaching skills.

 Does the subject matter call for a lecture or series of lectures?

 Should the instructor follow up with discussion sessions?
 Does the subject matter lend itself to demonstrations?
 Can operating problems be simulated in a classroom?
 Can the instructor direct trainees while they perform the job?

Type of Audio Visual Aids

Audiovisual aids help the instructor to make points and enable the trainees to
grasp and retain the instructions.

 Will a manual of instruction – including job instruction sheets – be used?

 Will trainees be given an outline of the training program?
 Can outside textbooks and other printed materials be used?
 If the training lends itself to the use of motion pictures, filmstrips or slides, can
you get ones that show the basic operations?
 Do you have drawings or photographs of the machinery. Equipment or products
that could be enlarged and used?
 Do you have miniatures or models of machinery and equipment that can be used to
demonstrate the operation?

38
 DEVELOPMENT

Development is the process of changing an organization, its employees, its stakeholders,

and groups of people within it, using planned and unplanned learning, in order to achieve
and maintain a competitive advantage for the organization. Roth well notes that the name
may well be a term in search of a meaning, like so much in management, and suggests
that it be thought of as selective attention paid to the top 10% of employees, either by
potential or performance. While talent development is reserved for the top management it
is becoming increasingly clear that career development is necessary for the retention of
any employee, no matter what their level in the company. Research has shown that some
type of career path is necessary for job satisfaction and hence job retention.

Perhaps organizations need to include this area in their overview of employee

satisfaction. The term talent development is becoming increasingly popular in several
organizations, as companies are now moving from the traditional term training and
development. Talent development encompasses a variety of components such as training,
career development, career management, and organizational development, and training
and development. It is expected that during the 21st century more companies will begin
to use more integrated terms such as talent Training and Development. Employee training
is distinct from management development or executive development. While the former
refers to training given to employees in the areas of operations, technical and allied areas
the latter refers to developing an employee in the areas of principles and techniques of
management, administration, organization and allied areas.

OBJECTIVES OF DEVELOPMENT

Attitude Tuning

It is done to broaden the mind of employees by providing them with opportunities for an
inter change of experiences within and outside. Development helps in correcting the
narrowness of outlook, emotional stability, analytical ability, acquiring long term
perception, professional ethics, and social objectives.

39
Motivation

One of the objectives of development is to boost individual and collective moral and
motivate the employees through words and deeds.

Leadership

To build and maintain an appropriate working climate, develop decision making abilities
and delegation through adaptive leadership.

Communication

Communication helps in maintaining good inter personal and inter group relations, it also
helps in Conflict settlement, compromises.

Paradigm Shift

To prepare the employee both the new and the old to meet the present as well as changing
requirement of the job and the organization.

IMPORTANCE OF DEVELOPMENT

Increase in moral and motivation of employees

Development increases employee’s moral and motivation by inculcating sense of better

self-confidence. Higher efficiency and productivity gives higher job satisfaction, which
motivates him to work attentively.

Better human relations

Development gives the employees an opportunity to cultivate better inter personal and
human relations. Development in the sense is sharing of experiences and helps in
improving the quality of human relations. This facilitates smooth and harmonious
functioning of the organization.

40
Development and promotion

Development not only improves the knowledge and skills for doing the existing job
successfully but also helps the employees with abilities and attitudes needed for higher
positions. In a way development aids in contribution to growth of their personality.

Accuracy

It makes the employee more proficient and competent and enables him to avoid mistakes.
It helps an individual in making better decision and solving efficiently.

Differences between Training and Development

Table 3.1

S No Area Training Development

1. Content Technical skills and Managerial and behavioural
knowledge skills and knowledge

2. Purpose Specific job-related Conceptual and general

knowledge

3. Duration Short-term Long-term

4. For whom Mostly technical and non- Mostly for managerial
managerial personnel personnel

Importance of Training

The importance of human resources management to a large extent depends

on human resources development and training is its most important technique. No
organization can get a candidate who exactly matches with the job and the organization
requirements. Hence, training is important to develop the employee and make him
suitable to the job. Training works towards value addition to the company through HRD

41
Trained employees would be a valuable asset to an organization. Organizational
efficiency, productivity, progress and development to a greater extent depend on training.
Organizational objectives like viability, stability and growth can also be achieved through
training. Training is important, as it constitutes a significant part of management control.
Training enhances 4Cs for the organization viz.

 Competence
 Commitment
 Creativity and
 Contribution

NEEDS OF TRAINING

The need for the Training arises due to the following reasons:

I, To March the Employee Specifications with the Job Requirements and

Organizational Needs
Management finds deviations between employee’s present specifications
and the job requirements and organizational needs. Training is needed to fill these gaps
by developing and moulding the employee’s skill, knowledge, attitude, behaviour etc. to
the tune of the job requirement and organizational needs.

II, Organizational Viability and the Transformation Process

The primary goal of the organizations is that their viability is continuously
influenced by environmental pressure. If the organization does not adapt itself to the
changing

III, Technological Advances

Every organization in order to survive and to be effective should adopt the latest
technology i.e. mechanization, computerization and automation. Adoption of latest
technological means and methods will not be complete until they are named by

42
employees to enrich them in the areas of changing technical skills and knowledge from
time to time.

IV, Organizational Complexity

with the emergence of increased mechanization and automation,
manufacturing of multiple products and by-products or dealing in services of diversified
lines, extension of operations to various reigns of the country or in overseas countries,
organization of most of the companies has become complex. This creates the complex
problems of co-ordination and integration of activities adaptable for and adaptable to the
expanding and diversifying situations. This situation alls for training in the skills of co-
ordination, integration and adaptability to the requirements of growth, diversification and
expansion.

v. Human Relations:
trends in approach towards personnel management has changed from the
commodity approach to partnership approach, crossing the human relational approach. So
today management of most of the organizations has to maintain human relations besides
maintain should industrial relations although hitherto the managers are not accustomed to
deal with the workers accordingly. So, training in human relations is necessary to deal
with human problems (including alienation, interpersonal and inter-group conflicts etc.)

vi. Changes in the job assignment

Training is also necessary what the existing employee is promoted to the
higher level in the organization and when there is some new job or occupation due to
transfer. Training is also necessary to equip old employees with the advanced disciplines,
techniques or technology.

The need for the training also arises to:

 Increase productivity
 Improve quality of the product/service

43
  Help a company to fulfill its future personnel needs
 Improve organizational climate
 Improve health and safety
 Prevent obsolescence
 Effect personal growth
 Minimize the resistance to change and
 To act as mentor

Training Objectives

Generally line managers ask the personnel manager to formulate the training
polices. The personnel manger formulates the following training objective in keeping the
company’s goals and objectives:
 To prepare the employee, both new and old to meet the present as well as the
changing requirements of the job and the organization.
 To prevent obsolescence.
 To impart the new entrants the basic knowledge and skills they need for an intelligent
performance of a definite job.
 To prepare employees for higher level tasks.
 To assist employees to function more effectively in their present positions by
exposing them to the latest concepts, information and techniques and developing the
skills they will need in their particular fields.
 To build up a second line of competent officers and prepare them to occupy more
responsible positions.
 To broaden the minds of senior managers by providing them with opportunities for an
interchange of experiences within and outside with a view to correcting the
narrowness of outlook that may arise from overspecialization.
 To develop the potential abilities of people for the next level job.
 To ensure smooth and efficient working of a department.
 To ensure economical output of required quality.

44
 To promote individual and collective morale, a sense of responsibility, cooperative
attitudes and good relationships.

Assessment of Training Needs

Training needs are identified on the basis of organizational analysis, job analysis
and manpower analysis. Training programme, training methods and course content are to
be planned on the basis of training needs. Training needs are those aspects necessary to
perform the job in an organization in which employee is lacking attitude/aptitude,
knowledge and skill.
Training Needs = (Job and Organizational requirements – Employees
Specifications)

Assessment Methods

The following methods are used to assess training needs:

 Requirements/weakness.
 Departmental requirements/weaknesses.
 Job specifications and employee specifications.
 Identifying specific problems
 Antic Organization repeating future problems.
 Management’s requests.
 Observation.
 Interviews.
 Group conferences.
 Questionnaire surveys.
 Test of examinations.
 Check lists.
 Performance appraisal.

45
Methods used in Training Needs Assessment
Table 3.2
Group or Organizational Analysis Individual Analysis
T
Organizational goals and objectives Performance appraisal
r Work sampling
Personnel/Skills inventories
Interviews
a Organizational climate indices
i Efficiency indices Questionnaires
Exit interviews Attitude survey
n Attitude survey
MBO or work planning systems
i Quality circles Rating Scales
Observation of Behaviour
nCustomer survey/satisfaction
Consideration of current and projected changes
g
Methods

The training programmers commonly used to train operative and supervisory

personnel in the organization. These training programmers are classified into on – the job
and off –the –job programmers.

Training Methods

On-the-job Methods Off-the-job Methods

- Job rotation - Vestibule training

- Coaching - Role Playing

- Job instruction - Lecture Methods
- Training through step-by-step - Conferences or
Discussions
- Committee Assignments - Programmed
Instruction
46
On-The-Job Training Methods

This type of training also known as job instruction training is the most commonly
use method. Under this method, the individual is placed on a regular job and taught the
skills necessary to perform that job. The trainee learns under the supervision and
guidance of a qualified worker instructor. On-the-job training has the advantage of giving
first hand knowledge and experience under the actual working conditions. While the
trainee learns how to perform a job, he is also a regular worker rendering the services for
which he is paid. The problem of transfer of trainee is also minimized as the person learns
on-the-job. The emphasis is placed on rendering services in the most effective manner
rather than learning how to perform the job. On-the-training methods include job rotation,
coaching, job instruction or training through step-by-step and committee assignments.

1. Job Rotation
This type of training involves the movement of trainee from on job to another.
The trainee receives job knowledge and gains experience from his supervisor of trainer in
such of the different job assignments. Though this method of training is common in
training managers for general management positions, trainees can also be rotated from
job to job in workshop jobs. This method gives an opportunity to the trainee to
understand the problems of employees on other jobs and respect them.

2. Coaching

The trainee is place under a particular supervisor who functions as a coach in

training the individual. The supervisor provides feedback to the trainee on his
performance and offers him some suggestions of improvement. Often the trainee share
some of the duties and responsibilities of the coach and relieves him o his burden. A
limitation of this method of training is that the trainee may not have the freedom or
opportunity to express his own ideas.

47
 3. Job Instruction
This method is also known as training through step by step. Under the
method, the trainer explains to the trainee the way of doing the jobs, jobs, job knowledge
and skills and allows him to do the job. The trainer appraises the performance of the
trainee, provides feedback information and corrects the trainee.

4. Committee Assignments

Under the committee assignment, a group of trainees are given and asked to
solve an actual organizational problem. The trainees solve the problem jointly. It develops
teamwork

Off-the-Job Methods

Under this method of training, the trainee is separated from the job situation and his
attention is focused upon learning the material related to his future job performance.
Since the trainees is not distracted by job requirements, he can place his entire
concentration on learning the job rather than spending his time in performing it. There is
an opportunity for freedom of expression for the trainees. Companies have started using
multimedia technology and information technology is training off-the-job training
methods are

Vestibule Training

In this method actual work conditions are simulated in a class room, Material, files
and equipment which are used in actual job performance are also used in training. This
type of training is commonly used for training personnel for clerical and semiskilled jobs.
The duration of this training ranges from days to a few weeks. Theory can be related to
practice in this method.

48
Role Playing

It is defined as a method of human interaction that involves realistic behaviour in

imaginary situations. This method of training involves action, doing and practice. The
participants play the role of certain characters such as the production managers,
mechanical engineer, superintendents, maintenance engineers, quality control inspectors,
foremen, workers and the like. This method is mostly used for developing inter-personal
interactions and relations.

Lecture Method

The lecture is traditional and direct method of instruction. The instructor

organizes the material and gives it to a group it to a group of trainees in the form of a talk.
To be effective, the lecture must motivate and create interest among the trainees. An
advantage of the lecture method is that it is direct and can be used for a large group of
trainees. Thus, costs and time involved are reduced. The major limitation of the lecture
method is that it does not proved off transfer of training effectively.

Conference or Discussion

It is a method in training the clerical, professional and supervisory personnel.

This method involves a frump of people who pose ideas, examine and share facts, ideas
and data, test assumptions and draw conclusions, all of which contribute to the method, in
that the discussion involves tow-way communication and hence feedback is provided.
The participants feel free to speak in small groups. The success of this method depends
on the leadership qualities of the person who leads the group.

Programmed Instruction

In recent years, this method has become popular. The subject matter to be learned is
presented in a series of carefully planned sequential units. These units are arranged from
simple to more complex levels of instruction. The trainee goes through

49
 These units by answering questions or filling the blanks. This method is
expensive and time consuming.

THE TRAINING PRODCEDURE

The following training procedure is essentially an adoption of the job instruction

training course, which has been proved to have great value

The important steps in the training procedure are :-

Preparing the Instructor

The instructor must know both the job to be taught and how to teach it. The job must be
divided into logical parts so that each can be taught at a proper time without the trainee-
losing plant. For each part, on should have in mind the desired technique of instruction,
that is, whether a particular point is best taught by illustration, demonstration or
explanation.

A serious and committed instruction must:

 Know the job or subject he is attempting to teach.
 Have the aptitude and ability to teach
 Have willingness towards the profession.
 Have a pleasing personality and capacity for leadership
 Have the knowledge of teaching principles and methods.
 Be a permanent student, in the sense that he should equip himself with
the latest concepts and knowledge.

Preparing the Trainee

As in interviewing, the first step in training is to attempt to place the trainee at ease. Most
people are somewhat nervous when approaching an unfamiliar task. Though the
instructor may have executed this training procedure, many times he or she never forgets
its newness to the trainee. The quality of empathy is a nark of the good instructor.

50
Getting Ready to Teach

This stage of the programme is class hour teaching involving the following activities:

 Planning the programme

 Preparing the instructor’s outline
 Do not try to cover too much material
 Keep the session moving along logically
 Discuss each item in depth
 Repeat, but in different words.
 Take the material from standardized texts when it is available
 When the standardized text is not available, develop the program
me and course content biased on group approach, Group consists of
employer, skilled employees, supervisors, trade union leaders and
other
 Familiar with job requirements. Group prepares teaching material.
 Teach about the standard for the trainee like quality, quantity, waste
or scrap, ability to work without supervision, knowledge or
procedure, safety rules, human relations etc.
 Remember your standard, before you teach.

Presenting the Operation

There are various alternative ways of presenting the operation viz. Explanation,
demonstration etc. an instructor mostly uses these methods of explanation. In addition,
one may illustrate various points through the use of pictures, charts, diagrams and other
training aids.

Try out the Trainee’s Performance

As a continuation of the presentation sequence given above, the trainee should be asked
to start the job or operative procedure. Some instructor prefers that the trainee explain
each step before doing it, particularly if the operation involves any danger. The trainee,
through respective practice, will acquire more skill.

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TRAINING WITHIN INDUSTRY

Training to the employees can be provided both within the industry and outside
the industry. Training within the industry is provided through both on-the-job methods
and off-the-job methods.

Normally supervisors, foremen and supervisors provide the training to the

employees. Supervisors in coach the employees initially how to handle the machines,
materials, accounts, files, records etc., and also clarify the issues and doubts raised by the
employees.

Supervisors observe the employees when they carry-out the job on their own,
identify the mistakes that the employees commit, performance of the employee etc.
supervisors have to appreciate the employees publicly and counsel them privately
regarding their mistakes. Like this, the supervisors, teach, coach and instruct the
employees until they do the job perfectly.

In addition, some supervisors deliver the lectures to group of employees, take

them surround the factory or work place and ask them to observe when the supervisor is
handling a machine or material or files. The supervisors also arrange exhibitions of
carrying activities by different employees. In addition to coaching and step-by-step
training, managements also provide training through job rotation and committee
assignments.

Some industrial units establish their own training institutes or colleges and
arrange for training within the industry. These institutes or colleges use off-the-job-
training methods like lecture, role-plays, vestibule training, conferences and programmed
instructions.

Advantages

Almost all organizations prefer training within industry due to its advantages.

52
They are:

 Less cost, less time-consuming, High appropriate as the supervisors coach

 Familiarity of the employees to the work place and work environment of the
industry
 Loss of time due to employee absence to this work in minimum
 Employee’s progress an be judged easily and immediately.

ADVANTAGES OF TRAINING

Increased Productivity

An increase in skill usually results in an increment in both quality and quantity of output.
However, the increasingly technical nature of modern jobs demands systematic training
to make possible even minimum levels of accomplishment.

Heightened Morale

Possession of needed skills helps to meet such basic human needs as security and ego
satisfaction. Collaborate personnel and human relations programmes can make a
contribution towards morale, but they are hollow shells if there is no solid core of
meaningful work down with knowledge, skills and pride.

Reduced Supervision

More accidents are caused by deficiencies in people than by deficiencies in equipment

and working conditions, proper training in both job skills and safety attitudes should
contribute towards a reduction in the accident rate.

Reduced accidence

More accidents are caused by deficiencies in people than by deficiencies in equipment

and work in conditions. Proper training in both job skills and safety attitudes should
contribute towards a reduction in the accident rates.

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Increased Organizational Stability

The outcomes of training help for organizational stability by enhancing organizations

human capital. The ability of an organization to sustain its effectiveness despite the loss
of key personnel can be developed only through creation of a reservoir of employees,
Flexibility, the ability to adjust to short-run variations in the volume of work requires
personnel with multiple skills to permit their transfer to jobs where the demand highest.

EVALUATIN OF TRANING PROGRAMME

The specifications of values forms a basis for evaluation. The basis of evaluation
and the mode of collection of information necessary for evaluation should be determined
at the planning stage. The process of training evaluation has been defined as “any attempt
to obtain information on the effects of training performance and to assess the value of
training in the light of that information”. Evaluation leads to controlling and correcting
training program me. Hamblin suggested five levels at which evaluation of training can
take place. Viz. reactions learning, job behaviour, organization and ultimate value.

Reactions

Training program me is evaluated on the basis of trainee’s reaction to the usefulness of

coverage of the matter, depth of the course content, method of presentation, teaching
methods etc.

Learning

Training program me, trainer’s ability and trainee ability are evaluated on the basis of
quantity of content learned and time in which it is learned and the learner’s ability to use
or apply the content he learned.

54
Job Behaviour
This evaluation includes the manner and extent to which the trainee has applied his
learning to his job.

Organization
This evaluation measures the use of training, learning and change in the job behavior of
the department/organization in the form of increased productivity, quality, morale, sales
turnover and the like.

Ultimate Value
It is the measurement of the ultimate result of the contributions of the training
programme to the company goals like survival, growth, profitability etc. and to the
individual goals like development of personality and social goals like maximizing social
benefit.

Recent Development in Training

Employee Self Initiative

Employees have realized that change is the order of the day and hey have started
playing the role of an change agent. Consequently, employees identify their own training
needs, select appropriate training programmes organized by various organizations and
Undergo the training programmes. Thus, employees in recent times started taking
proactive learning measures on their own.

On-line training
Companies started providing on-line training. Trainees can undergo training by playing at
the place of their work. Participants complete course work from wherever they have
access to computer and Intranet/Internet. Different types of media are used for on-line
training.

55
Management Development

Organization provides managerial skills to its employees at all levels, in addition

to technical skills, Managerial skills are provided through management development
programmes whereas technical skills are provided through training.
Management Development is a systematic process of growth and development by
which the managers develop their abilities to mange. So, it is the result of not only
participation in formal coursed of instruction but also of actual job experience. It is
concerned with improving the performance of the managers by giving them opportunities
for growth and development, which in turn depends on organization structure of the
company.

Role of the Organization

“The role of the company in management development is to establish the

programme and the development opportunities for its present and potential managers.”
“Executive development is eventually something that the executive has to attain
himself. But he will do this much better if he is given encouragement, guidance and
opportunity by his company.”

Objectives of Management Development

The management development programmes are organized with a view to

achieving specific objectives they are :

 To improve the performance of the managers.

 To identify persons with the required potential and prepare them for senior
positions.
 To increase morale of the members of the management group.
 To increase versatility of the management group.
 To create the management succession, which can take over in case of
contingencies.
56
  To broaden the outlook of the executive regarding his role positions and
responsibilities.
 To understand the conceptual issues relating to economic, social and technical
areas.
 To stimulate creative thinking.

Need for Management Development Programme

The need for management development programme arises due to the following
reasons:

 Techno-managers like basic chemicals engineers, mechanical engineers,

information/systems engineers need to be developed in the areas of
managerial skills, knowledge and abilities.
 Professionalization of management at all levels particularly in service
organizations need the development of managerial skills and knowledge
particularly at lower and middle levels.
 Transmission of communist/socialistic societies into capitalistic economies
changed the structure of the principles of business. These changes along with
liberalization, privatization and globalization of business changed the
principle. Hence, development of the present managers in these new
principles/ areas I highly necessary.
 The need for management development raised due to providing technical
skills and conceptual skills to non-technical managers and managerial skills
and conceptual skills to technical managers.
 The intensive competition and consequently upon employment of various
grand strategies by various business organizations necessitates the
development of managers.

57
Principles of Management Development

The top management of a company should follow certain principals to make the
management development programmes effective. They are:

 The management should assess the development needs of its mangers at

different levels through performance analysis and development methods.
 Management should decentralize the responsibility of developing the
managers of different departments/units and make the head of the
department unit responsible for it.
 Management should integrate career planning and development of the
organization with the management development programme.
 Management development programme is a continuous process.
 The content of the programme should be need based for the individual
manager and the organization.

Method of Management Development

There are mainly two types of methods by which mangers can acquire the knowledge,
skills and attitudes and make themselves compact managers.
1. Formal Training
2. On-the-job experiences.

On-the-job Techniques
The important on-the-job training techniques are:
1. Coaching
2. Job rotation
3. Under study and
4. Multiple Management

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Coaching

In coaching, the trainee is placed under a particular supervisor who acts as an instructor
and teaches job knowledge and skills to the trainee. He tells him what he wants him to
do, how it can be done and follows up while it is being done and corrects errors.
The act of coaching can be done in several ways. The executive apart from asking them
to do the routine work may ask term to tackle some example problem by giving them a
chance to participate in decision-making.

Job Rotations

The transferring of executives from job to job and from department to department in
a systematic manner is called job Rotation. When a manger is posted to a new job as part
of such a programme, it is no nearly an orientation assignment. He has to assume the full
responsibility ad perform all kinds of duties.
The idea behind this is to give him the required diversified skills and broader
outlook which are very important at the senior management levels. It is up to the
management to provide a variety of the experiences for those who have the potential for
higher ranks before they are promoted.
Job rotation increases the inter-departmental co-operation and reduces the
monotony of work. It makes the executives in general management and does not allow
them to confine themselves to their specialized field only.

Under Study

“An understudy is a person who is in training to assume as a future time, the full
responsibility of the position currently held by his superior”. This method supplies the
organization a person with as much competence as the superior to fill his post which may
fall vacant because of promotion, retirement or transfer.

59
As an understudy may be chosen by the department or its head, he will then teach what
his job is. This under study also learns the decision-making as his superior involves him
in the discussion of daily operating problems as well as long-term problems. The
leadership skills can also be taught by assigning him the task of supervising two or three
people of the department.

Off-the-job Methods

On-the-job techniques have their own limitations; these off-the-job techniques are
considered important to fill those gaps. The following are some of the important off-the-
job techniques

 The Case Study

 Incident Method
 Role playing
 In basket method
 Business game
 Sensitivity training
 Simulation
 Grid training
 Conference
 Lectures.

The Case Study

The cases are prepared on the basis of actual business situations that happened in various
organizations. The trainees are given cased for discussing and deciding upon the case.
Then they are asked to identify the apparent and hidden problems for which they have to
suggest solutions.

60
Incident Method

It aims to develop the trainee in the areas of intellectual ability, practical judgment and
social awareness, under this method, each employee develops in a group process.
Incidents are prepared on the basis of actual situations which happened in different
organizations. Each employee in the training group is to study the incident and to make
short-term decisions in the role of a person who has to cope with the incident in the actual
situation. Later, the group studies and discusses the incident and takes decisions relating
to incidents, based on group interaction and decisions taken by each member. Thus, this
method is similar to a combination of cases method and in basket method.

Role playing

A problem situation is simulated by asking the participants to assume the role of a

particular person in the situation. The participant interacts with other participants
assuming different roles. The mental set of the role is described but no dialogue is
provided.
The whole play may be tape-recorded and the trainee may thus be given the
opportunity to examine his or her own performance.
Role playing gives the participants various experiences which are of much use
to understand people better. This method teaches human relations skills through actual
practice. The exemplary role playing situations are: a Grievance discussion, Employment
interview, A sales presentation etc

In basket method

The trainees are first given background information about a simulated company, its
products, key personnel, various memoranda, request and all date pertaining to the firm.
The trainee has to understand all this, make notes, delegate tasks and prepare memos
within a specified amount of time.

61
 Abilities that this kind of exercise develops are:

 Situational judgment in being able to recall details, Establish priorities, inter relate
in terms and determine need for more information.

 Social sensitivity in exhibiting courtesy in written notes, scheduling meetings

with personnel involved and explaining reasons for actions taken.
 Willingness to make decision and take action.

Business game

Under this method, the trainees are divided into groups or different teams. Each team has
to discuss and arrive at decisions concerning such subjects as production, pricing,
research expenditure, advertising etc. assuming itself to be the management of a
simulated firm. The other teams assume themselves as competitors and react to the
decision. This immediate feedback helps interaction among participants and gives them
the experience in cooperative group process.

All this develops organizational ability, quickness of thinking, leadership qualities and
ability to adopt under stress.

Sensitivity training

The main objective of the sensitivity training is the “development of awareness of

and sensitivity of behavioral patterns of oneself and others”. This development results in
the
 Increased openness with others,
 Greater concern for other,
 Increased tolerance for individual differences
 Less ethnic prejudice
 Understanding of group processes
 Enhanced listening skills and
 Increased trust and support

62
 The role played by the trainee here is not a structured one as in role play. It is a
laboratory situation where one gets a chance to know more about himself and the impact
of his behaviour on others. It develops managerial sensitivity, trust and respect for others.
One of the limitations of sensitivity training is that it extracts a huge emotional cost form
the manager.

Simulation

Under this technique, the situation is duplicated in such a way that in carries a closer
resemblance to the actual job situation. The trainee experiences a feeling that he is
actually encountering all those conditions. Then he is asked to assume a particular role in
the circumstances and solve the problems by making decision. He is immediately given a
feedback of his performance.
One of the limitations of this method is that it is very difficult to duplicate the
situation to the extent of making the trainee feel the pressures and realities of actual
decision-making on the job. The very fact that trainee knows that it is an artificial
situation prevents him from experiencing all that he experiences in a real job situation.

i. Grid Training/Managerial Grid

It is a six phase program me lasting from three to five years. It starts with
upgrading managerial skills, continues to group improvement; improves inter-group
relations, goes into corporate planning, develops implementation method and ends with
an evaluation phase. The grid represents several possible leadership styles. Each style
represents a different combination of two basic orientations - concern for people and
concern for production.
ii. Conferences
A conference is a meeting of several people to discuss the subject of common
interest. But contribution from members can be expected as each on builds upon ideas of

63
other participants. This method is best suited when a problem has to be analyzed and
examined from different viewpoints.
It helps the members develop their ability to modify their attitudes>
participants enjoy this method of learning as they get an opportunity to express their
views.
The success of the conference depends on the conference leader. In order to
make the conference a success, the conference leader must be able to see that the
discussion
Is thorough and concentrate on the central problem by encouraging all the
participants to develop alternatives and present their viewpoints and by preventing
domination by a few participants.

iii. Lectures

It is the simplest of all techniques. This is the best techniques to present and
explain series of facts, concepts and principles. The lecturer organizes the material and
gives of trainees in the form of talk.
The main uses of lectures in executive development are:
 It is direct and can be used for a larger group of trainees
 It presents the overview and scope of the subject clearly

 It presents the principles, concepts, policies and experiences in the shortest time.
Thus, it is a time saving technique.

Selection of Techniques

The success of any management development program me largely depends on the

selection of the techniques. However, it should also be remembered that no single
technique can prove to be sufficient, but only the combination of techniques makes any
management development program me effective. This is because all managers all levels
require all kinds of skills but in varied proportions. The following table may be used in

64
the determination of these techniques based on the needed proportions. The following
table may be used in the determination of these techniques based on the need proportions.

SUITABILITY OF VARIOUS TECHNIQUES OF MANAGEMENT

DEVELOPMENT
Table 3.3
S No Technique Suitability
1. Job Rotation This is particularly useful in the development of diversified skills
and to give executives a broader outlook, which are very
important to the upper management levels.

2. Understudy An understudy in normally chosen with a forethought of making

available to the organization a subordinate who is equal to his
superior in the event of retirement, illness or death of the
superior. The subordinate will be able to take over this position
and manage as effectively as his boss could.

3. Multiple This technique is mainly useful in bringing the managers out of

Management their narrow shells and help them gain a broader outlook and
knowledge in different functional areas.

4. Case study In the development of executive and analytical and decision

making skills, this technique is particularly useful.

5. Incident This technique improves one’s intellectual ability, practical

Method judgment and social awareness.

6. Role play Role playing helps executives in understanding people better by

giving them vicarious experiences.

7. In Basket Situational judgment and social sensitivity are the two important
qualities that can be developed with the help of this method.

8. Business Games This technique may be used in order to develop organizational

ability, quickness of thinking and leadership.

9. Sensitivity This helps one know more about himself and the impact of his
Training behaviour on others, which are important to manage people

65
 better.
10. Simulation Problem solving through decision-making can be developed quite
well the help of simulation.

11. Managerial To develop leadership qualities in executives over a long period

Grid of time, this technique is adopted.

12. Conferences The most difficult thing for any one is to change his own attitude.
This technique develops the ability of the executives to modify
their attitudes, when needed in the interest of the organization

13. Lecturers This is the best technique to give more knowledge in a short
period of time to a large number of participants.

Evaluation of Management Development Programme

Management development programmes should be evaluated in order to find out

whether the objectives of the programmes are achieved or not. The development
programmes would be effective, if they contribute to the organizational group and
individual goals.
Management should delegate the responsibility of evaluation to a senior manager
in the HRD department. The evaluation specialist should be a continuous process and
specific. The evaluation specialist should inform the trainees well in advance the content,
objectives, areas and the method of evaluation. Evaluation must be objective oriented.
Evaluation must be realistic in terms of direction, standards etc.
The areas of evaluation include different managerial skills, knowledge, technical
skills and knowledge and conceptual skills and knowledge. The areas should be specific
for each MDP based on the content proved. Further, the evaluation can also be conducted
regarding the training methodology, input/output/content, infrastructure and physical
facilities, teaching aids etc.
Evaluation should not only immediately be after the completion of the programmes
but also in specific intervals in the long-run in order to find out the impact of the MDP in
the job behaviour and efficiency of the trainee. Further, the evaluation army also
measures the improvement in decision-making skills, inter-personal relations, strategy

66
asking and implementation skills, role modelling skills etc, these areas depend upon the
content of each MDP.
The evaluation results should be provided to the trainees, their superiors,
subordinates and HRD department of the organization. These results can be used of
further improvement of the future programmes in the company.

The main function of this wing

 To see that the trainees are paid the stipend properly.
 Their leave accounts are maintained.
 Advances like T.A., Cycle, and Medical etc. that are required for the trainees are
extended to the rules functioning.
 Their characters and incidents clearances are obtained from the district head
before regularization.
 Any disciplinary actions that are required are taken on the recommendations of
the concerning officers.
 Providing Audio, visual aids for imparting effectively. The period of training for
MT’s (Administration) of VSP is 1 year

TRANING AND DEVELOPMENT AT VSP

VSP has a well-established Training and Development Centre, which identifies the
needs of the employees and provides training based on the identified requisites.

The main quality objectives of the Technical Training Institute for the year 2017-18 are as
follows :-

 To train 580employees in QMS related programmes namely Employee

involvement, Concept of Total Quality, SPC Techniques for sustainable
development.

67
 To train 600 employees in Environment related prgs on Management of Waste,
Oprn. & Maint. Of Pollution Control Equipments and System Orientation for
Auditees for sustainable development.

 To train 1300 employees in OHSMS related programmes namely Awareness on

OHSAS 18001, Safety & Occupational Health Management, Behavioural Based
Safety Management, Training for First Aiders, Gas Safety, Electrical Safety and
Fire Rescue Training for sustainable development.

 To train 750 employees in Energy related prgs on Energy Awareness, Energy

Management and Audit and EnMS ISO 50001 awareness for sustainable
development.

 To train 10,500 employees in various Skill development, Technological, Health &

Safety and PC related courses for sustainable development.

 To achieve more than 85% training effectiveness of training programmes. i) To

update the training facilities, course materials and to follow up with faculty for
conduction of training programmes. ii) To conduct Pre & post tests for five
training programmes for arriving Learning Index.

 To implement 14 quality circle projects.

 To ensure generation of 70 suggestions.

 To train 100% student visitors, Trainees & Employees on safety precautions to be

followed in the plant in order to ensure incident free visit of student visitors,
trainees & Employees to Technical Training Institute & Plant.

 To develop 400 sq mtrs for afforestation in order to plant 25 samplings in TTI

Campus / Trainee Hostels.

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The major training programmes that are conducted by the training and
development center are:

FREESHERS TRAINING

Initially a small of trainees were recruited among the displaced persons in

December 1991. Since then a sea change has taken place. The novel feature of VSP
manpower is that almost 90% of
The work force in the works division has been recruited through training in
various schemes like
 Management Trainees
 Senior Trainees
 Junior Trainees
Special schemes were worked out and implemented to facilitate induction of
displaced persons as well as SC and ST categories such as
 Special Trainees
 Asst. Technical Trainees
 Secretarial Asst. Trainees
The list of trainees and their training programmed is given below. The trainees were
given orientation training, which includes induction training, basic
lectures and workshop training with multi skilled approach for the junior trainees

69
VOCATIONAL TRAINING

The main aim of the vocational training in Visakhapatnam steel plant is to train
the students from educational institutions and to impact knowledge and skill pertaining to
the activities in the organization.

The concept of vocational training is to make the students accustomed to the work
culture of the organization. The vocational training will not only enhance the abilities of
the trainees but also inculcate organizational awareness in the minds of the trainees.

Types of vocational training are two types:

1. PROJECT WORK

2. INDUSTRIAL TRAINING

PROJECT WORK

The duration of this training period is 1 to 3 months and given to all the technical
personal regarding the work culture and to impact the knowledge and skills in performing
the jobs. Those entrants who are already studying in the educational institution mainly
utilize this training thus they can utilize their leisure or vocation period to gain
knowledge and also have a practical experience in working environment.

INDUSTRIAL TRAINING

In this training period ranges from 4 to 6 weeks and this training is given to
technical students. It allows the students to be aware of the organizational climate. The
main essence of this training period is to create awareness among the trainees regarding
prevailing industrial relations in the organization.

Vocational training is only for those students who are in courses like engineering,
M.SC (IS), MSC (IT), MCA and BCA, & BBM students.

70
APPRENTICESHIP TRAINING

Apprenticeship training is widely in vogue today in many industries. Under this

method both knowledge and as well skills “a job or a series of related jobs are involved.
Apprenticeship training is described in industries, which require a constant flow of new
employees expected to become all- round craft men.

According to the apprenticeship act 1973, it is a statutory obligation on the part of

the employer to provide stipend or monitory incentives to the trainees who undergo
apprenticeship training as far as Visakhapatnam steel plant is concerned there are 3 types
of apprenticeship training that are conducted. They are:-

 TECHNICAL APPRENTICESHIP.
 GRADUATE APPRENTICESHIP TRAINING.
 TECHNICAL (VOCATIONAL) TRAINING.

TECHNICAL APPRENTICESHIP

This training provided to all the diploma holders to acquaint themselves

with the working conditions of the organization.

GRADUATE APPRENTICESHIP TRAINING

This training is given to all the engineering graduates and Makes them to acquaint with
the updated knowledge, and skills pertaining to working environment in VSP.

TECHNICAL (VOCATIONAL) TRAINING

This technical (vocational) training is further divided into 2 types they are:-

1. OFFICE ASSITANTSHIP.

2. AUDITING AND ACCOUNTING

71
Central Library

The basic objective of the library is to provide latest information to those who are
engaged in promoting the interests of the organization & to provide latest information and
catering to the needs of the users. The VSP central library started functioning in TTI in
the year 1982 with open access system with a collection of 1900 books & 2500 Indian
standards 25 technical and management journals are being subscribed annually.
Central library has introduced provisional master cared in place of Accession Registers.
VSP central library is displaying the following computerized cataloguing indexes in the
library after proper binding for easy retrieval of document by the users as well as library
staff.
 Accession number wise
 Author wise
 Title wise
 Subject wise

Arrangement of Documents

All the documents are arranged according to the subject. Bookracks contain their
respective subject titles. VSP Central library functions on open access system basis. Hand
books, Encyclopaedias and some important books are kept for reference in the bookcase
as per the subject.

Specifications

VSP central library has a set of BIS standards along with the Electronic Catalogue and
these are arranged in ascending order. The standards are for reference purpose only. All
the employees including trainees of VSP are eligible to borrow the books.

72
Departmental libraries

VSP central library is promoting the concept of departmental libraries. VSP central
library has set up departmental libraries in Medical, QA&TD, Law and Personnel
Directorate libraries. VSP central library issues books on permanent issue basis to various
other departments as per their requirements.

Library Service

Technology is changing day by day and we have to disseminate the latest information to
help the users of central library of VSP. To cope up with this the VSP central library
circulates the latest articles appeared in technical and management journals to the senior
officers and concerned officers in various departments. This helps them to know the latest
trends in the information technology.

73
MANAGEMENT OF TRAINING AND DEVELOPMENT IN
PUBLIC ENTERPRISES

TIME MANAGEMENT

A special study was undertaken to not patterns of time management, and the
workshop aim at improving the quality of time utilization by managers of Visakhapatnam
Steel Plant.

PERFORMANCE APPRAISAL

To improve the quality of managerial appraisal, a program was devised to

disseminate a better understanding of appraisal principles and procedures.

COMMUNICATION

Plant conduct seminar to help managers improve their skills of written and oral
communication.

CONFERENCE LEADERSHIP

Since many of our manners spend a considerable period of time attending meetings and
conferences, this seminar was developed to help them analyze conference participation
modes and improve their own contributions.

HOW THE TRAINING PROGRAM IS DESIGNED

A sound training program must possess the following characteristics:

→ Training program should be designed so as to achieve the predetermined
objectives, goals and needs of organization. It should be less expensive.
→Training program should be developed for all in the organization and not for a
particular group.

74
→Training program should be preplanned and we organized, taking in view the

objectives of training program. For this purpose, the whole task should be divided in
various sub activities and such activities should be arranged in a systematic order.
→Training program should be designed according to size, nature and financial position
of the concern. A small-scale enterprise cannot afford much to the training program.
→Training program must be flexible enough.
→A senior and experienced officer of the concern must conduct the program. In
large-scale enterprises, the training director who is incharge of the training sector under
personnel department conducts training.

The procedure for identification of training needs is as follows:

 A survey is conducted at all cross sections in all major production departments

through a questionnaire.
 Discussions are held with HOD's and with section in charges of the Shop Floors.

 Workshops are conducted by inviting different cross-functional departmental

officers and opinions obtained from the workshops are also taken into
consideration.

 Training needs projected in the appraisal forms are also taken into consideration.
Training needs projected by the individuals in the Reaction level feedback forms
also taken into consideration.

 A survey is also conducted with different control ling officers of various

departments to know the skills required for the employees working under their
jurisdiction. The skills are divided into 2 categories viz., Basic skills and

 The controlling officers are asked to indicate the basic skills and special skills
required for their employees and also the other skills in which their employees are
lagging.
 After obtaining the committee’s opinion, the thrust areas are identified and
accordingly the types of programmers to be conducted are decided.

75
PREPARATION OF ANNUAL TRAINING CALENDAR

The program schedule is prepared after finalizing the number of programs

to be conducted in a calendar year. While preparing the schedule, the following
factors are taken into consideration.

1. Care is being taken to avoid starting of too many programs on the same date.

2. No program is planned on Sundays, holidays and festival days and on capital

repair days.

3. In case of external programmers, dates are finalized in consultation

with the external faculty/agencies.

The course objectives & course contents are prepared in consultation with the internal
specialists/experts in the respective areas for all the training programs to be conducted in
a calendar year.

After finalizing the program topics, faculty is identified for each topic and a faculty
development program is conducted to the new faculty, for improving his presentation
skills and faculty techniques.

ORGANISING THE TRAINING PROGRAMMES

In case there is any deviation in the program dates indicated in the annual
Training Calendar, the same is also being communicated to the departments well in
advance. Usually this situation arises in case of the programs conducted with the help of
external faculty/agencies.

After sending the confirmation letters to the respective departments, the

departmental heads/controlling officers should ensure giving communication to the
participants and release them in the following procedure.

76
 The training program details are being entered in the attendance cards of the
participants so that the individual did not forget the program dates. Communication is
also being sent to the faculty for taking the sessions as per schedule.
The program’s coordinators of training department are guiding the internal faculty in
preparation of course material, session plan etc., in order to meet the program objective.

TRAINING PROGRAMME NOMINATIONS

Based on the requirement projected by the departments for each program, seats
allotment list is prepared for different dates for a particular department.
To identify the right person for a right program, the list of the persons who are
already attended training program till date is also being prepared for a particular
department.
For obtaining nominations, letters are sent by T T I to the departments along with
the following documents:
 Annual Training Calendar
 Course Objectives & Course Contents
 Seats Allotment List
 List of employees who have already attended the training program till date
 Training needs projected by the individuals in reaction level feedback forms.

TRAINING INFORMATION SYSTEM AT Technical Training

Institute, TTI

Training information system is envisaged to computerize most of the training and

development activities of T TI . There has been dramatic shift in competition globally.
Changes in the international/domestic business environment, the growing competitive
intensity and complexity of firms are becoming increasingly important. This is forcing
firms, nearly everywhere, to reconsider traditional strategies, policies and routine
methods of doing business. Operating in the· new environment requires computerization

77
in training, marketing and manufacturing.
In this competitive world to be the best it is necessary to upgrade the technology.
Now-a-days all the organizations are being computerized to get information accurately
and as fast as possible. After receiving the Annual Training Calendar along with course
objectives, respective departments have to nominate the employees for various programs
as per the seat allotment on monthly basis.

 All the departments can nominate their employees through computer, by using ERP –
Learning Solutions , LSO package.
 Department has to complete their nominations activity by 15th of every month.

 Training department will down load the nominations by 20th of every month. After
downloading, all the nominations are checked for if any employee has already
attended during last 3 years or not. If the employee has already attended the message
is given to the respective department to delete his nomination.

 Further T T I also check the level of the participants to find out his suitability for a
particular programs.

 The total strength of the nominations for a particular program also checked and in
case more nominations are there, they are advised to come in the subsequent
programs.

 All the above checks completed by 25th of every month for the subsequent months
and confirmation is given by TTI .

 All the respective departments will download the nominations by 30th of the month
and further communication is done by respective departments to the concerned
participants.

 After conducting the program the attendance particulars are fed in the computer and
departments can browse this information through their terminal.

78
The benefits from these TRAINS are:

1. Easy tracking of Training attendance.

2. Provision for accommodating last minute substitution.
3. Correspondence is reduced.
4. Time for nomination finalization is reduced.
5. Duplication of nominations is eliminated for the same program.
6. Availability of every employee Training history on IBM network.

In case of PC related training the respective T T I Coordinator confirm the nominations

and only confirmed employees are to be allowed for attending the programs. This is done
because more employees are being nominated for PC programs and it is difficult to
accommodate all the employees due to limited PC lab facilities.

METHODS OF TRAINING EVALUATION AT VSP

A variety of evaluation methods are used at different levels in the pertaining.
Training and post-training phases of evaluation.
Some of them are given below:

1. Immediate assessment of trainee’s reactions on the program.

2. Trainee’s observation during the training program.
3. Selecting trainee’s expectations before the program begins.
4. Seeking opinion of trainee’s boss regarding his/her job performance and
behaviour.
5. Measuring the improvement in trainee’s on-the-job behaviour.
6. Evaluation the trainee’s skill improvement after the training program is over.
Cost-benefit analysis of the program.
7. Evaluation of trainee’s skill before and after the training program.
8. Measurement of trainee’s attitude after the program.
9. Seeking opinion of trainee’s colleagues his/her job performance and behaviour.
Seeking opinion of trainee’s sub-ordinates regarding his/her job performance
and behaviour.

79
 CHAPTER-IV
DATA ANALASIS
 1. What motivated you to attend the training programs?
(A) To update job knowledge. (B) To enhance skills.

(C) To contribute more on the job. (D) Because I was asked to attend.

Particulars No. of Respondents Percentage

To update job Knowledge 50 30
To enhance skills 30 20
To contribute more on the 10 16
job

Because I was asked to 10 5

attend

Total 100 71
Table 4.1 – Motivational factor to attend the training program

Graph 4.1 - Motivational factor to attend the training program

100%

80% PERCENTAGE OF DISAGREE

WITH THE OPTION
60%

40%
PERCENTAGE OF OPTION
20% SELECTED BY THE MEMBERS IN
VSP
0%
A B C D

INTERPRETATION: The above graph represents that 30 % of the employees says that
training programs is important for improving the motivated updated job knowledge in VSP.
20 % of the employees to enhance skills, 16% are improve to contribute more on the job and
5% are showing their own interest attending for training in VSP.

80
2. Which one of the following methodologies do you find are more effective in training?

(A) Lectures & Demonstration.

(B) Lectures & Discussions.
(C) Lectures, Discussions & demonstration.
(D) Lectures, Demonstration, Discussions, Case studies & Hand on practice.

Table 4.2 – Effective methodologies in training

Particulars No. of Respondents Percentage
Lectures & Demonstration 20 6
Lectures & Discussions 40 9
Lectures, Discussions & 30 12
demonstration

Lectures, Demonstration, 10 50
Discussions, Case studies &
Hand on practice.

Total 100 77

Graph 4.2 - Effective methodologies in training

100%

80% PERCENTAGE OF DISAGREE

WITH THE OPTION
60%

40%
PERCENTAGE OF OPTION
20% SELECTED BY THE MEMBERS
OF ORGANISATION
0%
A B C D

INTERPRETATION: From the above chart, 6 % of the employees feel that (A), 9% of the
employees feel that (B), 12% employees are feel that (C) and nearly 50% employees are feel
that (D) options are better methodologies. Which is voted by employees in survey.

81
3. List the factors which influence the effectiveness of the training programs.

(A) Participants involvement. (B) Performance of the faculty

(C) Relevance of program contents (D) Course materials

(E) All the above.

Table 4.3 – Factors influencing the training program

Particulars No. of Respondents Percentage

Participants involvement 15 8
Performance of the faculty 20 6

Relevance of program 10 7
contents

Course materials 5 3
All the above 50 49
Total 100 73
Graph 4.3 - Factors influencing the training program

100%
90%
80%
70% PERCENTAGE OF DISAGREE
60% WITH THE OPTION
50%
40%
PERCENTAGE OF OPTION
30%
SELECTED BY THE MEMBERS IN
20% VSP
10%
0%
A B C D E

INTERPRETATION: From the above chart, half of the employees feel that participants
involvement, performance of the faculty, relevance of program contents and course
materials are all factors influence effectiveness in training. 8%are select option (A),6%
are select option (B),7% are select option, (C) 3% are select option, (D) and 49% are
select option (E) in VSP .
82
4. Please indicate whether employees participate in the training programmes and
share their experiences during the programmes.
(A) To some extent
(B) To full extent
(C) Not at all
Table 4.4 – Employees participation

Particulars No. of Respondents Percentage

To some extent 65 38

To full extent 20 18

Not at all 15 3

Total 100 59

Graph 4.4 - Employees participation

100%

80%
PERCENTAGE OF DISAGREE
WITH THE OPTION
60%

40%
PERCENTAGE OF OPTION
SELECTED BY THE MEMBERS
20%
IN VSP
0%
A B C

INTERPRETATION: From the above chart, 38% of the employees feel that the
training will help some extent in work life, 18 % of the employees feel that the
training will help to full extent in work life and 3% are feel not at all help in work life
of done by T T I training programmers’
83
5. List the factors which are required for an organization to be called as learning
organization?

(A) Employee exchange knowledge in work area.

(B) Employee attend the training programs voluntarily
(C) Cordial relations among the employees. (D) All the above.
Table 4.5 – Factors required to be called as learning organization

Particulars No. of Respondents Percentage

Employee exchange 25 20
knowledge in work area

Employee attend the training 35 6

programs voluntarily

Cordial relations among the 30 3

employees

All the above 10 38

Total 100 67
Graph 4.5 - Factors required to be called as learning organization

100%

80%
PERCENTAGE OF DISAGREE
60% WITH THE OPTION

40%
PERCENTAGE OF OPTION
20% SELECTED BY THE MEMBERS
IN VSP
0%
A B C D

INTERPRETATION: From the above chart, 38% of the employees feel that the
training will effectiveness to improve the quality of work life at employees exchange
knowledge in work area, employee attend the training programmes voluntary, cordial
relation among the employees. 20% are select option (A),6% are select option (B) ,
3% are select option(C) and 38% are select option (D).

84
6. Will the pre-training and post-training test influence the learning?

(A) To some extent. (B) To full extent. (C) Maximum extent. (D) Not at all.

Table 4.6 – Pre-Training & Post-Training test influence

Particulars No. of Respondents Percentage

To some extent 45 40

To full extent 25 20

Maximum extent 20 10

Not at all 10 6

Total 100 76

Graph 4.6 - Pre-Training & Post-Training test influence

100%
90%
80%
70%
PERCENTAGE OF DISAGREE
60% WITH THE OPTION
50%
40% PERCENTAGE OF OPTION
SELECTED BY THE
30% MEMBERS IN VSP
20%
10%
0%
A B C D

INTERPRETATION: The above graph represents 40% of employees feel to some

extent, 20% feel to full extent, 10% feel to maximum extent and 6% feel none about pre-
training and post-training for learning.

85
7. Will the training programs contribute towards safe work environment?

(A) Yes (B) No

Table 4.7 – Contribution of training program towards safe work environment

Particulars No. of Respondents Percentage

Yes 75 50

No 25 8

Total 100 58

Graph 4.7 - Contribution of training program towards safe work environment

100%
90%
80%
PERCENTAGE OF
70%
DISAGREE WITH THE
60% OPTION
50%
PERCENTAGE OF OPTION
40% SELECTED BY YHE
30% MEMBERS IN VSP
20%
10%
0%
A B

INTERPRETATION:The above represents 50% of employees feel yes and 8% feel no

about training program towards safe work environment.

86
8. Do you think that training is one of the pre-requites for higher productivity/ for
taking higher responsibilities?

(A) To some extent (B) To the full extent (C) Not at all

Table 4.8 – Training program helps for higher productivity

Particulars No. of Respondents Percentage

To some extent 60 40

To the full extent 30 30

Not at all 10 5

Total 100 75

Graph 4.8 - Training program helps for higher productivity

100%
90%
80%
70% PERCENTAGE OF
DISAGREE WITH THE
60%
OPTION
50%
40% PERCENTAGE OF OPTION
SELECTED BY THE
30%
MEMBERS IN VSP
20%
10%
0%
A B C

INTERPRETATION:The above graph represents 40% of employees feel to some

extent, 30% feel full extent and 5% feel none about training is one of the pre- requites for
higher productivity/ for taking higher responsibility.

87
9. Do you notice continuous improvements in training programmes conducted in
VSP?

(A) Yes (B) No

Table 4.9 – Continuous improvements in training program

Particulars No. of Respondents Percentage

Yes 80 50

No 20 10

Total 100 60

Graph 4.9 - Continuous improvements in training program

100%
90%
80%
70% PERCENTAGE OF DISAGREE
60% WITH THE OPTION

50%
40% PERCENTAGE OF OPTION
SELECTED BY MEMBERS IN THE
30% VSP
20%
10%
0%
A B

INTERPRETATION:The above graph represents 50% of employees feel yes and 10%
feel no about continuous improvements in training programmers’ conducted in VSP.

88
10. How do you feel after attending the training programs?

(A) Feeling higher responsibility (B) Getting more recognition

(C) Able to perform better

Table 4.10 – How do you feel after attending the training program

Particulars No. of Respondents Percentage

Feeling higher responsibility 30 20

Getting more recognition 10 10

Able to perform better 60 50

Total 100 80

Graph 4.10 - How do you feel after attending the training program

100%
90%
80%
70% PERCENTAGE OF
DISAGREE WITH THE
60%
OPTION
50%
PERCENTAGE OF OPTION
40%
SELECTED BY MEMBERS
30% IN THE VSP
20%
10%
0%
A B C

INTERPRETATION: The above represents 20% feel higher responsibility, 10% feel
getting more recognition and 50% employees feel better to perform about attending the
training program.
89
11. Usefulness of Programmers booklets / course material / CDs.

(A) Low (B) Fair (C) Good (D) Excellent

Table 4.11 – Usefulness of programmers booklets

Particulars No. of Respondents Percentage

Low 7 7
Fair 8 9
Good 60 50
Excellent 25 30
Total 100 96

Graph 4.11 - Usefulness of programmers booklets

100%
90%
80%
70% PERCENTAGE OF DISGREE
60% WITH THE OPTION

50%
PERCENTAGE OF OPTION
40%
SELECTED BY MEMBERS IN
30% THE VSP
20%
10%
0%
A B C D
l

INTERPRETATION:The above represents 7% feel low 9% feel fair, 50% employees

feel good and 30% feel excellent about Programmers booklets / course material / CDs.

90
12. Effectiveness of Audio Visuals like LCD projector etc..

(A) Low (B) Fair (C) Good (D) Excellent

Table 4.11 – Effectiveness of audio visuals

Particulars No. of Respondents Percentage

Low 10 10

Fair 7 7

Good 63 60

Excellent 20 20

Total 100 97

Graph 4.11 - Effectiveness of audio visuals

100%
90%
80%
70% PERCENTAGE OF DISAGREE
60% WITH THE OPTION
50%
40% PERCENTAGE OF OPTION
30% SELECTED BY MEMBERS IN
20% THE VSP
10%
0%
A B C D

INTERPRETATION: The above represents 10% feel low,7% feel fair,60% feel good
and 20% feel excellent about Audio Visuals like LCD projector.

91
13. What type of training is being imparted for new recruiters in your

organization?
(A) Technical Training (B) Management Training

(C) Soft Skills Training (D) All the above

Table 4.13 – Type of training imparted for new recruiters

Particulars No. of Respondents Percentage

Technical Training 10 10

Management Training 10 10

Soft Skills Training 50 50

All the above 30 30

Total 100 100

Graph 4.13 - Type of training imparted for new recruiters

100%
90%
80%
70% PERCENITAGE OF DISAGREE
60% WITH THE OPTION
50%
40%
PERCENTAGE OF OPTION
30% SELECTED BY MEMBERS IN
20% THE VSP
10%
0%
A B C D

INTERPRETATION:The above graph represents 10% feel technical training,10%

management training, 50% feel soft skills training and 30% feel all the above about the
types of training which are being imparted for new recruiters.

92
14. What are the constraints that are faced in training?
(A) Communication Barriers (B) Subject Barriers

(C) Time Constraint (D) Method of Teaching

Table 4.14 – Constraints faced in training

Particulars No. of Respondents Percentage

Communication Barriers 25 10

Subject Barriers 5 7

Time Constraint 50 40

Method of Teaching 20 25

Total 100 82

Graph 4.14 - Constraints faced in training

100%
90%
80%
70% PERCENTAGE OF
60% DISAGREE WITH THE
OPTION
50%
PERCENTAGE OF OPTION
40%
SELECTED BY MEMBERS
30% IN THE VSP
20%
10%
0%
A B C D

INTERPRETATION:The above graph represents 10% feel communication barriers,7%

feel subject barriers, 40% feel time constraint and 25% feel method of teaching about
Class room arrangements.

93
15. Which type of training programs you have undergone from time to time?

(A) Technical (B) Behavioural (C) Both technical and behavioural

Table 4.15 – Type of training programs undergone time to time

Particulars No. of Respondents Percentage

Technical 70 50

Behavioural 15 10

Both technical and 15 10

behavioural

Total 100 70

Graph 4.15 - Type of training programs undergone time to time

100%
90%
80%
70% PERCENTAGE OF DISAGREE
60% WITH THE OPTION
50%
40% PERCENTAGE OF OPTION
30% SELECTED BY MEMBERS IN
20% VSP
10%
0%
A B C

INTERPRETATION:The above graph represents 10% feel technical,10% feel

behavioral and 50% feel both technical and behavioural about training programs
undergone from time to time.

94
16. Are the training programs helpful in your work life?

(A) Yes (B) No

Table 4.16 – Training programs helpfulness in work life

Particulars No. of Respondents Percentage

Yes 80 50

No 20 10

Total 100 60

Graph 4.16 - Training programs helpfulness in work life

100%
90%
80%
70% PERCENTAGE OF DISAGREE
WITH THE OPTION
60%
50%
40% PERCENTAGE OF OPTION
30% SELECTED BY MEMBERS IN
20% VSP
10%
0%
A B

Interpretation:The above graph represents 50% feel yes and 10% feel no about training
programs helpful in your work life.

95
17. By whom do you want to be trained?
(A) Superior (B) Outside executive

(C) Co-employee (D) All of the above

Table 4.17 – Whom to be trained by

Particulars No. of Respondents Percentage

Superior 15 10
Outside executive 15 10
Co-employee 20 7
All of the above 50 50
Total 100 77

Graph 4.17 - Whom to be trained by

100%
90%
80%
70%
PERCENTAGE OF DISAGREE
60% WITH THE OPTION
50%
40% PERCENTAGE OF OPTION
30% SELECTED BY MEMBERS IN
VSP
20%
10%
0%
A B C D

INTERPRETATION:The above represents 10% feel superior,10% feel outside

executive, 7% feel co-employees and 50% feel all the above about to be trained.

96
18. Do you feel that the training program contribute towards better performance of

Equipment /plant by reducing maintenance costs & breakdowns?

(A) To some extent (B) To the full extent (C) Not at all.

Table 4.18 – Training Program contribution towards better performance

Particulars No. of Respondents Percentage

To some extent 50 40

To the full extent 30 32

Not at all 20 7

Total 100 79

Graph 4.18 - Training Program contribution towards better performance

100%

90%
80%
70% PERCENTAGE OF DISAGREE
60%
WITH THE OPTION
50% PERRCENTAGE OF OPTION
40%
SELECTED BY MEMBERS IN VSP
30%
20%
10%
0%
A B C

INTERPRETATION:The above represents 40% feel to some extent use full,32% feel to
full extent use full and 7% feel not at all use full about to be trained
97
19. To whom the training is given more in the Organization?

(A) New Staff (B) Junior Staff (C) Senior Staff

Table 4.19 – To whom the training is given more

Particulars No. of Respondents Percentage

New Staff 50 46

Junior Staff 35 23
Senior Staff 15 6
Total 100 75

Graph 4.19 - To whom the training is given more

100%

90%
80%
70% PERRCENTAGE OF DISAGREE
60% WITH THE OPTION
50% PERCENTAGE OF OPTION
40%
SELECTED BY MEMBERS IN VSP
30%
20%
10%
0%
A B C

INTERPRETATION:The above represents 46% feel to some extent use full,23% feel to
full extent use full and 6% feel not at all use full about to be trained.

98
20. How do you rate the safety and health related training

programs? (A) Excellent (B) Good (C) Satisfactory (D) Poor

Table 4.20 – Rating of safety & health related training programs

Particulars No. of Respondents Percentage

Excellent 25 14
Good 45 45
Satisfactory 15 9
Poor 15 8
Total 100 76

Graph 4.20 - Rating of safety & health related training programs

100%
90%
80%
70%
PERRCENTAGE OF DISAGREE
60%
WITH THE OPTION
50%
PERCENTAGE OF OPTION
40% SELECTED BY MEMBERS IN VSP
30%
20%
10%
0%
A B C D

INTERPRETATION:The above represents 14% feel Excellent,45% feel outside good,

9% feel satisfactory and 8% feel poor about to be trained.

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 CHAPTER-V
FINDINGS
SUGGESTIONS
BIBILIOGRAPHY
ANNEXTURE
 SUMMARY

The graphical analysis for the various units clearly shows that the
company’s training programs are very beneficial to the workmen and also
the HR department has been successful in implementing training
programs which have met the needs of the workmen and also beneficial
to the company.

Training for all the workmen in various units like Knowledge sharing
programs, Technical, behavioural has been really beneficial to all the
workmen and also to the employees.

The safety training is one of the most important training which have been
undergone by many of the workmen and many have been of the opinion
that it is one of the most important training the company is providing
them.

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 FINDINGS

 From the survey on workmen it is clearly evident that most of them are
satisfied with the training programs provided by the organization.
 The RINL-VSP, Visakhapatnam has put in its best efforts in implementing
various training and development activities for the welfare of workmen.
 Workmen were not interested in training as the training program timings were
clashing with their shift timings.
 Some of the workmen who are nearing retirement are not interested in
attending training programs.
 Training is being undergone by the same candidates in some of the units which
is resulting is disinterest in training for some workmen who are willing to take
part in the training programs.
 All the employees are interested for attending PC ,Safety & Health related &
Technical training programmes.
 Over all the employees are satisfied with training and development programs
taken up by the organization in each every aspect.

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 SUGGESTIONS

 After a detailed study and analysis on the training and development of

employees we would like to provide some suggestions to the HR department.
They are:
 Since most of the workmen are of the opinion that training program timings
are clashing with their work timings it is better to train the workmen at their
workplace.
 Setting up of various display boards related to their work, machinery which
they will be handling at their work place, Control rooms, Rest rooms etc.
 Introducing more knowledge sharing programs and Behavioural training
programs at specific zones will help the workmen to know more about the
company and the working process and other details and will also bring some
attitudinal changes which might bring in a change in the work culture (A new
shift).

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 CONCLUSION

At VSP training in various technological processes have been given

priority over years. Training of thousands of new entrants has been designed
specifically to impart awareness and skills in various processes involved in an
integrated steel plant, the training is being imparted to nearly, 10,000 employees every
year and spending lot of money, time and effort hence it is very much essential to
evaluate the training to find out whether it resulted not only in acquisition learning but
also its subsequent transfer to the job situation.

The development programs are being designed keeping in view of the

concerned heads of the departments and also for continuous improvement of training
programs. As soon as the training program is conducted, post training evaluation
questionnaires are sent to the managers to evaluate the progress of the employees
working under them. Training is also being monitored by senior management of VSP
through training advisory committee (TAC). The study carried out with the objectives
listed earlier is expected to be useful in understanding effectiveness of development
programs and enable the organization for making development programs more useful
and effective.

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 Bibliography

BOOKS

John Bernardin Human Research management

Anthony Landace Training & Development Hand Book

Nadler Leonard Human research Development

JOURNALS

Indian Journal of Training & Development Personnel Today

WEBSITE SERVED

www.vizagsteel.com

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 ANNEXTURE

QUESTIONNAIRE FOR MBA PROJECT

A study on ‘TRAINING AND DEVELOPMENT’ at Visakhapatnam Steel Plant

I (P.Bhanu Priya) am, a MBA student doing a project on ‘Training and

Development’ and its effectiveness in Visakhapatnam Steel Plant. So, I request
you to give your valuable information by responding to the questionnaire.

Employee name:

Employee number:

Designation:

Department:

1. What motivated you to attend the training programs?

(A) To update job knowledge. (B) To enhance skills.

(C) To contribute more on the job. (D) Because I was asked to attend.

2. Which one of the following methodologies do you find are more effective in
training?

(A) Lectures & Demonstration.

(B) Lectures & Discussions.

(C) Lectures, Discussions & demonstration.

(D) Lectures, Demonstration, Discussions, Case studies & Hand on practice.

3. List the factors which influence the effectiveness of the training programs?

(A) Participants involvement. (B) Performance of the faculty

(C) Relevance of program contents (D) Course materials (E) All the above.

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4. Please indicate whether employees participate in the training programmes and
share their experiences during the programmes.

(A) To some extent (B) To full extent (C) Not at all

5. List the factors which are required for an organization to be called as learning
organization?

(A) Employee exchange knowledge in work area.

(B) Employee attend the training programs voluntary

(C) Cordial relations among the employees.

(D) All the above.

6. Will the pre-training and post-training test influence the learning?

(A) To some extent. (B) To full extent. (C) Not at all.

7. Will the training programs contribute towards safe work environment?

(A) Yes (B) No

8. Do you think that training is one of the pre-requites for higher productivity/
for taking

higher responsibilities?

(A) To some extent (B) To the full extent (C) Not at all.

9. Do you notice continuous improvements in training programmes conducted in

VSP?

(A) Yes (B) No

10. How do you feel after attending the training programs?

(A) Feeling higher responsibility (B) Getting more recognition (C) Able to
perform better

[Please indicate your level of satisfaction with the learning environment in VSP]

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11. Usefulness of Programme booklets / course material / CDs.
(A) Low (B) Fair (C) Good (D) Excellent

12. Effectiveness of Audio Visuals like LCD projector etc..

(A) Low (B) Fair (C) Good (D) Excellent

13. What type of training is being imparted for new recruiters in your

organization?

(A) Technical Training (B) Management Training

(C) Soft Skills Training (D) All the above

14. What are the constraints that are faced in training?:

(A) Communication Barriers (B) Subject Barriers

(C) Time Constraint (D) Method of Teaching

15. Which type of training programs you have undergone from time to time?

(A) Technical (B) Behavioural (C) Both technical and behavioural

16. Are the training programs helpful in your work life?

(A) Yes (B) No

17. By whom do you want to be trained?

(A) Superior (B) Outside executive

(C) Co-employee (D) All of the above

18. Do you feel that the training program contribute towards better performance
of equipment /plant by reducing maintance costs & breakdowns?

(A) To some extent (B) To the full extent (C) Not at all.

19. To whom the training is given more in the Organization?

(A) New Staff (B) Junior Staff (C) Senior Staff

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20. How do you rate the safety and health related training programs?

(A) Excellent (B) Good (C) Satisfactory (D) Poor

Give me your valuable suggestions:

…………………………………………………………………………………………
……………………………
…………………………………………………………………………………………
……………………………
…………………………………………………………………………………………
……………………………

Thank for giving valuable opinions

ANALISYS OF QUESTIONAIRE
DATA ANALYSIS
Feedback is collected through survey from the participants of various
development programs are tabulated below. The size of the sample taken is 100. To
study the training effectiveness of various development Programs organized by T & D
Centre, VSP, a questionnaire Containing 15 aspects was prepared and administered to
200 beneficiaries randomly. The data thus
obtained by the survey for 15 aspects of evaluation is presented in a graphical form.

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