Summer Training Report

on
Training and Development at
Hindalco Industry Ltd.
(2023-2024)
Submitted in the partial fulfillment for the degree of
Bachelor of Commerce (Hons.)
(Affiliated to Lucknow University)

Submitted by: -
Anurag Kumar Singh
LU Roll no: - 2111640430011
(Under the guidance of Mr. Vijendra Bisht)

Goel Institute of Higher Studies, Mahavidyalaya

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 CERTIFICATE

This is certified that Mr. Anurag Kumar Singh student of

Bachelor of Commerce (Hons.) course of the institute 2023-24
batch from “Goel Institute of Higher Studies, Mahavidyalaya”
project report on “Training & Development” is prepared by under
the guidance of Mr. Vijendra Bisht in partial fulfillment of the
requirement for the award of the degree of Bachelor of
Commerce (Hons.), GIHSM.

(Signature of Internal guide) (Signature of HOD)

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 ACKNOWLEDGEMENT

Summer Training is a bridge connection the educational qualification and

professional use. It is the path leading to success by shouldering
responsibilities under the careful guidance of seniors and experienced
personnel without fear and failure.
It gives me immense pleasure to take the opportunity to remember and
thanks and deep gratitude who are directly and indirectly associate in
completion of this project. I would like to thanks to Mr. Vijendra Bisht for
assigning an extremely challenging project thereby giving unique opportunity
to meaningful contribution of such growing and vibrant organization, guiding
throughout the project, without his help the project would have not added
enough value. I am extremely time he spent from his busy schedule.
I perceive as this opportunity as a big milestone in my career development.
I will strive to use gained skills and knowledge in the best possible way, and
I will contribute to work on their improvement, in order to attain desired career
objectives.

ANURAG KUMAR SINGH

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 PREFACE

Summer training is an integral part of my academic curriculum. During the training, a

student gets an opportunity to understand the practical aspect of theory. Training makes
the concept clearer and gives modern skill which helps me to understand the
new business concept. Under training I am aware that books gives me only basic
knowledge, which is theoretical part but during the training I learned the numerical part
as well as theoretical part. This training has helped me to get an exposure to the
practical aspects of the Organizational functions. My experience at Hindalco,
Renusagar had been great and I came across many valuable concrete experiences,
which will definitely help me in making choices in my professional decisions. This report
is outcome of the summer training that I had undergone at Hindalco Industries limited
for the partial fulfilment of MBA. The topic allotted to me by the organization is
“TRAINING & DEVELOPMENT”. The project emphasizes on the training which change
the working effort and their attitude of employed in the organization after training
programmed. I had tried my best to make a good and valuable report. Preparation of
projectrequires perseverance, initiatives, proper guidance and direction. Therefore, it is
mandatory to take the aid of various departments. Actually, project summarized forms of
seven activities: -

 Planning

 Resource collection

 Organizing
 Joint efforts
 Efficiency
 Communication

 Transparency

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 CONTENT
Topic Page no.
Introduction:
 Hindalco Industries Ltd. 6-10
o Introduction 6
o History 7
o Group Vision, Mission, Philosophy & Values 8
o About Renukoot 9-10

 Chapter 1: Training and Development

overview 11-16
o Introduction 11
o Objective of Training and Development 11-14
o Importance of Training and Development 14-15
o Effectiveness of Training and Development 15-16

 Chapter 2: Training and Development in

Hindalco Industries Ltd. 17-31
o Training Methodology 17-19
o Learning Process for all 19-25
o Structure of Quality Circle 25-29
o Training & Development Needs 29
o Training Policy 29
o Training Methodology 30-31

 Chapter 3:
o Conclusion 32
 Chapter 4:
o Limitations 33
 Chapter 5:
o Bibliography 34

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 Hindalco Industries Ltd
 Introduction

About Hindalco:
Hindalco Industries Limited, commonly referred to as Hindalco, is one of India’s leading
conglomerates and a global player in the aluminum and copper industries. Founded in
1958, Hindalco has since grown into a diversified metals and mining company, with a
strong presence in various sectors, including metals, cement, and carbon black
production. It is a flagship company of the Aditya Birla Group, one of India’s largest and
most respected business conglomerates.
Hindalco’s primary focus is on the production and distribution of aluminum and copper
products. The company is a significant player in the global aluminum industry, with a
presence across the entire value chain, from mining bauxite ore to producing various
aluminum products. It operates multiple manufacturing facilities, both in India and abroad,
and has a robust international presence through its subsidiary, Novelis Inc., which is a
world leader in aluminum rolling and recycling.
Hindalco’s copper division is also noteworthy, as it manufactures a wide range of copper
products, including copper cathodes, continuous cast copper rods, and copper tubes. The
company caters to diverse industries, such as electrical, automotive, telecommunications,
and construction, with its copper offerings.
In addition to its core operations in metals and mining, Hindalco has also diversified into
other sectors, including cement production through its subsidiary, UltraTech Cement, and
carbon black production through Aditya Birla Carbon. This diversification strategy has
enabled the company to become a well-rounded conglomerate, contributing significantly
to India’s industrial and economic growth.
Hindalco is known for its commitment to sustainability and responsible business practices.
The company places a strong emphasis on environmental protection, resource
conservation, and community development. It actively engages in various corporate
social responsibility (CSR) initiatives to uplift the communities in which it operates.
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With a rich history, a wide-ranging product portfolio, and a commitment to sustainability,
Hindalco Industries Limited continues to be a prominent player in the global metals and
mining industry, contributing to India’s economic growth and industrial development.

 History

Hindalco Industry:

The Hindalco story dates back to the young Indian democracy of the 1950s. Ready to
take a giant leap, India was geared to make it big, especially in terms of innovation and
industrialization.

Hindalco embarked on its journey in 1958. Its first real contribution to the vision of an
industrial India occurred four years later, when the late visionary GD Birla set up India’s
first integrated aluminium facility at Renukoot, in the eastern fringe of Uttar Pradesh, India.
It was backed by a captive thermal power plant at Renusagar in 1967. Hindalco attained
its leadership position in the aluminium industry under the dynamic leadership of the late
Aditya Vikram Birla — a formidable force in the Indian industry.

And it was through the vision and guidance of Mr. Kumar Mangalam Birla, the Group
Chairman that the business segments of aluminium and copper were consolidated to
make Hindalco the non-ferrous metals powerhouse it is today. This was achieved in part
by expansion through mergers and acquisitions with companies such as Indal and Birla
Copper. Hindalco also secured copper reserves and amplified its operating base by
acquiring Australian copper mines.

Over the years, Hindalco has grown into a major vertically integrated aluminium company
in the country and among the largest primary producers of aluminium in Asia. Its copper
smelter is today one of the world’s largest custom smelters at a single location.

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In 2007, the landmark acquisition of Novelis Inc., the world’s largest aluminium rolling
company, placed Hindalco’s footprint across the globe, securing it a rank amongst the top
five global aluminium majors.

 Group Vision, Mission, Philosophy & Values:

Group Vision:
To be a premium metals major, global in size and reach, excelling in everything we do, and
creating value for its stakeholders.

Group Mission:
To relentlessly pursue the creation of superior shareholder value, by exceeding customer
expectation profitably, unleashing employee potential, while being a responsible
corporate citizen, adhering to our values.

Group Philosophy:
Group Philosophy is rest on four pillars:

Pillars of
Philosophy

Strategize
Customerize People-ize Institutionalize

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Group Value:
Our values are non-negotiable they are never to be jettisoned, for us our values are our
wellspring these are:

Integrity

Commitment

Seamlessness

Speed

Passion

 About Renukoot
Hindalco’s Renukoot plant was commissioned in 1962 with one potline and a smelter of
20,000 capacity. Over the years the plant has increased its capacity through various
brownfield expansions and asset-sweating measures.

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Today, Hindalco, at Renukoot, having smelting capacity of 4,10,000 tpa at present, operates
across the aluminium value chain from bauxite mining, alumina refining, aluminium smelting
to downstream rolling and extrusions. The integrated facility houses an alumina refinery and
smelter along with facilities for production of semi-fabricated products namely conductor
redraw rods, sheet and extrusions.

In 1967 Hindalco established a captive power plant at Renusagar (840 MW) is the first captive
power plant (CPP) for aluminium industry in India. This along with a co-generation power unit
(84 MW) ensures continuous supply of power for the smelter and other operations.

Renukoot has earned the Integrated Management System (IMS) certification combining
quality, environment and occupational health and safety into one business excellence model.
The unit has been a recipient of several national and international awards in quality,
environment management, energy conservation, among others. To uplift the socioeconomic
status of the community, Hindalco’s social work spans 180 villages and 10 slums in three
blocks – Dudhi, Babhani & Muirpur of Sonebhadra District covering more than three lakh
people from tribal and backward areas of the region.

The sprawling 1,056-acre Renukoot complex located near the Rihand Dam, 160 km from the
city of Varanasi, includes beautifully landscaped gardens, a residential colony cum mini
township, a full-fledged hospital for employees and the community around along with schools,
clubhouses, banks, sports facilities, cultural facilities, supermarkets and the Renukeshwar
Mahadev Temple. As a responsible corporate citizen Hindalco Renukoot Community
Development Cell plays a leading and exemplary role in social projects on health care,
women’s empowerment, education and sustainable livelihood schemes. Hindalco Renukoot
CSR cell has taken up various innovative rural development projects in 385 neighboring
villages in the states of Uttar Pradesh, Jharkhand and Chhattisgarh. These social projects
are carried out under the aegis of the Aditya Birla Centre for Community Initiatives and Rural
Development spearheaded by Mrs. Rajashree Birla.

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 Chapter-1
Training and Development overview

 Introduction

Training and Development is the continuous process of improving skills, gaining

knowledge, clarifying concepts and changing attitude through structured and
planned education by which the productivity and performance of the employees
can be enhanced. Training and Development emphasize on the improvement of
the performance of individuals as well as groups through a proper system within
the organization which focuses on the skills, methodology and content required to
achieve the objective. Good & efficient training of employees helps in their skills &
knowledge development, which eventually helps a company improve its
productivity leading to overall growth.
Training is about knowing where you are in the present and after some time where
will you reach with your abilities. By training, people can learn new information,
new methodology and refresh their existing knowledge and skills. Due to this there
is much improvement and adds up the effectiveness at work. The motive behind
giving the training is to create an impact that lasts beyond the end time of the
training itself and employee gets updated with the new phenomenon. Training can
be offered as skill development for individuals and groups.
Organizational Development is a process that “strives to build the capacity to
achieve and sustain a new desired state that benefits the organization or
community and the world.

 Objective of training and development

The 7 main objectives of training and development:

1. Increased Productivity
2. Quality Improvement

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 3. Learning time Reduction
4. Safety First
5. Labour Turnover Reduction
6. Keeping yourself Updated with Technology
7. Effective Management

1. Increased Productivity:

For any company, keeping the productivity at its peak is as important as getting in new
customers for business. Since even a slightest of the disturbance can take the business
to the brink of huge losses. Moreover, to tackle with the immensely growing competition
in the target market, it is important for one to increase the productivity of its workers while
reducing the cost of production of the products. So, that’s where the training comes as a
savior of the company, jumps in the scenario and takes it out of the dangers bravely.

Training takes the current capabilities of the workers of a brand, polishes it and makes
them learn and devise new and effective methods of doing the same thing, in a repeated
manner. In other words, the training, if done in a proper way, can give your business a
whole new look with a much powerful base as experienced workers at its core.

2. Quality Improvement:

Improving the quality of the product is obviously one of the main objectives of training and
development since it’s not like those times when customers weren’t such quality
conscious. Today’s customer knows what’s better for him and what’s not. Simply said,
those old methods of some sweet talk and business won’t work for much long, because
once they know the reality behind the curtains through the services and products quality,
they will leave the company as it is without giving it, even, a second thought.

Just think of it as if you and your competitor are competing for the same service with some
difference in quality but at the same price, it is obvious that they will choose the one who
is better at handling the task without any quality degradation. Even if your price is a little
higher, then it is most likely the case that most of the customers will come to you.

3. Learning time Reduction:

Keeping an eye on the learning capabilities of employees, and providing them the help
which they need, can be highly beneficial in longer runs. This capability of theirs’ is what
that determines how quickly an employee grabs the newly discovered fact and so, shape
the future products on this discovery. The weaker the capability, the harder it is to learn.
But this scenario can also be supported by the usage of proper learning material and
experienced instructors who prefer real-life experience than cramming. So, reducing the
learning time is also one of the main objectives of training and development.

4. Safety First:

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Safety of anyone, either he is a worker, an officer or even a customer, is not something
that can be taken lightly, especially in cases, where one knows that even a minute mistake
can even lead to life threats. Therefore, providing the knowledge, for using the equipment
in a proper way and creating the life-friendly product, also belongs to one of the major
objectives of training and development. The higher, the employees are better at handling
equipment, the better it is both for the company and for the workers.

5. Labor turnover Reduction:

No business can flourish well while it is regularly turning over its workforce since it is
obvious that every new workforce will require some time to understand the type of work,
its principle and safety precautions, which lead to decreased productivity. Moreover, it
also diminishes the feeling of self-confidence among the workers, and this really isn’t a
good thing.

On the contrary, training ensures that the company doesn’t need to turn over its workforce
again and again because it prepares the employees to face any situation which proves
helpful in bringing in the feeling of workers. Therefore, the workforce feels safe and secure
at a particular job.

6. Keeping oneself Updated with Technology:

Computers and mobile phones are the miracles of the past but the world of today is far
more advanced than that. It’s time for latest technologies capable of connecting the world
in just a blink of an eye. Now, earthlings are trying to reach far off planets to get
information about the life force present there. Newer technologies are rolling in and we
could continue to list it down but we haven’t got time for that.

Training and education to the employees keep them updated with the latest of the
additions to the technologies, methods, techniques and processes. Since it also opens a
new gateway for them to look for a way which is greater in productivity and efficiency but
decreases the need of manual work immensely.

For example, spraying of pesticides and herbicides to keep the crop healthy and safe
from invaders with the help of a hand pump is a lot more tiresome work than it would be
with the help of a semi-automated machinery. But how can workers know that such a type
of machinery is available in a market, which cuts the time needed in the matter of hours
instead of days, without any update on what’s going on around the globe.

7. Effective Management:

One of the primary objectives of training and development process is to give rise to a new
and improved management which is capable of handling the planning and control without
any serious problem. With the knowledge and experience gathered through training,

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acting as the guiding light for this newly shaped management, it lets them handle the
tough decisions and confusing realities thus opening the way for bigger and better
opportunities for business for the cause of the brand.

 Importance of Training and Development

Employee training and development programs must be a constant focus for a business
since they allow organizations to:

6. Addressing Performance Gaps:

It is common for individual employees to encounter challenges in certain areas of their
performance. Implementing training and development can effectively address and iron
out these shortcomings, leading to improved overall performance. By identifying specific
areas that need improvement, organizations can tailor training sessions to meet
employees’ individual needs, resulting in a more skilled and competent workforce.

7. Optimizing Workforce Potential:

Regular training and development programs empower employees to strengthen their
weaknesses and acquire new skills and knowledge. As a result, their overall performance
is optimized, benefiting both the employees and the organization. Skill development not
only enhances individual capabilities but also enhances the collective proficiency of the
entire workforce, leading to increased productivity and efficiency.

3. Ensure Employee Satisfaction:

A strategic investment in employee development and training fosters a sense of
contentment among employees. When employees feel that their organization is
committed to their growth and professional development, they are more engaged and
motivated in their roles. However, for the program to be effective, it must be tailored to
the specific needs of the employees, ensuring that the gained knowledge can be readily
applied in the workplace.

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 8. Enhancing Organizational Productivity:
In today’s rapidly changing marketplace, an organization’s productivity heavily relies on
the skillset of its employees. Training and development programs enable employees to
stay updated and acquire new competencies, thereby positively impacting the
organization’s productivity. By providing employees with the necessary tools and
knowledge, businesses can enhance their ability to adapt to evolving challenges and
demands in the marketplace, staying ahead of the competition.

9. Cultivating Self-Motivated Employees:

Participating in comprehensive training and development sessions empowers employees
to handle workplace challenges independently, reducing their reliance on constant
supervision and guidance. This self-motivation cultivated through training enhances
individual and team performance, contributing to a more efficient and self-sufficient
workforce. Moreover, self-motivated employees often exhibit a proactive approach
towards their roles, seeking continuous improvement and taking initiative to contribute
positively to the organization’s goals.

 Effectiveness of training and development

From an organizational perspective, training provides the means to maintain the
organization’s competitive advantage by attracting and retaining its employees.
For example, the Gartner Group has discovered that those organizations spending
over four percent of their salary budget on training and development for informatics
staff tend to retain twice as many employees as those who spend less. The
competition for staff is so stiff in certain areas that the willingness of an organization
to provide the commitment to develop and train its staff provides a powerful
incentive to remain. Training and development is an indispensable strategy that
helps facilitate the achievement of an organization’s mission or to successfully
complete any large-scale change.

The locus of organizational functi”ning’has changed from the traditional rules-

based approach to a more decentralized and empowered mode of operation.
Employees must use their skills, abilities and creativity to solve problems, work in

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teams and resolve conflicts. With training and development, employees can
improve the quality of their work, make fewer mistakes, evolve toward more
progressive responsibilities and serve their clients more effectively. In the future,
levels of training and development will likely increase as change accelerates with
new personal productivity tools and different ways of communicating and
coordinating activities.

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 Chapter: 2
Training and Development in Hindalco
Industries Ltd.

o Training Methodology
Selection of methodology has been done very carefully keeping the sensitivity
and objectives of the programs in mind. Fine blend of theoretical & practical
approach is used to make programs more learning oriented.

Training

On-The-Job Training Off-The-Job Training

On-The-Job Training:
o Job Rotation  Lecture & Case Studies
o Apprenticeship  Conference & Seminar

o On-The-Job Training:

 Job Rotation:

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 Under the job rotation, employees are frequently juggled between
different but associated jobs, with the idea of making them familiar with
multiple job backgrounds. This develops an out-of-the-box environment
within the organization and keeps an energetic and unique air around
the workforce. Instead of doing the same thing repeatedly, it helps create
a rapport with different workers in the organization.

 Apprenticeship:
In apprentice training, people requiring long-term learning are usually involved,
from trainees in technical fields to trade and craft fields, who need quality
training to become a professional. The fields in apprentice training need
respectable skills and knowledge. Thus, the long-term training process to polish
every aspect. Apprenticeship is a healthy fuse of on the job and classroom
training and is carried out under professional supervision. The time frame can
range anywhere from 1 to 4 years, as the learning process continues until the
apprentice’s become experts in their fields.

 Off-The-Job:

o Lecture & Case Studies:

Lectures present training material verbally and are used when the goal is to present a gre
atdeal of material to many people. Lecturing is one-way communication and as such may
not bathe most effective way to train. Also, it is hard to ensure from the trainer ‘s side that
the entire trainees understand a topic on the same level. It is the most cost-effective way
of reaching large trainees. The main attraction of lecturing as a training method is its
deceptive simplicity and the control over the session it purportedly yields to trainers. The
simplicity of lecturing is deceptive, first and foremost, because what lecturers say is not
directly related to what listeners learn. This relation, as we have seen, is anything but
neat. The very qualities of a good lecture threaten its value as a training method. The
more complete and logically consistent the argument, the more erudite its deviation, and
more appealing its delivery, more it tends to be bought as the final answer. It is effective
at that stage of the learning process which seeks to increase intellectual understanding.

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o Conference & Seminar Conference

It is a group composed usually of 2 to 50 persons who represents different organizations,

departments, or points of view but who have some common interest or background. They
gather information and discuss mutual problem, with a reasonable solution the desired
end. Problem identification and solution is often the basic objective of conference.

 Seminar
It is a group of persons gathered together for the purpose of studying a subject under the
leadership of an expert or learned person. Often the procedure followed is to identify
the problem, explore the problem, discuss or lay out necessary research involved in the
solutionof the problem, conduct the research, share the findings with others in the group,
and reach a conclusion on the basis of the research

 Workshop
It is a group of persons with a common interest or problem, often professional
or vocational, who meet for an extended period of time to improve their individual
proficiency, ability, or understanding by means of study, research and discussion. The
workshop allows considerable flexibility, and the emphasis is on improving individual
proficiency and understanding. Theory and practices are often treated concurrently. The
learner is encouraged to work out a program of personal study and receives help with this
program from the other participants and resources people.

1. Learning Process for All

In addition to there, some other Learning Process are: -

1. Induction Orentation Level Training

2. Talent Management
3. Mentoring
4. E- Learning
5. Quality Circles
6. Learning system & Coaching
7. Mock Drill
8. Benchmarking
9. Talent Retention

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 1. Induction Orentation Level Training:

Induction Orientation Training is a type of training given as an initial preparation upon

taking up a post. Its goal is to help new employees reach the level of performance
expected from an experienced worker. It often contains information dealing with the layout
of the firm’s operating facility, health and safety measures and security systems. In
Hindalco, Induction Orientation Level.
Training is conducted to new Graduated Engineering Trainees (GETs), Diploma
Engineering Trainees (DETs), MBAs and MCAs to acquaint them with plant, equipment,
organization structure and more importantly to make them aware about organization
culture & values. 1 year schedule is for GETs and 1 and ½year for DETs. The training
schedule includes 3 months classroom training include plant visit, group
discussion, assignment & video-based session on all topics related to Technical,
Mechanical & Supportive areas. After completing 3 months classroom training the
trainees are placed on the job training & assigned with a Mentor, who guides and monitor
the progress of trainees. The Training Centre monitors the development of trainee through
the mentor by getting information ‘s getting from him.

2. Talent Management:
Talent management is defined as the methodically organized, strategic process of getting
the right talent onboard and helping them grow to their optimal capabilities keeping
organizational objectives in mind.
The process thus involves identifying talent gaps and vacant positions, sourcing for
and onboarding the suitable candidates, growing them within the system and developing
needed skills, training for expertise with a future-focus and effectively engaging, retaining
and motivating them to achieve long-term business goals. The definition brings to light
the overarching nature of talent management – how it permeates all aspects pertaining
to the human resources at work while ensuring that the organization attains its objectives.
It is thus the process of Ig the right people onboard and enabling them to enable the
business at large.
Under the umbrella of talent management, there are a string of elements and sub-
processes that need to work in unison to ensure the success of the organization. For
example, analyzing the right talent gaps for the present and the future, identifying the right
talent pools and best-fit candidates, getting them to join and then optimizing their existing
skills and strengths while helping them grow are touch-points that are all equally
important. They support each other and the whole structure would crumble even if one
sub-process fell out of sync.

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 3. Mentoring:

Mentoring is a partnership between two people that supports personal and/or professional
development between a less experienced individual, called a mentee, and a more
experienced individual known as a mentor. Over the course of your career, you may have
many mentors and mentees. These relationships may last years, months, weeks or days.

Mentoring may come in bits and pieces as needed by the mentee; or it may be that a
mentor and mentee choose to have a standing, weekly meeting time where they discuss
a variety of topics. It depends upon what works best for both people.

An individual may seek a mentor for a variety of reasons:

 To learn a new technical skill

 To learn or develop a competency
 To develop leadership or management skills
 To assist in career transitions such as: new roles, changing jobs, or different
organization structure

This guide will step you through the mentoring process. A successful mentor/mentee
engagement begins with purposeful planning and ensuring both parties are engaged in
the learning goals and relationship.

4. E-Learning:
A learning system based on formalized teaching but with the help of electronic resources
is known as E-learning. While teaching can be based in or out of the classrooms, the use
of computers and the Internet forms the major component of E-learning. E-learning can
also be termed as a network enabled transfer of skills and knowledge, and the delivery of
education is made to a large number of recipients at the same or different times. Earlier,
it was not accepted wholeheartedly as it was assumed that this system lacked the human
element required in learning.

However, with the rapid progress in technology and the advancement in learning systems,
it is now embraced by the masses. The introduction of computers was the basis of this
revolution and with the passage of time, as we get hooked to smartphones, tablets, etc.,
these devices now have an importance place in the classrooms for learning. Books are
gradually getting replaced by electronic educational materials like optical discs or pen
drives. Knowledge can also be shared via the Internet, which is accessible 24/7,

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anywhere, anytime.

E-learning has proved to be the best means in the corporate sector, especially when
training programs are conducted by MNCs for professionals across the globe and
employees are able to acquire important skills while sitting in a board room, or by having
seminars, which are conducted for employees of the same or the different organizations
under one roof. The schools which use E-learning technologies are a step ahead of those
which still have the traditional approach towards learning.

No doubt, It Is equally Important to take forward the concept of non-electronic teaching

with the help of books and lectures, but the importance and effectiveness of technology-
based learning cannot be taken lightly or ignored completely. It is believed that the human
brain can easily remember and relate to what is seen and heard via moving pictures or
videos. It has also been found that visuals, apart from holding the attention of the student,
are also retained by the brain for longer periods. Various sectors, including agriculture,
medicine, education, services, business, and government setups are adapting to the
concept of E-learning which helps in the progress of a nation.

5. Quality Circles:
A quality circle is a participatory management technique that enlists the help of
employees in solving problems related to their own jobs. Circles are formed of
employees working together in an operation who meet at intervals to discuss
problems of quality and to devise solutions for improvements. Quality circles have
an autonomous character, are usually small, and are led by a supervisor or a senior
worker. Employees who participate in quality circles usually receive training in
formal problem-solving methods—such as brain-storming, pareto analysis, and
cause-and-effect diagrams—and are then encouraged to apply these methods
either to specific or general company problems. After completing an analysis, they
often present their findings to management and then handle implementation of
approved solutions. Pareto analysis, by the way, is named after the Italian
economist, Vilfredo Pareto, who observed that 20 percent of Italians received 80
percent of the income—thus the principle that most results are determined by a
few causes.
The interest of U.S. manufacturers in quality circles was sparked by dramatic
improvements in the quality and economic competitiveness of Japanese goods in the
post-World War II years. The emphasis of Japanese quality circles was on preventing
defects from arising in the first place rather than through culling during post-production
inspection. Japanese quality circles also attempted to minimize the scrap and
downtime that resulted from part and product defects. In the United States, the quality

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 circle movement evolved to encompass the broader goals of cost reduction,
productivity improvement, employee involvement, and problem-solving activities.

6. Learning system & Coaching:

Employees are the most valuable resources of an organization. To improve
knowledge, Communication skills and developing learning culture among
employees, we have started a new initiative i.e., Learning System & Coaching at
department level to involve shop floor employees. The employees, who have
attended either internal or external programmed, share his/her learning’s among
employees through LSC.
The main objective of LSC is to develop the learning culture among
Employees at shop floor levels through LSC (Learning System & Coaching).

Impact of LSC:
 Skills Index increases
 More no internal trainers’ development
 Communication Skill development
 Self Confidence increases
 Man Power Productivity increases

7. Mock Drill:

In order to improve the reflexes of the plant personnel and develop confidence to handle
plant emergencies, we organize Mock Drills.in this we take past record of plant upset
conditions whose frequency is high.
Analyze possible reasons of the condition & the actions to be taken by the responsible
person against the plant responses.

8. Benchmarking:

Benchmarking in business means measuring your company’s quality, performance and

growth by analyzing the processes and procedures of others. If you believe there’s
something that can be improved within your organization, you can see how your business
stacks up against the “standard” and plan out a path for betterment, whether that means
cutting costs, boosting efficiency and productivity, or growing revenue. The ultimate goal
of benchmarking is continuous improvement, something all businesses should aim for.
Comparing your business to others can help you generate ideas that you can adopt to get
ahead.

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Types of business benchmarking

A business can use benchmarking to measure numerous areas of their operations against
internal and external standards. There are three primary types of benchmarking:

 Internal benchmarking

Internal benchmarking is all about improving your business by comparing it to historical

data. Whether you’re comparing organizational departments or different branch locations,
you can use internal benchmarking to uncover the best, most efficient practices and share
them across the company.

According to Baydas, internal benchmarking can help eliminate waste of both time and
money in a business. Internal benchmarks that businesses should focus on may include
things like employee performance and effectiveness, as well as how employees make
use of the tools provided by the business.

“Monitoring internal benchmarks is one of the most effective ways to build resilient teams,”
said Baydas. “Benchmarking data helps businesses identify the most effective ways to
make use of employee talent, how to organize tasks to make it easy for both employees
and management, and what part of the organizational processes should be discarded.”

 Competitive benchmarking

As the name suggests, competitive benchmarking is about setting certain goals based on
what your competitors are doing. By studying the practices and standards of similar
businesses to match or, ideally, exceed the industry status quo, your business can gain
a competitive edge.

Competitor benchmarks can impact everything from employee salaries, services provided
to customers and even employee morale, said Maida Zheng, senior advisor at The Logos
Consulting Group.

“If you want to stay ahead of the competition and create the most desirable work
environment for your employees, understanding what your competitors are doing is not
only common sense, but imperative,” Zheng told Business.com. “Employees will know
they should stay with a company if they have an opportunity for growth — monetary and
skill — and they know their employer is keeping up or staying ahead of competition.”

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  Strategic benchmarking

One step beyond competitive benchmarking is strategic benchmarking, in which a

business seeks to emulate specific performance standards of world-class organizations.
This may involve cross-industry inspiration, like when Southwest Airlines modeled its
maintenance, cleaning and boarding processes after the time-bound, defined tasks of a
well-oiled NASCAR pit crew.

9. Talent Retention:

Talent retention is the process of keeping your best employees from leaving. Companies
need to have a strategy to retain their top talent, as losing talented employees can be
costly and disruptive.
Many factors contribute to employee turnover, so it’s important to consider your
business’s unique needs when creating your retention strategy. Common strategies for
retaining talent include:

 Offering competitive salaries and benefits.

 Providing career development opportunities.
 Creating a positive work culture.
Happy employees are less likely to leave their jobs, which means you don’t have to spend
time and resources recruiting and training new employees. A study found that
organizations with a strong talent retention strategy have 50% lower staff turnover rates.
Talent retention can improve employee morale and motivation, leading to increased
productivity and creativity. Talented employees are more likely to be engaged in their
work, leading to better results for the company.

 Structure of Quality Circle

Quality Circle is a voluntary association of a group of persons working in same or similar
type of job at the same work area who meet regularly one hour a week during their
normal working time to discuss about their work-related problems and arrive at a solution
which can be implemented by them without additional cost or at a marginal cost. This
group will ideally consist of 8 to 10 members but it should never be less than 5 or more
than 15 in number because with a smaller number of sufficient ideas may not come up
and more number in depth discussion will not be possible. There is a strict discipline in
both formation and working of the group.

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  Structure for Quality Circle Activity

 Top Management:

 Visibly demonstrate its understanding, support and faith in Quality Circle activity.
 Provide adequate budget for QC activity.
 Institute an award system, which can motivate employees to voluntarily join the
circles.
 Promote healthy competition between circles.
 Provide time to time inputs to eventually lead the activity towards self-sustenance.
 Attend Management presentations of Quality Circles.
 Respond to the suggestions/recommendations made by QCs in prompt and
positive manner.
 Monitor the progress of the activity on regular basis.
 Make QC activity review a mandatory point for the regular Management reviews.

Steering Committee:

This committee comprises of senior managers with executive powers and will have
following functions to perform towards Quality Circle activity.

 Give full support to the activity in their respective areas.

 Develop working methodology and overall framework for QC activity.
 Establish program objectives and requirement of resources.
 Provide policy guidelines and directions.
 Nominate coordinator and facilitators.
 Attend Management presentations of QCs
 Obtain feedback from the facilitator and act on his recommendations.
 Decide on the rewards to QCs, based on their performance.
 Continuously monitor the QC activity.

 Coordinator:

Coordinator is a person appointed by the steering committee, who will coordinate the QC
activity throughout the organization so that the activity runs in a smooth, effective and
self-sustaining manner. He will have following functions to perform.

 Registering all the Quality Circles in the organization.

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  Liaoning with facilitators for regular and timely meetings of the QCs and
Management presentations.
 Convening the steering committee meetings and circulate the minutes.
 Organizing all documentation and publication of QC cases.
 Giving all the assistance required by QCs.
 Publishing newsletter on QC activity.
 Preparing training material and organizing training of facilitators and leaders
 Keeping track of QC activity outside the organization and disseminating the
relevant information within the organization
 Creating awareness of QC activity at grass roots level in order to motivate
employees at all levels to join the activity.
 Organizing conventions on QCs.

 Facilitator:

He is a senior officer of the department nominated by the Steering Committee to carry out
following functions, which will help and consolidate the Quality Circle activities in his
department.

 Attending the Quality Circle meetings at least for a brief time.

 Giving guidance to Circles for conducting the meetings as per laid down system
and ensuring that proper records are maintained of each meeting.
 Arranging for the necessary training to Circle members with the help of the
coordinator.
 Providing the necessary facilities and resources to the Circles.
 Arranging for any external help required by the Circles.
 Resolving the problems faced by the Circles.
 Acting as a link between Circles and the Management.
 Collection and dissemination of information, publications, literature etc. related to
Quality Circle activity.
 Arranging periodic get-togethers of the Circle members with participation of
Management personnel.
 Cultivating and promoting participative culture within his department.

 Leader:

A person chosen by the Circle members from amongst themselves. Leader can change
by rotation. During starting phase of a Circle, a supervisor can be the Leader but
eventually, any member can be nominated as a Leader by the Circle members. Functions
of the Leader are:

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  Convening and conducting the Circle meetings as per the laid down schedule.
 Maintaining all the documentation related to the Circle activities.
 Arranging for the necessary training of the Circle members with the help of
Facilitator.
 Ensure involvement of every member.
 Setting goals and reviewing progress during each meeting.
 Drawing an action plan and delegate responsibilities to the Circle members.
 Encouraging a consensus approach in problem solving.
 Get external help as and when required with the help of Facilitator.
 Prepare for Management presentations.

 Members:

Members are the basic and most important element of Quality Circles. They are mostly
drawn from the work area where the Quality Circle is formed and continue to be members
of the Circle as long as they are the part of that work area. Their functions are:

 Be regular and punctual for the Quality Circle meetings.

 Get conversant with various statistical tools recommended for problem solving.
 Identify problems in the work area and put these forth for consideration in the Circle
meeting.
 Contribute ideas for problem solving.
 Cooperate with other members and the leader to form a cohesive team.
 Take part in Management presentations.

 Implementation of Quality Circle activity

Introduction of Quality Circle activity must be preceded by implementation of Total Quality

Control (TQC). This will help in developing management attitudes and practices oriented
towards quality of processes and creating a culture conducive to defect free operations.
Creation of a ‘Flexible workforce’ and implementation of Quality Circle activity can
become complementary activities. Once a suitable atmosphere is created within the
organization, following steps can be taken for implementation of Quality Circle activity.

 Discussions between different layers of organizational structure wiz Top

Management — Departmental Heads, Departmental Heads — Sectional heads,
Sectional Heads — Supervisors, Supervisors — Operators about the concept of
Quality Circle and its relevance to the organization.
 Training programs for different levels to explain the basics of Quality Circles and
the role each level is expected to play in the activity.
 Gathering the feedback from participants on their views and inhibitions.

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  Clearing the doubts in everybody’s minds and make them receptive to the concept.
 Form a Steering Committee to give overall direction to the effort.
 Select a coordinator and entrust him with the job of working out a methodology,
which is suitable for the organization for starting the activity.
 Select the departments where the pilot Quality Circles can be started.
 Select the Facilitator and Leaders and train them to play their role effectively.
 Motivate the members to join voluntarily and train them for their role.
 Start the meetings of pilot Circles and closely follow their work.
 Arrange for the Management presentations for the pilot Quality Circles and give
wide publicity for their achievements.
 Extend the activity to few more departments.
 Keep on encouraging areas where the activity is not started by showing them the
achievements of the working Quality Circles in other areas and the benefits and
recognition they have received.

 Training and Development needs

Training & Development needs identification provides the basis on which all training
activities are conducted. The process is undertaken with care and sensitivity to
maximize return on investment. Following are the inputs for TNIs process.
1. Individual training need captured from performance appraisal forms and MPDP.
2. Competencies identification under group wide ‘Talent management’ initiative.
3. In-house competencies survey done by HR department.
4. Organization Health Survey (OHS) feedback.
5. Generic Training needs arising out of MAP and 360-degree feedback workshop
etc.
6. Emerging business trends and challenges.
7. Internal customer satisfaction survey under “HR Disha” Exit analysis.
8. Competencies gap identification through MAP program.
9. Analysis of feedback taken for various programs conducted in the past.

 Training Policy
At Hindalco, we are committed to develop and maintain the training culture through
The grass root to apex level. The training shall equip the employees with modern

technological innovation for manufacturing facilities along with the development on social

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and behavioral aspect. Training shall also be to maintain a positive work culture with a

skilled and motivated workforce with a sense of pride.

 Training Methodology

Selection of methodology has been done very carefully keeping the sensitivity and

objective of the programs in mind. Fine blend of theoretical & practical approaches is

used to make programs more learning oriented. The simulation of real-life situations

during program helps learners to understand the finer aspect of a concept and built a

deeper understanding of a particular competency.

Most of our programs have been designed based on experiential learning technique.

The experiential learning technique facilitates learning by reflection and then drawing

conclusion from own experiences of participants in order to apply them to similar

situation in the future. The experience Learning Cycle is a powerful and effective way to

promote learning because it enables learners to move through various phases where

they can internalize and apply their learning. It encourages learners to actively

transform information into knowledge, which is useful/ meaningful to them. The four

phases of experiential leaning are:

 Experience:

An activity, exercise, event, or participatory presentation in which useful

information is elicited for discussion and learning.

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 Reflection:

Time when learners ponder over and analyze new information and development
their ideas and feeling about a topic or experience.

 Generalization:
Allows learners to draw broader conclusion and lesson about the new information
or experience.

 Application:
Enables learners to apply their generalization to a new situation or think about how
they might apply their new skills and knowledge in the future. The participants get
opportunity to improve their knowledge base, learn the theme related concept and
built skills and attitude through various practice exercise. Beside above, small
group exercise, role-play, interface/ panel discussion facilitates learning and break
the psychological barrier.
Although some programs have common methodology
like knowledge sharing, group discussion, presentation etc., however a judicious
mix of lecture/ discussion / case studies/ role play/ business games etc. is used to
make absorption of learning spontaneous and instant.

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 Conclusion

Human Resources play a vital role in shaping a healthy and growing organization. The
increasing complexity and problems of managing human resources places heavy
demands on ensuring equal emphasis on all the sub-systems which play a crucial part
in ensuring holistic development of the human resources. People can gain recognition
for skills and knowledge through achievement of vocationally relevant qualifications.
Today for any organization training should be an integral component of the business
activity & good business sense to train the whole staff. For that, it is important to know
about the main concepts of training & development. In my project Training &
Development, I have analyzed the policy, processes and methodologies of training &
development which had been conducted since long time in Renusagar Power Division,
Hindalco Industries limited. Based on this study at this esteemed organization it can be
concluded that human resource is an organization ‘s most valuable asset and, investment in
the learning and development of this precious resource, if they got well equipped
training in the best possible way, they shall definitely help in achieving the bottom line
for the company. The action plan developed by me is based on my careful study and
practical training here at Hindalco, this shall help the organization to overcome its
shortcomings in the training and development process and shall definitely support the
system to grow and maintain its reputation globally.

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 Limitation
 The study might not be all perfect because of certain limitations.

 The problem of time scarcity was an important want for within a short
span of time, the project had to be completed, and hence much
information could not be gathered nor evaluated.
 Another important limitation is that Analysis is very much dependent on
the companies’ internal bulletin.

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 Bibliography

o Training report manual available in the training center.

o Training and development guide books available on
internet.
o Company annual report and other publication.
o Human Resource Management: VSP Rao.
o Every Trainer’s Handbook: Devendra Agochiya
o Company website

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