Study report on “TRAINING EFFECTIVENESS SURVEY

IN TATA STEEL UISL”

Summer / Internship Training Report submitted in the partial

fulfillment of the requirement
of
Bachelor of Business Administration

GIIT PROFESSIONAL COLLEGE

(Affiliated to KOLHAN UNIVERSITY, Chaibasa)

Kolhan University
University in Chaibasa, India

SUBMITTED BY
MOHAMMED SHAHIL
Roll No. 214204217453
Semester: 5th

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 The Project Report
Of
Mohammed Shahil
Roll no. – 214204217453
Entitled
“Training Effectiveness Survey”
Has been examined

Signature Date

External Examiner-1

External Examiner-2
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 This is to certify that the project entitled

“TRAINING EFFECTIVENESS SURVEY”

Submitted in partial fulfillment of the requirement for the degree of
Bachelor Of Business Administration

Mohammed Shahil
Roll no. 214204217453

Has worked under my supervision and guidance from ……………. to

…………….. & successfully completed this project.

Signature of Guide

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CERTIFICATION

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 I hereby declare that project report entitled

“TRAINING EFFECTIVENESS SURVEY”

Submitted in the partial fulfillment of the requirement for the degree of

Bachelor of Business Administration

Of Kolhan University (Chaibasa) is my original work and not
submitted for the award of any other degree, diploma, fellowship
or any other similar title or prizes & that work has not been
published in any other Journal or magazine.

Place : Jamshedpur Name :

Date : Roll No :

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 ACKNOWLEDGEMENT

I am encouraged to get this privilege to express my deep

gratitude to those people whose cooperation and suggestion
helped me a lot to complete this work. This acknowledgement
is not only the formality, but to me it is a way by which I am
getting the opportunity to show deep sense of gratitude and
obligation to all the people who have provided me with
inspiration guidance and help during the preparation of the
project.
I am deeply indebted to Mr. D.K Singh (Training Manager)
and Ms. SUPARNA DUTTA (Training Guide) who gave me
the opportunity to work on this project.
I am also deeply indebted to all the faculty members of GIIT,
Mr. OM PRAKASH (Principal, GIIT Professional College
) and Ms. Priti Singh (Asst. Professor) without their help this
project would have never been completed. Last but not the least
my sincere thanks to my friends and the people around me,
without their support. I would never been able to complete this
project.

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 INDEX

CHAPTER NO. CONTENTS PAGE NO.

1. EXECUTIVE SUMMARY 8
1.1 Introduction 9 - 11
1.2 Importance of training evaluation and its effectiveness 12
1.3 Objective of training 13 – 15
1.4 Features of training and development 16 – 18
1.5 Types of training and development 19
1.6 Need and benefits of training 20 – 22
1.7 Scope of the study 23
1.8 Methodology 24
1.9 Data analysis for training 25 – 27
1.10 Conclusion 28 – 29
1.11 Recommendation 30 - 31

2. COMPANY PROFILE 32
2.1 Brief introduction to company 33 – 38
2.2 History of the company 39
2.3 Hierarchy of management in Tata Steel UISL 40
2.4 Service Details 41 – 46
2.5 Awards and Recognition 47 – 48

3. HRM 49
3.1 Human Resource Department 50 – 51
3.2 Human Resource Management 52 – 53
3.3 Functions of HRM 54 – 57
3.4 Importance of HRM 58
3.5 Objectives of HRM 59

4. PROJECT IN BRIEF 60
4.1 Introduction 61 – 72
4.2 Steps in training programme 73
4.3 Objective of the project 74
4.4 Research methodology 75 – 76
4.5 Analysis and Interpretation 77 – 81
4.6 Evaluation of effectiveness of training programmes in practice in Indian 82 – 84
organization
4.7 Questionnaire 85 – 86
4.8 Findings 87
4.9 Conclusion 88
4.10 Recommendation 89

5. ANNEXURE 90
5.1 BIBLIOGRAPHY 91

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1. EXECUTIVE SUMMARY

1.1 Introduction
1.2 Importance of training evaluation and its effectiveness
1.3 Objective of training
1.4 Features of training and development
1.5 Types of training and development
1.6 Need and benefits of training
1.7 Scope of the study
1.8 Methodology
1.9 Data analysis for training
1.10 Conclusion
1.11 Recommendation

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 1.1 INTRODUCTION

Organizations often fail to realize the need to evaluate the

training programmes once the session ends. The apparent
reason for ignoring this ‘evaluation’ is lack of time, resources
and tools. As organizations are increasingly adopting training
programmes, there is a great need to evaluate the same. The
process of examining a training programme is called training
evaluation. Training evaluation ensures that candidates
implement their learning in their respective workplaces, in the
regular work routine.

Training programme is a transforming process that requires

some inputs and in turn produces output in the form of
knowledge, skills and attitudes (KSA). Now-a-days, training
programme is an investment because the departments such as
marketing and sales, human resources, production, finance etc.
depends on training for its survival.

Training programme provides the opportunity to raise the

profile development activities in the organization. The primary
responsibility of an organization is to assure that its people
perform the assigned jobs safely and effectively. So training
personnel must be responsive to the needs of the organization,
working hand-in-hand with line managers and supervisors to
ensure that training needs are properly analysed and
accordingly those training programmes are developed and
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implemented in the most efficient and effective way. Generally,
evaluation is done at four levels: reaction, learning, behavioral
change and result in terms of application of learned behavior in
the job and resultant benefits to the organization.

Training effectiveness is judged from different angles such as

knowing how much learning has been acquired by the learners
after the training intervention; how much of those learning
objectives have been put into practice on their jobs; and with
what results for the organizations. Measuring learning just after
completion of training and impact of training on the job are
important aspects for effectiveness of a training programme.
Trainer, learner and beneficiary organization must use their
knowledge expertise in stating training objectives clearly,
objectively and in line with the specifications of writing a good
objective. Designing a training programme involves an
investment of creativity, hard work and money. So, training
practitioners justify such investment in the belief that training
makes a real difference in the workplace contributing to
organizational effectiveness that means it is ‘Return on
Investment (ROI)’. The contribution of a training programme
to the organization is arrived at through the process of
evaluation. The principles of effective training are intended to
assist organizations in establishing and maintaining effective
training programmes that produce well-qualified, competent
personnel to operate and maintain the organization in a safe and
reliable manner. Training evaluation is a critical component of
analyzing, designing, developing and implementing an
effective training programme. The persons responsible for
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evaluation of training programmes are the senior management,
trainer, line management, the training manager, and the trainee.

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 1.2 IMPORTANCE OF TRAINING
EVALUATION AND ITS
EFFECTIVENESS

As organizations need to invest in the development of human

capital through training programmes, it is important to develop
a tool that will help the organization to improve the training
effectiveness. If a training programme is proved to be effective,
it will definitely yield the positive results that are desired by the
company. The effectiveness of training programme can be
maximized by following ten steps as under:
 Training-needs identification
 Pre-training activities
 Planning and organizing the program properly
 Designing the module
 Feedback on the faculty
 Feedback from the external faculty
 Training plan and budgets
 Development of In-house faculty
 Nomination to external seminars and training programs

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 1.3 OBJECTIVE OF TRAINING

 To study the methods used in training the employees in

TSUISL ltd.

 To analyze whether the quality of training and satisfaction

of respondents related.

 To analyze whether the employees are satisfied with their

current training methods in TSUISL.

 To collect and analyze the views of the participants and

superior on the training from TSUISL ltd.

 To study the training program on the basis of relevance,

implementation and outcomes.

 To increase productivity of employees.

 To remain competitive in the market.

 To change attitude of the worker.

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  To enable workers to adapt quickly to changes.

 To mitigate the risk of accidents.

 To reduce wastage of time and resources.

 To provide growth opportunities to existing employees.

Training effectiveness is measured by clear learning objectives,

relevant content, engaging delivery methods, active
participation, personalized feedback, practical application
opportunities and flexibility for different learning styles,
experienced trainers, positive learning environment, adequate
resources, regular updates, and assessment of outcomes. The
ASTD (American Society for Training and Development)
survey is a comprehensive tool used to evaluate the
effectiveness of training programs. The survey is based on a
four-level model that assesses the success of the training
program at different stages. The first level is the reaction level,
which measures how participants respond to the training, such
as their satisfaction and engagement levels. The second level is
the learning level, which measures how much participants have
learned from the training program. The third level is the
behavior level, which measures how well participants apply
what they have learned in their workplace. Finally, the fourth
level is the results level, which measures the impact of the

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training on the organization, such as improved performance,
increased productivity, and reduced costs.
About ASTD

The American Society for Training and Development (ASTD)

was a professional membership organization focused on
promoting excellence in training and development for
individuals and organizations. In 2014, it changed its name to
the Association for Talent Development (ATD) to reflect the
evolving role of training and development in the workplace.
The organization provided resources, networking
opportunities, and professional development programs to its
members, including trainers, instructional designers, HR
professionals, and executives. Its mission was to empower
professionals to develop the knowledge and skills needed to
drive business results and improve organizational performance
through effective training and development.

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 1.4 FEATURES OF TRAINING AND
DEVELOPMENT

Training isn’t a one size fits all, so there isn’t one simple
answer, but there are a few things that are consistently present
in all the best training programs. Below you’ll find the top
characteristics that we’ve seen in the most successful
programs.
1. Effective program management - A high quality
training program starts with a person with a champion. We
all call this person the program manager. An ideal training
program manager is inherently curious, open minded,
motivated and invested in developing employees’ skills to
help them reach their potential. Additionally, this person
is usually tasked with marketing the training program
internally, so that employees are aware of development
skills include problem solving, business acumen
leadership skills.

2. Needs assessment - A needs assessment can be conducted

through research, interviews and internal surveys. At the
core of any effective training program is correctly
identifying who needs to be trained, and on what skills or
topics. A training need is the gap between current
performance and required performance.

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3. Goals and metrics - Training is an area that can be
difficult to quantify. However, when the program manager
is able to determine organizational needs that are aligned
with the business quantifying training becomes much
easier. When developing goals, make sure metrics give the
whole picture, including quantity, quality, time, cost and
effectiveness.

4. Leadership buy-in - One of the keys to a successful

training and development program, and possibly the most
important, is leadership buy-in from the top down. Having
leadership support helps to drive the importance of a
program, assist with accountability and establish
appropriate expectations. Senior leaders will want to know
how the training program can impact the bottom line. So
the junior leaders must be prepared when they present
their ideas.

5. Relevancy - Providing relevant training content is key to

a good training program, to ensure your learners are
engaged and continue to come back for more. The content
that are presented to the employees must be applicable and
timely to help them with their daily duties, expand their
mind, and provide them with quick take -ways that can
immediately be applied.

6. Creativity - Creativity can start with a program launch

that has a theme – it can be as simple as a corporate

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 university or college layout. Branding the training
initiative with a logo or mascot can add a level of fun and
familiarity as the program continues. Other creative ploys
could include seasonal themes and contests.

7. Communication - Having a marketing is an integral part

of the implementation and an essential component of a
successful learning and development program. A
successful marketing plan includes not only initial launch
activities, but also strong ongoing efforts throughout the
program. Any communication sent out to employees
should include not only an overview and clearly defined
expectations, but also how an employee what’s in for
them.

8. Training reinforcement - Training reinforcement is a

series of small lessons or learning activities that support a
core concept skill. By continuing to teach what was
learned at a seminar or from a video, employees will not
only remember more, but they will also be more likely to
apply it to their everyday work.

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 1.5 TYPES OF TRAINING AND
DEVELOPMENT

Methods of training
There are mainly two types of training.
• On-the-job training
• Off-the-job training
• On-the-job training - when employees are trained while they
are performing the job then it is known as On-the-job training.
Under this method the employees learn by doing. This method
is suitable only for technical jobs and the advantage of this
method is employees can learn the practical problems while
working on the job. The biggest disadvantage of On-the-job
training is that it results in the wastage of resources. Whenever
employees are dealing with expensive and sophisticated
machinery then On-the job methods of training should be
avoided.
• Off-the-job training - Off-the-job training means training the
employees by taking them away from their work position which
means employees are given a break from the job and sent for
training. This method for training is more suitable for
managerial job positions as conferences, seminars, are held to
train the managers.

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 1.6 NEED AND BENEFITS OF
TRAINING
AT THE INDIVIDUAL, OPERATIONAL AND
ORGANIZATIONAL LEVELS

Training has become a necessity for all the organization in

today’s dynamic business environment. It helps the employees
to perform their jobs more efficiently and effectively resulting
in long-term benefits for both the employees as well as the
organizations. Training can be multi-dimensional. It can be
specifically used to develop skills and knowledge that may be
used at an Individual, Operational, Organizational level.
Need for individual training:-
Individual skills include self - management, communication
and interpersonal abilities needed to successfully perform in the
organizational and social context of the project and support
groups.
Individual training offers the following benefits:-
1. Quality of work is improved.
2. It increases the productivity.
3. Provides employees greater flexibility and responsiveness
to change.
4. There is less wastage and reduction in maintenance and
repair costs.
5. There is improvement in employee morale.

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Thus we see that the individual or employee training provides
employees an opportunity to improve their job skills,
knowledge and abilities thereby strengthening the services and
operations of the entire organization.
Need for operational training:-
Operational training includes training that helps an employee
to develop, maintain, or improve his technical skills. Technical
skills are those skills where he uses his knowledge, tools and
other equipment to perform a task efficiently.
Training in technical or operational skills helps an
employee to:-
1. Use the equipment in a correct and scientific manner.
2. Choose the correct tools required to complete a specific
task.
3. Learn to use new technology and tools.
4. To prevent industrial accidents and health hazards.
5. It facilitates team work.
Operational training thus increases efficiency and productivity
of an employee by enhancing his ability to use skills and
resources available as required by his job.
Need for organizational training: -
Organizational training includes training to support the
organization’s strategic business objectives and to meet
practical training needs that are common across projects and
support groups.

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The purpose of organizational training is to develop the
skills and knowledge of people so they can perform their
roles effectively and efficiently.
1. Pertain to behaviour within and according to employee’s
organization structure.
2. Take on role and responsibilities as required by the
organization.
3. Adhere to the organization’s general operating principles
and methods.
4. Facilitate implementation of organizational STRATEGIC
planned change efforts such as OD, TQM, BPR, ISO.

An organizational training programme should identify the

training needed by the organization, obtain and provide training
to address those needs, establish and maintain training
capability and records and assess its effectiveness. This will
result in overall development and ultimately an increase in the
profitability of the business.

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 1.7 SCOPE OF THE STUDY

The study is conducted on the employees in TSUISL,

Jamshedpur.

The study will help the organization:

 To know the present condition of the training &

development programme.

 To know the expectations of the employees towards

training and development programme.

 To know the willingness of the employees towards

training and development programme.

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 1.8 METHODOLOGY

 Explorative
 Descriptive
 Experimental
DATA SOURCES:
 Primary data:
Is generated in an investigation with the help of
questionnaires.

 Secondary data:
Is collected from books, internet, articles, journals and
other sources.

SAMPLING:
SAMPLE POPULATION:
There are 5000 employees in the organization.

SAMPLE SIZE:
We are taking 50 employees sample.

SAMPLE AREA:
We are conducting in water management.

SAMPLE METHOD:
The method we are using is survey method, descriptive
research design is use to collect the information.

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 1.9 DATA ANALYSIS FOR TRAINING

Using advanced analytics for training evaluation is not as

daunting as it sounds. Most learning management systems
already have some form of learning analytics already but
advanced analytics provides the data and analysis that is needed
to really measure the true cost and value of training. CFOs can
use the data collected from analytics along with the Kirkpatrick
model of training evaluation to maximize the effectiveness of
their corporate learning programs.

The Kirkpatrick model consists of 4 levels of evaluation

reaction, learning, behavior, and results.

The first level measures how employees feel about the training.
The second level measures how much of the information
employees are retaining. The third level determines if
participants are improving applying their new skills on the job.
The fourth and final level is about the overall results and how
they impact organizational goals.

There are 4 key analytics metrics that will give you insights into
the effectiveness and cost of training.
1. Time-To-Competency

Analytics can track how quickly an employee becomes

proficient in a new skill. Whether you are evaluating an on
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boarding program or training to help employees adopt new
software, measuring how long it takes for them to improve their
skills and knowledge is essential to effective evaluation.
Training should increase the time-to-competency in some way.
How much is dependent on the complexity of the subject matter
and length of training.

2. Knowledge Retention

Knowledge retention can be measured with skills and

assessments. Learning analytics can help you with data
management and the analysis of these assessments. High
knowledge retention rates let you know that the training is
effectively teaching employees the new skills they must learn
to improve their performance.

If employees don’t remember what they learned, they will not

be able to apply their knowledge in the workplace. This would
mean the training would not have an impact on workplace
performance which is the main goal of employee training.

If employees are able to retain information, they are more likely

to apply their new skills on the job.

3. Knowledge Application

Knowledge application is essential to improving employee

performance. If employees do not apply what they learn on the
job, then there will be little if any impact on employee
performance. Although it is difficult to measure knowledge
application through analytics and machine learning, you can
track their behaviour and scores from simulations.

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Simulations are lifelike scenarios that give employees an
opportunity to practice their skills without risk. When
employees practice a new skill in a simulation, they are more
likely to have the confidence and knowledge necessary to apply
it in real life.

4. Employees' Reactions to Training

Employee reactions and feelings about training are more

qualitative than quantitative but that doesn't mean they are not
important. Employees' ratings, comments, and thoughts about
the training program can give you important insights into
engagement levels, relevance of training, and overall
effectiveness.

If employees find that the training is not relevant or is

complex, they are likely to share this information if the
opportunity is given. This is useful not only for measurement
but also for the purposes of optimization.

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 1.10 CONCLUSION

Measuring the effectiveness of your training programs will

help your organization maximize your ROI and provide quality
learning experiences. The truth is that employee development
programs that engage learners do a lot more than simply
increase skill levels and productivity.

They also play a huge role in attracting and retaining new

talent. 68% of employees say that L&D opportunities are one
of the major deciding factors they consider when looking for a
new job. It has been found that it costs 30% or more of an
employee’s salary to replace them.

An effective employee training program is worth the

investment and can have a positive financial impact on your
business in many ways, but you will never know how effective
your program is without measurement.

The Kirkpatrick model for training evaluation is helpful while

measuring training, but analytics will help you find the data
your need for accurate evaluation more easily. However, there
are 4 learning analytics metrics to keep in mind when it comes
to finding the true cost of training:

 Time-to-competency
 Knowledge retention
 Knowledge application
 Employee reactions
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Learning analytics makes it easier for CFOs to track and report
the real business impact a training program has on your
business and find areas for improvement so that the ROI of
training can be maximized.

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 1.11 RECOMMENDATION

Improving employees’ skills and their productivity is essential

for business growth. Companies design and implement training
programs to help employees reach their maximum potential and
perform better than before.

1. Identify the skills that employees need to do their jobs,

identify gaps between where they are and what they need, and
focus training on resolving the gaps. Always start with job
tasks and work backwards to be sure the training is targeted to
improving necessary job skills. Do training needs assessments
that focus on job tasks, rather than asking people what they
want. The latter is usually misleading.
2. In skills training, need to be used by learners
immediately upon returning to their work environments.
Training that occurs way in advance of applying the skills
fails.
3. Consider doing follow-up mini-sessions a month or two after
a training session, where participants can interact and talk
about their experiences and challenges applying what was
learned. Even an hour long mini-session can be hugely
effective, and participants really like this focus on application
of learning.
4. Encourage superiors and participants to both attend the same
training of their employees and talk about the training back on
the job. Managers often want to "fire and forget" when it
comes to training, but if they are onside from the beginning

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 and actively coach, and/or remind staff to apply what they've
learned the training becomes much more effective.
Encourage and/or arrange for participants to teach or
communicate what they learned. This is often a very cost
effective way to train many people, but if participants know up-
front that they will be training others, or even reporting back to
their peers, they tend to learn more effectively and the act of
communicating what they learned to others is a way to
reinforce learning.

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2. COMPANY PROFILE

2.1 Brief introduction to company

2.2 History of the company
2.3 Hierarchy of management in Tata Steel UISL
2.4 Service Details
2.5 Awards and Recognition

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 2.1 BRIEF INTRODUCTION TO
COMPANY

Tata Steel UISL formerly JUSCO has a rich legacy of over a

century of experience in town services and has been an integral
part of the development of Jamshedpur, one of India's most
livable cities. The company's focus on integrated town
management has helped create a sustainable ecosystem that has
contributed to the city's growth and prosperity.

Tata Steel UISL has taken several initiatives to promote

environmental sustainability and social development. The
company has implemented various programs and initiatives to
reduce carbon footprint, conserve natural resources, and
promote eco-friendly practices.

Website: https://www.tatasteeluisl.com

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TATA STEEL
Tata Steel Limited is an Indian multinational steel-making
company based in Jamshedpur, Jharkhand, and is
headquartered in Mumbai, Maharashtra, India. It is a subsidiary
of the Tata Group.

Formerly known as Tata Iron and Steel Company Limited

(TISCO), Tata Steel is among the top steel producing
companies in the world with an annual crude steel capacity of
34 million tonnes per annum. It is one of the world's most
geographically-diversified steel producers, with operations and
commercial presence across the world.
The company’s Jamshedpur steel works along with its Ferro
Alloys and Minerals Division, have been conferred the SA
8000 certification for work conditions and improvements in the
workplace – the first in the world.
Tata Steel which has also set benchmarks in the fields of
corporate social responsibility and corporate governance firmly
believes in improving the quality of life of its employees and
the communities it serves.

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Tata Steel Utilities and Infrastructure Services
Limited (Tata Steel UISL)

Tata Steel UISL, formerly known as JUSCO, was carved out of

Tata Steel's Town Services Division in 2004 as a first-of-a-kind
initiative in India. The objective was to transform an obligatory
service into a customer-focused, sustainable corporate entity.
Today, Tata Steel UISL is India's only comprehensive urban
infrastructure service provider and a Tata Enterprise that
delivers services that align with the Tata Group Purpose, which
is to improve the quality of life of the communities it serves.

Tata Steel UISL's focus on integrated town management has

helped create a sustainable ecosystem that has contributed to
the growth and prosperity of Jamshedpur, one of India's most
livable cities. The company has been instrumental in the
construction of several critical infrastructure projects in
Jamshedpur, including power distribution networks, water
supply systems, and road networks. These projects have helped
improve the quality of life for residents by providing access to
basic amenities and services.

Tata Steel UISL is committed to environmental sustainability

and social development. The company has implemented
various programs and initiatives to reduce carbon footprint,
conserve natural resources, and promote eco-friendly practices.
These efforts have been recognized by several national and
international organizations, and the company has received
numerous awards and accolades for its sustainability initiatives.

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In addition to its focus on sustainability, Tata Steel UISL has
also been actively involved in the development of the city's real
estate sector. The company has developed several residential
and commercial properties in the city, catering to the growing
demand for high-quality housing and office spaces. Its
expertise in real estate development has helped transform the
city's skyline, making it one of the most modern and dynamic
cities in India.

Tata Steel UISL has been actively involved in various social

development initiatives in Jamshedpur, such as education,
healthcare, and skill development. The company has partnered
with several NGOs and government agencies to implement
programs that promote social inclusivity and economic
development. These initiatives have helped create a vibrant and
inclusive community that is a hallmark of Jamshedpur.

TSUISL has a rich legacy of over a century of experience in

town services and has been an integral part of the development
of Jamshedpur. The company's commitment to sustainable
development, infrastructure development, real estate, and
social development has helped improve the quality of life of the
residents of Jamshedpur.
The Company believes that a clear sense of the Tata Values and
Mission allows it to achieve immense clarity on its role for the
future. TSUISL intends to rise to the challenge of meeting
India's need for infrastructure development in a sustainable
manner by anticipating and addressing the country's growth
needs such that the ability of future generations to meet their
own needs is not compromised.

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VISION
The company aims to be the provider of best value
infrastructure and utility services.
MISSION

Build a process and knowledge driven enterprise where a

team of happy and empowered employees creates best-
value through:
 Care for Customer
 Culture of Excellence and Improvement
 Commitment to Safety and Environment.

VALUES
 Integrity
 Excellence
 Responsibility
 Understanding
 Unity
 Agility

QUALITY POLICY

Jusco shall constantly strive to improve the quality of life of

communities it serves company delights their customers by
providing them superior product quality & efficient service
delivery.
Company tries to upgrade the competencies of their
employees to face new challenges. Continuous

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improvement will be the guiding principle for all their
activities. This policy will form the basis of establishing
& reviewing the quality objectives
PURPOSE
The purpose of the TATA group is to improve the quality of
life of the communities they serve. They do this through
leadership in sectors of national economic significance to
which the group brings a unique set of capabilities.

The TATA name is a unique asset representing leadership

with trust leveraging these assets to enhance Group
synergy & becoming globally competitive is the route to
sustained growth and long term success.

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 2.2 HISTORY OF THE COMPANY

Jamshedpur city was created 100 years ago in 1904 along with
the Steel Plant set up by the Tata’s at the village of Sakchi.
The Company acquired 64 sq. km (approx. 16,000 acres) to
create a township for sustaining a high Quality of Life
necessary to attract the best talent.
Zamindari Act, 1956 required land to be vested back to
Government, which was given back in the 1985 on lease to Tata
Steel w.e.f.1956.
As an obligation of this lease Tata Steel is responsible for
creation, operations, maintenance of all urban infrastructure,
including water & wastewater infrastructure.
Town Division, Tata Steel was responsible for the creation,
operation and maintenance of infrastructure services at
Jamshedpur for all citizens (0.7 million) and not just its
employees
In 2004, Tata Steel spawned the Jamshedpur Utilities &
Services Company Limited (JUSCO) now called Tata Steel
UISL, India’s only comprehensive urban infrastructure
company.
JAMSHEDPUR TODAY

 Area: 64 square kilometers.

 Size: Among the 30 largest cities in India.
 Law and Order: Local State Administration.
 Population: 0.7 million, only 20000 of who are Tata
employees (Tata Steel UISL).

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 2.3 HEIRARCHY OF MANAGEMENT
IN TATA STEEL UISL

Board of Directors
Mr. Sunil Bhaskaran : Chairman
Mr. Sanjay Ubale : Director
Mr. R Ranganath : Director
Mr. Suresh Dutt : Director
Tripathi
Ms. Sunanda Lahiri : Independent Director
Mr. Tapas Mitra :
Independent Director
Mr. TarunDaga : Managing Director

Page 40
 2.4 SERVICE DETAILS

1. WATER & WASTE WATER SERVICES

Tata Steel Utilities and Infrastructure Services Limited

provides comprehensive services in the supply of water to both
industrial and domestic customers. Company’s range of
services cover operations & maintenance of the entire water
cycle from intake to treatment, conveyance and distribution. It
integrates this service with capabilities such as asset
management activities, GIS, billing, collection and
Nonrevenue Water reduction programs. The Company was
formed in 2004 and we have since ventured beyond
Jamshedpur to create new facilities in water across the country
apart from modernizing and maintaining existing ones.

Services offered: -

 Operation and maintenance of water treatment plants

sewage treatment plants, distribution networks.
 Build new water treatment plant and sewage treatment
plant on EPC or BOOT basis.
 Technical and management support to improve
performance of the water treatment plants, sewage
treatment plants and distribution systems.
 Control of unaccounted for water (UFW) or non-revenue
water (NRW).

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  Creation of 24x7 municipal water supply systems.
 GIS for asset management including updating of existing
drawings.
 Customer support services including call centre facilities
for prompt handling of complaints.

2. POWER DISTRIBUTION

The power services division is responsible for the purchase,

sale and distribution of electricity; augmenting and maintaining
the power distribution infrastructure; as well as for municipal
and town management functions in its service area.

Year after year, TSUISL uses state-of-the-art technology and

processes, proactively maintains and upgrades equipment, to
enhance its efficiency. The knowledge and expertise of its
engineers and people, as well as a culture of excellence, allows
it to maintain high quality power supply at possibly the lowest
tariff in India. All of these contribute to making it one of the
country’s most efficient power utilities.

3. ENGINEERING CONSTRUCTIONS

A.BUILDING AND INDUSTRIAL CONSTRUCTION

 An experienced player in the handling and execution of

residential, commercial, educational, recreational and
healthcare projects, the company undertakes
comprehensive engineering, procurement and
construction (EPC) work. Decades of operating, maintain

Page 42
 and augmenting water infrastructure and distribution
networks has given it immense expertise in this niche
business. A significant number of its construction projects
are for industrial clients. TSUISL’s industrial construction
capabilities include civil and structural work.

B. ROAD CONSTRUCION & MAINTAINANCE

 TSUISL uses state-of-the-art technology to build,

strengthen and widen roads. It has in house capabilities to
design roads and develop them as per the expected load
and life span required. The company uses a hot mix plant,
laser based pave finisher and nuclear gauges for instant
density testing to check the strength of the road while
constructing them. It uses the latest cold paint technology
for road markings. Krebs are designed to ensure rapid
water drainage and ease in vehicular traffic movement.

 To ensure that its roads are environment-friendly TSUISL

uses bitumen emulsion to top the roads instead of the
conventional hard bitumen.

C.DESIGN AND TOWN PLANNING

CONSULTANCY

 The company follows urban planning practices that ensure

a perfect balance between land used for housing, roads and
open spaces.

 TSUISL’s experience in design and town planning is

represented through a well laid out, clean, green city. It
keeps pace with growing civic needs of the people by
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 continuously assessing, controlling and guiding the urban
growth.

 Town planning consultancy:

 TSUISL has in-house facilities to respond to a variety of

physical planning solutions, including land use plan,
structure plan, site plan, landscape plan, urban design, as
well as comprehensive development plans for urban areas.

 Design consultancy:

 The company translates customer needs into architectural

and structural designs, while ensuring that the
requirements are fulfilled functionally, aesthetically and
technically at the most economical costs.

D.TOWNSHIP MANAGEMENT

 The need for urban infrastructure and the business of

managing townships will experience quantum growth in
India and other developing countries as industries set up
production facilities or create special economic zones.

 TSUISL offers town management solutions to existing

and new industrial centres and townships. Having
managed a township for almost a century, TSUISL
intends to deploy this expertise to offer sustainable
solutions in three principle categories:

 Integrated maintenance.
 Civil maintenance.
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  Electrical maintenance.

4. MUNICIPAL SOLID WASTE & PUBLIC HEALTH

Solid waste management has become a major environmental

issue in India. For ensuring sustainable solution to this
problem, MSW-Mgt. & handling rules 2000 were enacted with
obligatory requirements for improvement in MSW.
Management infrastructure in cities across the country. Taking
an early initiative, TSUISL has put in place the expertise and
skills to strategize, devise and design the blueprint for excellent
waste management for the city of Jamshedpur.
TSUISL has been offering integrated solutions to municipal
waste management.

The services of municipal waste compromise of:

 Waste transfer-secondary collection and transportation
 Transfer station management
 Composting
 Engineered secured landfills
 Landfill capping
 Integrated waste recycling and reclamation
 Recycling of municipal and specialized wastes

TSUISL's Public Health & Horticulture Services integrate

environment sanitation, disease prevention and control and
horticulture. Together, these services promote a healthy life for
the citizens by ensuring that civic needs do not stretch the

Page 45
environment and ensures one of the lowest incidences of
communicable diseases in India. In the last 5 years, 5.15 million
trees have been planted to maintain the ecological balance. The
Company follows an integrated approach in the delivery of
quality services which are regular, efficient, state of the art &
are at affordable cost.

Page 46
 2.5 AWARDS AND RECOGNITION

TSUISL Company set a benchmark in city services for which

it has earned many awards and recognition in the whole
business world. Some of them are such as Best City for
Integrated Planning award, Asian Smart City Award 2016 and
2017, emerging brand of the year award 2015, 6th CII National
HR excellence award in 2016. Some more recent are as listed
below-

 Best customer relation management 2018 to TSUISL

(JUSCO) by now
Best customer relation management 2018 to TSUISL by ET
now, at the making of develop India awards in Mumbai on 18th
February at the ET now Modi awards 2018, which is a
benchmark to recognize excellence throughout the industry.
Companies were rewarded for the nature and complexity of
their project, their project, their ability to objectively
demonstrate its value and effectively communicate its
significance to others.

Page 47
  Significant achievement in HR excellence to TSUISL
(JUSCO)

TSUISL was conferred with "Significant Achievement in HR

Excellence" Award at the 8th CII - HR Excellence Award
Ceremony held on 19th Feb 2018 at India Habitat Centre,
New Delhi.
It may be noted that TSUISL had submitted an application for
the Award subsequent to which an assessment was conducted
by senior CII Assessors in November '17 based on which the
Company won the honour.
The Award was presented by Mr. T.V. Narendran, CEO &
MD Tata Steel and Chairman CII National Committee on
Leadership & HR and was received by Mr. Deepak P Kamath
(Sr. GM-SS), Mr. Raghunath Pandey(President JSU), Ms
Sadaf Rahman & Mr. Gautam Bhattamishra on behalf of
TSUISL

Page 48
 3. HRM

3.1 Human Resource Department

3.2 Human Resource Management
3.3 Functions of HRM
3.4 Importance of HRM
3.5 Objectives of HRM

Page 49
 3.1 HUMAN RESOURCE
DEPARTMENT

TSUISL has been divided into various departments for the

smooth functioning of all activities here Human Resource
Management is also one of the important departments.
Structure of Human Resource Management in TSUISL.

Managing director (MR. Tarun Daga)

Sr. general manager (Capt. Dhananjay Mishra)

Supervisor

Workers

Page 50
TSUISL recognizes its employees as the most important asset
for its continued growth. Human Resource Management in
TSUISL strives to ensures continuous organizational growth by
nurturing the strengths of its employees and providing the
environment and opportunity for every individual to rise to his
or her highest potential, identify and achieve his personal goal
within the frame work of organizational, societal and national
objectives.

Page 51
 3.2 HUMAN RESOURCE
MANAGEMENT

Human resource plays a crucial role in the development process

of the modern economics.
Human resource management is the strategic approach to the
effective management of people in a company or organization
such that they help their business gain a competitive advantage.

Human resource management is the management of

employee’s skills, knowledge, abilities, talent, aptitude,
creativity, ability etc.

There are many different terms are used for denoting human
resource management like

 Labour management
 Labour administration
 Manpower management
 Workforce management
 Employer-employee relationship
 Industrial relationship
 Human capital management
Though these terms can be used differently widely, the basic
nature of distinction lies in the scope or coverage and
evolutionary stage. In simple sense, Human Resource
Management means employing people, developing their

Page 52
resources, utilizing, maintaining and compensating their
services in tune with the job and organizational requirements.

HRM means employing people, developing their resources,

utilizing, maintaining and compensating their services in tune
with the job and organizational requirements.
HRM is concerned with the management of people in
organizations. It represents that part of an organization’s
activities concerned with the recruitment, development and
management of its employees. Managing human resources is
an integral part of general management and is critical to the
success of all types of organization. Human resources are the
essential constituents in any organization. No organization
stands on its own without them.

Page 53
 3.3 FUNCTIONS OF HRM

Planing

HRM
Contro-
Staffing
Functions H lling

Directi-
ing

The function of HRM can be broadly classified into two

categories:-

 Managerial functions
 Operative function
A.Managerial functions
Some of the managerial function of HRM are:-

 Planning:
Planning is the determination of anything in advance of the
action. It involves scanning of the external and internal
environment, setting up of goals and objectives, preparing an
action plan to achieve these goals and objectives. It is a link
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between the present and future and is a continuous and never
ending process.

 Organizing:
After planning, organizing is next in order. Organizing involves
the establishment of an organization structure through
determination and grouping the activities to the specified
individuals and departments, defining their role, the delegation
of authority to carry out the responsibilities and provision of
coordination of men and work.

 Staffing:
Staffing is the process of manning the organization and keeping
it manned. Needless to mention that the future of any enterprise
has is governed by the quality of the hired personnel. HR
manager is required to recruit, select, train, place, compensate,
promote, and retire the personnel of the organization at the
appropriate time for accomplishing the objectives of the
enterprise.

 Directing:
As the process of management is concerned with getting work
done through and with people, they require proper motivation.
The management is required to lead, guide, motivate,
supervise, communicate, and inspire them towards improved
performance.

 Controlling:

Page 55
Controlling is a measuring and corrective device. In an
undertaking, control consists in verifying whether everything
occurs is with the plan adopted. Through control, we evaluate
the performance against the goals and the plans.

B. Operative functions:
Operative function are performed by the human resource
manager continuously and regularly.
 Procurement of Human Resources:

It is important employing the right type of personnel according

to the right type of personnel according to the needs and
requirements of an organization. For effective performance of
procurement function, HRM has to perform a number of
functions such as manpower planning which gives the estimate
of manpower requirements.

 Employee Compensation:

It means providing adequate, equitable, regular and fair

remuneration to the employees. For equitable and fair
compensation. It should be based on job evaluation, merit
rating techniques.

 Development of human resources:

Development of human resources is done through the training

and development programme. Development process including
improving the skills and knowledge, creativity, ability,
intellectual ability, capacities of employees.

Page 56
 Developing healthy human resources:

One of the most important operative functions of HRM is

developing, maintaining and preserving the healthy, friendly,
harmonious relationship between the management and
employees or employer and employees.

 Working environment:

To cater for congenial working conditions for the entire

operating staff to include hygienic conditions, bathrooms, rest
rooms, canteen facility, entertainment rooms, drinking water,
adequate ventilation and lighting, safe working conditions,
maintenance of health centers.

 Welfare activities:

Social activities may include medical facilities, insurance,

recreation, crèches, housing, education for kids, playground
etc.

 Union management relationship:

Employees from groups to compose and constitute association

and unions. Personal department negotiates labour agreement,
handles grievances, settles disputes and maintains discipline
etc.

Page 57
 3.4 IMPORTANCE OF HRM

 Attract highly qualified and competent people.

 Acquirement of right people at right place at right time.

 Ensure that’s the selected candidate stays longer with the

company.

 Make sure there’s match between cost and benefit.

 Establishment of good relationship between employer and

employees.

 Creation of healthy environment in organization.

Helps the organization to create more culturally diverse

workforce.

Page 58
 3.5 OBJECTIVES OF HRM

 To help the organization reach its goals

 To employ the skills and abilities of the workforce efficiently

 To provide the organization with well-trained and well-

motivated employees

 To increase to the fullest the employee’s job satisfaction and

self-actualization

 To develop and maintain a quality of work life

 To communicate HR policies to all employees

 To be ethically and socially responsive to the needs of society

 To facilitate in maintenance of cordial relationship between

management and employees.

 To devise programmes for meeting economic, social and

psychological needs of the employees

To create an enabling climate in which employees are inspired

to harness and deploy their skills and competencies to the
fullest

Page 59
 4. PROJECT IN BRIEF

4.1 Introduction
4.2 Steps in training programme
4.3 Objective of the project
4.4 Research methodology
4.5 Analysis and Interpretation
4.6 Evaluation of effectiveness of training programmes in practice in Indian
organization
4.7 Questionnaire
4.8 Findings
4.9 Conclusion
4.10 Recommendation

Page 60
 4.1 INTRODUCTION

As a part of my internship, I conducted a training effectiveness

survey to evaluate the effectiveness of the training and
development programs at TATA STEEL UISL. This report was
aimed at integrating my theoretical knowledge of HR and
combining it with practical examples that I observed during my
internship. The report covered one of the major functions of
Human Resource Management, i.e., training and development,
and conveyed my understanding of the different functions of
Human Resource Management.
In the report, I used various tools and techniques to measure the
effectiveness of the training programs, including surveys,
feedback, and assessments. Based on the findings, I conducted
analysis of the HRM practices of TATA STEEL UISL and
discussed critical points that needed to be addressed to improve
the effectiveness of the training programs.
Additionally, I provided some recommendations based on my
knowledge and understanding of HRM, which could help
TATA STEEL UISL to improve its training and development
programs. Finally, I concluded the report with my overall
observations and insights that I gathered during my internship.
Overall, this report was a valuable learning experience that
helped me to understand the practical implications of HRM
theories and concepts. It also gave me the opportunity to apply
my theoretical knowledge in a practical setting and develop my
skills in conducting research and analysis.

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In order to increase employee productivity and effectiveness,
training is a crucial component of organizational development.
It also helps people expand their skills and knowledge.
Effective training programmes promote a culture of ongoing
learning and progress while giving employees the knowledge,
skills, and abilities they need to execute their jobs to the best of
their ability.
Training effectiveness measures the impact of training on the
trainee’s knowledge, skills, performance, and the company’s
ROI. The training’s goals and objectives should be determined
before training occurs, allowing these to be clearly and
accurately measured.

For example, the trainee’s productivity, sales numbers, and

overall mood and happiness might be measured before the
training occurs, and then once again after it taken place. This
demonstrates the quality and effectiveness of the training
provided and enables businesses to either continue doing more
of the same or pivot their approach.

Using scientifically validated techniques to evaluate the

effectiveness of training programs is known as training
effectiveness.

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 Why measure training effectiveness?

There are many reasons why JUSCO consistently measure

training effectiveness.

1. To determine if the training benefits employees.

Perhaps the most important reason for evaluating training
effectiveness is to see if it benefits your employee’s skills and
performance. Additionally, it provides them with a clear idea
of what they’ve achieved and the path they need to take to get
to the next level.

When it comes to learning and development, feedback and

encouragement for the things they’ve done well and want to
know how to improve.

Without measurements in place, your employees are likely to

feel that their learning at work is purposeless. Evaluating your
training effectiveness helps you communicate to your
employees where the company is today and where it aims to go,
along with the skills necessary to get there. Consequently,
managers and employees can come together and discuss the
results, helping employees feel empowered and part of the
broader vision.

2. To see the effect on business performance and determine

the training’s ROI.
The ultimate goal of all training programs is to boost business
performance and see a return on your investment. Changes in

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 productivity, sales, and profits can all be tracked and measured,
and you would hope to see an increase in all of the above.

Studies have shown that organizations who regularly invest in

training perform higher than those who don’t but it must be the
right type of training, and it must be meticulously tracked and
measured.

For example, it’s difficult to determine whether the training in

question was responsible for an increase in sales, or if it was
the result of something else, like a marketing campaign or a
boost in the economy. This is why it’s important to examine
things like learning transfer and noticeable behavioral changes
that may have taken place since the training program.

3. To uncover issues in the training process and improve it.

When you invest valuable resources like time, money, and
energy into your training programs, it’s essential to measure
whether they’re working or not. But your intentions for your
training will be unique to your business and your long-term
goals. This is why you need to define clear objectives at the
start. If you fail to do this, then any results you receive will be
meaningless because you don’t have a target in sight.

Once you know where you’re healing and your desired

outcome, measuring training effectiveness will help you see if
you’re on the right track or if you need to make any
adjustments.

If a particular training program is highly effective, it can be

implemented across the board, from executives to managers
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and new hires. This helps unite the company with shared goals.
And if training fails to produce any desirable results, you need
to determine why and where this breakdown happens and then
make adjustments accordingly.

How to measure training effectiveness?

Measuring training effectiveness can be conducted through

1:1 discussions, surveys and questionnaire, post-training
quizzes, assessments, and examinations, before training
commences, it’s essential to decide how you will measure and
assess the data you collect.

Here are five proven evaluation models that are most often
trusted by companies today:

1. Kirkpatrick’s four-level training evaluation model.

2. The Philips ROI model.
3. Kaufman’s five level of evaluation.
4. Anderson’s model of learning evaluation.
5. Summative vs. formative evaluation.
Kirkpatrick’s model is based on 4 level approach, which we can
use for measuring any course or training program’s
effectiveness.

 Level 1: Reaction – the first steps is to evaluate the

learner’s reactions and responses to the training.
 Level 2: learning – the second steps is to measure the
knowledge and skills learned during the training.
 Level 3: Behaviour – step three assesses the behavioural
change (if any and to what extent) due to the training.

Page 65
  Level 4: Results – the final step is to measure the
training’s impact on business goals and results.

Some professional have suggested that this model can be

reversed by beginning with the desired impact and results you
wish to achieve and working backward. Regardless of how you
wish to approach it. Variations of the Kirkpatrick model can be
used to build a KPI (Key performance indicator) framework for
your training.

Let’s explore each level of the model in more detail, including

examples of goals, KPIs, and how best to measure these.
Level 1: reaction
Goals

The goal of the reaction stage is to get a good grasp of how

satisfied your participants are with your training. In the process.
You also notice recurring themes or patterns and potential areas
for improvement.

Example KPIs

 Participation rates

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  Completion rates
 Net promoter score

How to measure
Qualitative data: survey questions for training effectiveness,
with open-ended questions.

For example:
 If you could improve anything about this training, what
would it be any why?
 What topic/section did you find the most valuable?
 Would you recommend this training program to
colleagues?
 What resources or support do you need to apply what
you’ve learned?

You may also conduct an interview with learners to field
similar information.
Quantitative data: surveys and/or questionnaires using a
scale method.
For example:
 On a scale of 1-10, how valuable did you find this
training?
 On a scale of 1-10, how likely would you be to
recommend this training program to a colleague?

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Level 2: learning
Goals
The learning stage’s goal is to ensure your training has met its
intended objectives, identify the skills that your training can
develop within learners, and note any knowledge and/or skills
that have been learned as a result.
Example KPIs
 Acquired knowledge and/or skills
 Transfer or training into daily performance
How to measure
It can be useful to test learners in the key areas you want to
evaluate before the training commences and after. This will
bring clarity to what the training has specifically contributed to
your learner.
Qualitative data: pre-and post- interviews with employees.
Questions might include:
▪ How confident are you in your ability to perform in your
ability to perform in your job since your training?
▪ What did you perform at a higher level in your role?
A peer review would be another way to measure at this level.
The trainers or other participants could do this.
Quantitative data: This could include tests and examinations
after the training (paper or digital ones) or assessments of
learning projects.
Level 3: Behaviour

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Goals

The behaviour stage’s goal is to see whether or not the

employee’s behaviour has changed due to the training received
and to what degree. In particular, how has the training
influenced their performance and general attitude?

Example KPIs
 Employee engagement
 Higher morale
How to measure
Behaviour change is most commonly measured through
observations and reviews, pre- and post-training.
Qualitative data: this would include open-ended questions
from observers such as:
 How have you put what you learned in training to use in
your job?
 How confident would you be teaching your acquired
knowledge and skills to someone else?
 Do you feel like your behaviour is different now than it
was before the training?
Quantitative data: this may include third-party observation
and text mining or analysis from email conversations or
personal development plans.
In this stage, the work environment the trainee returns to plays
a large role in whether they can apply their newly acquired

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skills. If the management and culture don’t support the new
behaviour, it will likely revert and be lost.

Level 4: Results
Goals

The final stage’s goal is to evaluate how effective the training

program has been in driving results in your business. In this
stage, it’s common to measure results like productivity,
efficiency, and customer satisfaction.

Example KPIs
 Employee retention
 Increased productivity and quality of work
 Increased sales
 Customer satisfaction

How to measure

Qualitative data: this may include interviews or focus groups.

For example, customers might be brought in for a focus group
and asked about their customer experience and how this has
changed over time.
Managers may be interviewed to determine whether they feel
their employees are noticeably more productive or producing
higher quality work since the training.
Qualitative data: this includes surveys to measure the
perceptions of customers and stakeholders, comparing data on

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employee turnover and retention rate, and analysing sales and
profits before and after the training.

Best practices for measuring training effectiveness

1. Have a reasonable number of KPIs

Be selective when making your choice. The more

measures you include, the more information you’ll have
to work with. But don’t overwhelm yourself with too
many.

2. Identify your KPIs before the development phase of

your training

Knowing what you want to measure first will enable you

to select the most suitable measuring effectiveness
method. You may want to consult with key stakeholders
first to know which metrics are most important to them.

3. Plan your data collection schedule in the design phase

of your training

Know when you want to measure effectiveness and how

you will do this, and build it into your training timeline to
ensure you stay organized and manage stakeholder
expectations.

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4. Customize your evaluation framework

It might not be necessary for you to measure all four

Kirkpatrick model levels; plus, this can be a lengthy and
expensive process. Spend time conducting your training
needs analysis, and choose the training effectiveness
evaluation model that best suits those. For example, you
might find that it only makes sense for you to measure the
second and fourth levels of the Kirkpatrick model.
Do what you need to make a confident, informed decision
on the effectiveness of your training.

5. Act on your findings

Perhaps the most important practice for measuring

training effectiveness is to make sure you put your
findings into practice. That means making changes and
improvements where necessary and being quick to take
action.

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4.2 STEPS IN TRAINING PROGRAMME:

Identify the training needs

Preparing training programmers

Preparing the learners

Implementing training programme

Performances try out

Follow up actions

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 4.3 OBJECTIVE OF THE PROJECT

The objective of the study are:

Primary:
 To analyse the effectiveness of training and to identify its
impact on the trainees.
Secondary:
 To identify the training needs of employees.
 To evaluate the opinion of employees regarding training
programmes offered at JUSCO.
 To analyse the contribution of training towards the
productivity of employees.
 To ascertain the satisfaction of employees towards the
training programme.
 To suggest measures to improve the effectiveness of
training.
 To know and evaluate the skills of the employees
required to perform his/her job or operate a machine.
 To study the various training programmes organized by
the company.
 To understand the programmes and their impact on
employees regarding the programmes provided at
JUSCO ltd.
 To find out the satisfaction levels of the employees.

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 4.4 RESEARCH METHODOLOGY

 Explorative
 Descriptive
 Experimental

DATA SOURCES:
 Primary data:
Is generated in an investigation with the help of
questionnaires.

 Secondary data:
Is collected from books, internet, articles, journals and
other sources.

SAMPLING:

SAMPLE POPULATION:
There are 5000 employees in the organization.

SAMPLE SIZE:
We are taking 670 employees sample.

SAMPLE AREA:
We are conducting in DG&GR, FMC, ICS, PH&HS and
Water Management.
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 SAMPLE METHOD:
The method we are using is survey method, descriptive
research design is use to collect the information.

TOOLS FOR DATA COLLECTION:

Questionnaire is used for data collection. A pilot study is done
by administering a questionnaire to sample of respondents
fond out the validation of the study. After the study
company’s manager and the guide was consulted and
incorporated the ideas, in the final questionnaire. The
questionnaire contains the objective of the study. It is the
main instrument for collecting data in survey research.

LIMITATION OF THE STUDY:

 As the study is carried out for academic purpose, due to
constraints of time and cost, a comprehensive study was
not possible.
 The sample size was restricted to only 670. If it were
increased many more varied answers and suggestions
would have been expected.
 Fear of expressing the true facts among respondents
could be a limitation.
 The employees found difficult to understand five
questions.

Page 76
 4.5 ANALYSIS AND INTERPRETATION

The trainings were given across all

departments on type such as:
 Behavioral
 Safety
 Skill
 TCOC (Tata Code Of Conduct)
1. Behavioral
For behavioral there were 48 participants whose average
response were measured as:

Confidence
to Barriers& Enablers to Transfer-1-5 Impact
Use Of Skills-1-5 SCALE
perform-1- SCALE Measures-%
5 SCALE
OPPERTUNITY TO USE KNOW

8.RECEIVED HELP THROUGH

OBJECT- IVES HAS CHANGED

ASSISTANCE NECESSARY TO

9.PERFORMANCE ON PROG

FORMANCE HAS CHANGED

7.APPLY THE KNOWLEDGE
6.CONTENT ACCURATELY
4.CONFIDENCE IN USING

REFLECT ABOUT JOB

ACTUALLY USE THE

10.OVERALL PER
PREPARE PROG
KNOW LEDGE

KNOWLEDGE
KNOWLEDGE

COACHING
ON JOB
LEDGE

3.875 4.4375 4.520833 4.395833 4.270833 4.270833 4.395833 4.416667 73% 79%
3.875 4.383247 4.270833333 73%

Page 77
Interpretation
Among 48 participants, ratings on the scale out of 5 for:
 Knowledge - 3.87 > (ASTD 3.39),
 Opportunity to use knowledge - 4.43 > (ASTD 3.68)
 Actually use the knowledge - 4.52 > (ASTD 3.72)
 Confidence in using knowledge - 4.39 > (ASTD 3.94)
 Assistance necessary to prepare program - 4.27 > (ASTD
3.63)
 Content accurately reflect about job - 4.27 > (ASTD 3.63)
 Apply the knowledge on job - 4.39 > (ASTD 3.76)
 Received help through coaching - 4.41 > (ASTD 3.78)
 Performance on program objectives - 73% > (ASTD 57%)
 Overall performance has changed - 79% > (ASTD 56%)
We found that all the 10 parameters have performed well
in comparison to ASTD scale value. So, the training for
behavioral can be considered effective.
2. Safety
For safety there were 220 participants whose average response
were measured as:
Confiden
ce to Impact
Barriers& Enablers to Transfer-1-5
Use Of Skills-1-5 SCALE perform- Measure
SCALE
1-5 s-%
SCALE
ACTUALLY USE THE

USING KNOWLEDGE

HAS CHANGED
USE KNOW LEDGE
OPPERTUNITY TO

ON PROG OBJECT-
8.RECEIVED HELP
4.CONFIDENCE IN

9.PERFORMANCE

PER
REFLECT ABOUT

KNOWLEDGE ON

FORMANCE HAS
PREPARE PROG
NECESSARY TO
KNOW LEDGE

ACCURATELY
KNOWLEDGE

7.APPLY THE
ASSISTANCE

6.CONTENT

COACHING
THROUGH

CHANGED
10.OVERALL
JOB

JOB

IVES

3.86363 4.43636 4.45454 4.34545 4.39545 4.41818 4.43181 76 81

6 4 5 4.440909 5 5 2 8 % %
3.863636364 4.442913 4.345454545 76%

Page 78
Interpretation
Among 220 participants, ratings on the scale out of 5 for:
 Knowledge - 3.86 > (ASTD 3.39),
 Opportunity to use knowledge - 4.43 > (ASTD 3.67)
 Actually use the knowledge - 4.45 > (ASTD 3.78)
 Confidence in using knowledge - 4.44 > (ASTD 3.76)
 Assistance necessary to prepare program - 4.34 > (ASTD
3.56)
 Content accurately reflect about job - 4.39 > (ASTD 3.76)
 Apply the knowledge on job - 4.41 > (ASTD 3.74)
 Received help through coaching - 4.43 > (ASTD 3.68)
 Performance on program objectives - 76% > (ASTD 55%)
 Overall performance has changed - 81% > (ASTD 57%)
We found that all the 10 parameters have performed well
in comparison to ASTD scale value. So, the training for
safety can be considered effective.
3. Skill
For skill there were 285 participants whose average response
were measured as:
Confiden
ce to Impact
Barriers& Enablers to Transfer-1-5
Use Of Skills-1-5 SCALE perform- Measure
SCALE
1-5 s-%
SCALE
REFLECT ABOUT JOB

KNOWLEDGE ON JOB

9.PERFORMANCE ON
ACTUALLY USE THE

USING KNOWLEDGE

PROG OBJECT- IVES

OPPERTUNITY TO
USE KNOW LEDGE

8.RECEIVED HELP
4.CONFIDENCE IN

PER
FORMANCE HAS
PREPARE PROG
NECESSARY TO

HAS CHANGED
KNOW LEDGE

ACCURATELY
KNOWLEDGE

7.APPLY THE
ASSISTANCE

6.CONTENT

COACHING
THROUGH

CHANGED
10.OVERALL

3.65263 4.19298 4.21754 4.20701 4.24912 4.23859 4.32746 77 79

2 2 4 4.2 8 3 6 5 % %
3.652631579 4.200702 4.207017544 77%

Page 79
Interpretation
Among 285 participants, ratings on the scale out of 5 for:
 Knowledge - 3.65 > (ASTD 2.83),
 Opportunity to use knowledge - 4.19 > (ASTD 3.63)
 Actually use the knowledge - 4.21 > (ASTD 3.72)
 Confidence in using knowledge - 4.2 > (ASTD 3.89)
 Assistance necessary to prepare program - 4.20 > (ASTD
3.26)
 Content accurately reflect about job - 4.24 > (ASTD 3.85)
 Apply the knowledge on job - 4.23 > (ASTD 3.86)
 Received help through coaching - 4.32 > (ASTD 3.41)
 Performance on program objectives - 77% > (ASTD 27%)
 Overall performance has changed - 79% > (ASTD 25%)
We found that all the 10 parameters have performed well
in comparison to ASTD scale value. So, the training for skill
can be considered effective.
4. TCOC
For skill there were 285 participants whose average response
were measured as:
Confidenc
e to Impact
Barriers& Enablers to Transfer-1-5
Use Of Skills-1-5 SCALE perform- Measures
SCALE
1-5 SCALE -%
REFLECT ABOUT JOB

KNOWLEDGE ON JOB

9.PERFORMANCE ON
ACTUALLY USE THE

USING KNOWLEDGE

PROG OBJECT- IVES

OPPERTUNITY TO
USE KNOW LEDGE

8.RECEIVED HELP
4.CONFIDENCE IN

PER
FORMANCE HAS
PREPARE PROG
NECESSARY TO

HAS CHANGED
KNOW LEDGE

ACCURATELY
KNOWLEDGE

7.APPLY THE
ASSISTANCE

6.CONTENT

COACHING
THROUGH

CHANGED
10.OVERALL

3.78761 4.34513 4.37 4.18584 4.21238 4.28318 4.38938 78 80

1 3 5 4.256637 1 9 6 1 % %
3.787610619 4.267758 4.185840708 78%

Page 80
Interpretation
Among 48 participants, ratings on the scale out of 5 for:
 Knowledge - 3.78 > (ASTD 3.39),
 Opportunity to use knowledge - 4.34 > (ASTD 3.67)
 Actually use the knowledge - 4.37 > (ASTD 3.78)
 Confidence in using knowledge - 4.25 > (ASTD 3.76)
 Assistance necessary to prepare program - 4.18 > (ASTD
3.56)
 Content accurately reflect about job - 4.21 > (ASTD 3.76)
 Apply the knowledge on job - 4.28 > (ASTD 3.74)
 Received help through coaching - 4.38 > (ASTD 3.68)
 Performance on program objectives - 78% > (ASTD 55%)
 Overall performance has changed - 80% > (ASTD 57%)
We found that all the 10 parameters have performed well
in comparison to ASTD scale value. So, the training for
TCOC can be considered effective.

Page 81
4.6 EVALUATION OF EFFECTIVENESS
OF TRAINING PROGRAMMES IN
PRACTICE IN INDIAN
ORGANISATIONS
Public Sector
Training Evaluation and Effectiveness in TSUISL

The assessment of in-house training is carried out for faculty

competence and programme content on the basis of a
programme evaluation pro forma filled up by the participants
at the end of each programme. The feedback information is
analysed by using statistical methods as follows:
 Based on the feedback sheet received from the individual
participant, if the ‘Average general rating of the
programme’ is less than 3 for a particular programme,
then the programme module is relooked and redesigned
by the Head of Department, HRD Centre.
 Based on the feedback sheet received from the individual
participant, if the ‘Average rating of the faculty’ is less
than 3 for a particular programme, then the faculty
concerned is communicated for improvement. If average
rating of the same faculty for the same topic in the next
programme is less than 3, then faculty member is
reviewed by the programme in charge /Head of HRD
Centre.
 The effectiveness of basic engineering skill programmes
and multi-skill programmes are evaluated by using 3-tier
‘Training Evaluation System’ with the help of the
following three questionnaires:

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  Training course evaluation pro forma
 Post training feedback pro forma
 Effectiveness/implementation on actual work
situation pro forma.
 Competence evaluation of employees is done by
respective department based on questionnaire,
interview and observation
 Competence of faculty engaged by HRDC is also
evaluated.
 Assessment of training is done by administering
questionnaire and competency checklist by line
manager through specific formats.
Effectiveness of training at Learning Level

A lot of importance is given to the second level of assessment

that is learning. What do they learn and what learning they
apply at workplace is an important piece of information to
assess effectiveness of any management training programme.
A system of learning sheet has been introduced in every
training programme. A well-structured format of learning sheet
is distributed to all participants. Participants are requested to
record learning points against each session of the programme.
They are also expected to list down those proposed applications
for which the progress can be monitored by them.

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Effectiveness of training at Application Level

Assessing effectiveness of training at result level is a long

process. There are various methodologies and each
methodology requires collection of primary data from the
workplace of the participants.

Page 84
 4.7 QUESTIONNAIRE

Course Details:
Name: Department:
Course Type: Date:
Provider Type: Site:

PARTICIPANTS
Not at To To To a To a
all or small moderate great very
Never extent extent extent great
extent
1 2 3 4 5

1- Extent to which knowledge and/or skill 

used prior to attending this course.

2- Extent of opportunities to use the 

knowledge and/or skills presented in this
course.

3- Extent to which knowledge and/or skills

used after completing this course.

4- Extent to which confidence in using the 

knowledge and/or skills increased as a
result of this course.

5- Extent to which assistance necessary in 

preparing for this course

6- Extent to which the content of this course 

accurately reflected what happens on the
job.

Page 85
7- Extent of access to the necessary resources 
to apply the knowledge and/or skills on
the job.

8- Extent to which received help, through 

coaching and/or feedback, with applying
the knowledge and/or skills on the job.

Impact Measures-%

9- Percentage change in performance in the X%

course objectives as a result of this
course(mean value)

10- Percentage change in overall job X%

performance, as a result of this course.

Page 86
 4.8 FINDINGS

During this project in Tata Steel Utilities and Infrastructure Limited

(TSUISL), I found that the human resource department is working
effectively and efficiently since 10 years. Most of the employees are
satisfied with their process and working methods.
 Among 660 respondents, most of them are in the group of 30-45.
 Majority of the respondents are male.
 All the respondents are diploma and graduates.
 All the employees have attended the training program in TSUISL.
 All the employees agree that training is necessary and they strongly
agree that training is an opportunity to learn.
 Majority of the employees have stated that the duration of the
training programme is satisfactory and the training content matches
the job requirements.
 The employees have very well understood that training is for the
benefit of participants.
 Most of the employees feel that training improve their skill and they
had high involvement in training.
 Majority of the respondents have stated that the overall satisfaction
of the training programme is excellent.
 Most of the respondents say that they are highly satisfied with the
level of satisfaction towards duration of training program conducted
by TSUISL

Page 87
 4.9 CONCLUSION

The employees are highly satisfied with the training system of

TSUISL. The study also reveals that the training programmes
are evaluated and the employees participate in programmes
with high enthusiasm and readiness to implement it in their
work.
The study reveals that the training programmes are really
effective and directed towards the objectives. The number of
training programmes and their duration will be more effective
if it is increased.
The company is making continuous effort to update the
knowledge and skills of employees. The suggestions already
given may be implemented then it will have the positive impact
and beneficial both for the company and employees.

Page 88
 4.10 RECOMMENDATION

The company is working far better as they have scheduled their

work but I think there are some areas where they should
improve:

 First-of-all the company should make aware of the

training policies to all employees irrespective of the
category.
 The employees should be made to realize that training is
for benefit and also its importance.
 Training should be given according to the needs of the
employees and they must be permitted to participate in
determining the training needs.
 The number of training programmes will be effective if it
is handled by external faculty members.
 The duration of the training program should be according
to the convenience of the employees.
 All employees should be given a chance to let their
opinions and the best of it shall be implemented.
 Training may motivate the employees to get higher
production for employees and higher incentives for
employees.

Training programmes should be still motivational to achieve

100% effectiveness.

Page 89
 5. ANNEXURE

5.1 BIBLIOGRAPHY

Page 90
 5.1 BIBLIOGRAPHY

1. BOOKS:
 Human resource management by L.M. Prasad.
 Human resource management by Dipak.k.
Bhattacharya.
 Human resource management by K. Ashwathappa.

2. WEBSITES:
 https://www.wikipedia.com
 https://www.scribd.com
 https://www.tatasteeluisl.com
 https://www.td.org

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