INTRODUCTION

Human resources are the single most and very valued treasure of any Organization. It
is prime duty of every management to maintain and mend the Feature of human resources.
Since the value of human resources possessed by an institute will determine to great extent
the effectiveness, future development and competitive advantage of the organization. In the
fast mutable world, technology and process as are subject to continuous up gradation, most
of the talents and adeptness possessed by the haired hand become redundant and requires up
gradation. And so there must to train and retain the employees’ in a society to enable them to
deal up with new job requirements. Teaching is a key tool for growth of employee
development and assumed great importance due to unprecedented rate of variations in the
internal and external environment of organization. The purpose of training is to effect
variation in the behaviors of employees so as to enable them to meet the up-to-date obligation
of their tasks and role.

Training is the act of snowballing the learning and aptitudes of a representative for
making a specific showing with regards to. The real result of preparing is education. A
fresher learn new propensities, refined abilities and valuable information amid the preparation
that encourages him to enhance execution. Training enables an employee to do his in
existence work more efficiently and prepare himself for a higher level. Training often has
been bringing up to as teaching specific skills and behavior. Training is meant for non –
managers and it includes technical – mechanical operations, and to give specific job – related
information to people.

Development, in contrast, is deliberated to be more general than training and more

oriented to individual needs in more to organizational needs, and it is aimed towards
management people. The intense of change is made to provide knowledge and understanding
that will enable people to bring out non-technical organizational functions more effectively.
Development is meant for managers and it includes theoretical – conceptual ideas, and to
provide general knowledge for a long run.
NEED FOR THE STUDY:

Andragogy and improvement is essential to every organization because the on the rise
organization depends on it. The profitability and productivity of an organization is mostly
linked to training and augmentation. If employees are trained in the organization; here is
having at hand possibility of progress of the association. Hence is an uncomplicated to study
the training and evolution followings in SCCL.

ADVANTAGES OF TRAINING

 Helps employee adjust to change.

 Improves labor management relations.
 leads to improved profitability and added positive approaches towards earnings orientation.
 Helps to prepare guiding principle for work.
 To mends the morale of the workforce.
 Aids in organizational development.
 Improves the KSA’s at all levels of the organization
 Helps in making better decisions and to effective problem solving.

TERGET OF THE STUDY

 To understanding the profile of SINGARENI COLLERIES COMPANY LIMITED in

detail.
 To know the several training and progress programmes started by the company.
 To see the insight of people of company about T&D programmes.
 To see that training and development activities under taken by SCCL is effective are not.
 To draw assumptions from the revision and then to make suitable suggestions to improve
present training system.

SCOPE

The extent of the investigation is restricted to the preparation and advancement

projects to SCCL workers the examination has been led from different dimension .
SAMLPING AND METHODOLOGY

For ascertaining the discipline and gainfulness in SCCL, 50 employees have been
randomly selected from SCCL. The technique of sampling adopted, this is convenient
random sampling. Data was collected from both major and minor sources.

PRIMARY DATA

In dealing with any program it is often found that data at hand are inadequate and
therefore becomes necessary to gather data that are applicable. There are quite a lot of ways
of collecting which differ considerably in context of time and other resources. With place to
this study the data is accumulated through

QUESTIONNARE SURVEY

Data is gathered by distributing this questionnaire forms to the employees.

Questionnaire is a structure consisting of questions, which are adjacent to having terminated a
fixed replayed In pattern with many answers.

SECONDARY DATA

Optional data The auxiliary information are those that are as of now accessible i.e;
they allude to the information which have just been gathered and broke down. Secondary data
is gathered from the departmental functional manuals, plan circulars and made once a year
reports. Also download from internet.

LIMITATIONS

1. The reading might not be free from certain limitations.

2. The judgments of the education can be applied to comparable organizations with

similar characteristics and situations only.

3. The views and opinions of sample plaintiffs cannot represent the universe.
 4. Besides this the personal procedures of respondents may also act as hindrances to the
study.

ROUGH GUIDE OF COAL MINING IN

INDUSTRY PROFILE
Coal:

Coal is an ignitable dark or caramel dark sedimentary shake regularly happening in

shake strata in layers or veins called coal beds or coal creases. The harder structures, for
example, anthracite coal, can be viewed as transformative shake as a result of later
introduction to raised temperature and weight. Coal is made fundamentally out of carbon
alongside factor amounts of different components, essentially sulfur, hydrogen, oxygen and
nitrogen.

As mentioned above the views and opinions of the workers have been extricated through
well-structured questionnaire.

The questionnaire covers the important parts of the subject under examination. The
questions are devised in an orderly fashion and as such renders the interviewer goes about the
interview process in a step-by-step manner.

Formation:

Formation: Coal starts as layers of plant matter aggregate at the base of a waterway.
For the procedure to proceed with the plant matter must be shielded from biodegradation and
oxidization, as a rule by mud or acidic water. This caught environmental carbon in the ground
in enormous peat swamps that in the end were secured over and profoundly covered by dregs
under which they transformed into coal. After some time, the concoction and physical
properties of the plant remains were changed by land activity to make a strong material.

The wide shallow oceans of the Carboniferous time frame gave perfect conditions to
coal arrangement, in spite of the fact that coal is known from most land periods. The
exemption is the Coal hole in the Lower Triassic, where coal is unfathomably uncommon.
Probably an after effect of the mass elimination which introduced this era. Coal is even
known from Precambrian strata, which originate before arrive plants: this coal is ventured to
have started from algal residues

Coal, a petroleum derivative, is the main wellspring of vitality for the age of power around
the world, as well as one of the largest worldwide anthropogenic sources of carbon dioxide
discharges. operations from coal usage are to some extent than those from petrol and about
twofold the sum from normal gas.[4] Coal is extracted ground by starting from the earliest
stage mining, either underground by shaft mining through the creases or in open pits.

Types:

As geological processes apply weight to dead biotic material after some time, under proper
conditions it is changed progressively into Peat thought to be an antecedent of coal, has
modern significance as a gasoline in a few locales, for example, Ireland and Finland. In its
dehydrated form, compost is a highly effective absorbent for fuel and oil spills on land and
water Lignite, also referred to as brown coal, is the lowest rank of coal and used almost
exclusively as fuel for electric power generation.

Jet is a is infrequently cleaned and has been conservative type of lignite that is sometimes and
cleaned has been utilized as a fancy stone since the Upper Paleolithic, Sub-bituminous coal,
whose properties go from those of lignite to those of bituminous coal, are utilized principally
as fuel for steam-electric power age. Moreover, it is an imperative wellspring of light sweet-
smelling hydrocarbons for the compound union industry,

Bituminous coal, thick sloppy rock, shadowy however at times dim darker, a ton with sharp
groups of splendid and dull material, utilized essentially as fuel in steam-electric power age,
with significant amounts likewise a used for warmth and power applications in assembling
and to influence coke To steam coal is a level between bituminous coal and anthracite, once
comprehensively utilized as a fuel for steam tank motor. In this predefined utilize it is once in
a while known as ocean coal in the U.S.
Small steam coal (dry minor steam cracks or DSSN) was used as firewood for domestic
water heating Anthracite,

The top rank; a solider, polished, gloomy coal used for the most part in residential and
commercial space heating. It may be distributed later as metamorphically altered bituminous
energy and horrified oil , as from the guarantees in Pennsylvania Graphite, conceptually the
utmost rank, but challenging to explode and is not so frequently used as fuel: it is mostly used
in pencils and, when comminuted, as a lubricant.

Man is blessed with abundance of natural resources, as well as mineral capital that play vital
role in the development of a country and promote the economic growth when explored and
made best use of them. Coal, which is one of the minerals, is known to man since ages and
this natural wealth has put to diverse use in the modern world.

Coal saw as the fuel for growth, the coal is a critical contribution for control age and
numerous different businesses like iron and steel, railway, supply and manufacture industries
etc. a vital framework for monetary improvement. Regardless of the advancement of option
fuel sources like electricity, petrol and solar energy, coal continues to be major firewood
material in many industries. Thus coal industry plays a significant part in the industrial
development of any country, like India.

The world coal consumption is projected to go up from 4.7 billion tonnes in 1999 to 6.4
billion tones by 2020, principally in Fine china and India, which are anticipated to account
for 75% of the increased consumption..

In India Coal Mining was begun in 1774 is still fundamentally under the Administration
Control and possession with Coal India Constrained, Coal Mining was started in 1774 and is
still significantly under the Government Control and ownership with Coal India Limited
(CIL), alongside its following backups are turned out to be number one coal maker in India

1. Eastern Coal Fields India Limited (ECIL) - Sanctoria, West Bengal.

2. Bharat Cooking Coal Limited (BCCL) - Dhanbad, Bihar.
3. Central Coal Fields Limited (CCL) - Ranchi, Bihar.
4. Northern Coal Fields Limited (NCL) - Singrauli, Madhya Pradesh
5. Western Coal Fields Limited (WCL.) - Nagpur, Maharashtra.
6. Mahanadi Coal Fields Limited (MCL) - Sambalpur. Orissa
 7. Central Mining Planning & Design Institute Limited (CMPDIL)-Ranchi, Bihar.
8. North Eastern Coal Fields Limited (NECL), Margeretta, Assam.
9. South Eastern Coal Fields Limited (SECL), Bilaspur, M.P.

SINGARENI COLLIERIES COMPANY LIMITED

Origin:

A surprising little enterprise brought forth this monster corporate substance those us today the
Singareni Collieries Organization

Restricted Path back on a dull night in 1870, a gathering of Pioneers who on their approach to
have a Darshan of Master Rama at Bhadrachalam Sanctuary (close Singareni Town) has lit a
fire to set up their feast. One of the associate stones on their makeshift stove caught fire. The
occurrence was quickly answered to the nearby Government.

This headed to an extensive, survey by Dr.William King, a famous Geologist, which affirmed
the progressive disclosure of mammoth stores of coal in the Godavari Valley

THE REST, AS IT’S BEEN SAID, IS HISTORY:

The year 1886 saw the expansion of the Hyderabad Deccan organization private constrained
and it gets the digging rights for abusing the coal saves. the primary business operation
started at yellandu (khammam region) in Andhra Pradesh in 1889.
In1921 the organization was re-initiated the "Singareni Collieries Organization Embarrassed"
and its scrip recorded on the London Stock Trade.

The digging rights for abusing the coal holds were procured by the Hyderabad Deccan
Organization, which was fused at London bourse Trade. Thus the first separating of coal was
begun at Yellandu in 1886 by Hyderabad Deccan Organization.

The organization progressed toward becoming Government Body after Nizam acquired its
offers from London bourse in 1945. With this, SCCL turned into the first-since forever
Government oversaw Coal Organization in India. Later in the year 1949, SCCL went under
the control of Assemblies of India and Andhra Pradesh as a joint wander with value
proportion of 49% and 51% individually Khammam, Karimnagar, Adilabad and Warangal. In
general India it spreads to 6% land territory delivering 10% of aggregate coal

SCCL-MISSION:

 To hold vital part of a chief coal creating organization in the nation and exceed
expectations in a focused business conditions
 To make progress toward independence by ideal use of existing assets and gain
satisfactory profits for capital utilized.
 To supply solid and subjective coal in satisfactory amounts and endeavor to fulfill
clients’ needs by continually sharing their experience and tweaking our item.
 To emerge as a model employer and maintain harmonious industrial relations with the
legal and social frame work of the state,
 To develop as a dependable organization through great corporate Governance, by laying
accentuation on assurance of condition and biology and with due respect for corporate
social commitments.
 To misuse the accessible mining hinders with most extreme preservation and most
extreme wellbeing by embracing appropriate advances and hones and always
redesigning them against universal seat imprints
 Board of Committee
CHAIRMAN & MANAGING DIRECTOR
SCCL

GOVT.OF AP GOVT.OF INDIA

FUNCTIONAL DIRECTORS
NOMINEE DIRECTORS NOMINEE DIRECTORS

Special Chief Secretary, Joint Secretary,

Director (Operations)
Energy Department Ministry of Coal

Director (Finance) Principal Secretary, Chairman cum MD

Finance Department Western Coal Fields
Director (Planning & Projects)
Director,
Ministry of Coal
Director (P A & W)

Director (E&M)

INDUSTRIAL RELATION WING:

Definition:

IR is a framework in which connections amongst boss and workers, among the employee
themselves and in addition their delegates from one viewpoint, and amongst them and the
state on the other, are managed to advance symphonists relations.

OBJECTIVE:

 To create harmonious environment for economic efficiency of the organization also the
public.
 To minimize conflict through peaceful means.
 To raise the living standards of the employees; conditions of employment; job security; to
improve productivity; to become more competitive.
 To provide quality service/product to consumers.
 i) ) The core capacity of this wing is to design and advance procedures to meet the
circumstances arising out of mechanical distress in the mines and divisions one by one
and combined

(ii) This wing, under the overall guidance of Director (PA&W)/GM (Personnel), enters into
joint discussions with unions, handles strike notices, industrial disputes, court cases,
finalization of settlements with mergers, wage revisions at JBCCI level, age disputes,
disciplinary actions, elections to the Trade members through secret ballot, framing and
implementation of Voluntary Retirement (Golden Handshake) Schemes from time to
time, complying with various provisions of labor legislations, etc.

(iii) Wage Administration and Revision:

All Coal Mines in Private sector were nationalized in 1971 and 1973 and coal mines
consultant Ltd (which became subsequently Coal Mines Ltd) was formed by Central
Govt. to administer all the State-owned Coal Mines in the North.

The Govt. of India appointed a “Joint Bipartite Committee for the Coal Industry (JBCCI)”
in the year 1973 to formulate the wage structure and service conditions besides providing
for social security measures for coal workers.

Representing Management:

a) CIL and its Subsidiary Companies 12 Members

b) Singareni Collieries Co.Ltd. Director(PA&W) 01 Member
c) Tata Iron & Steel Co.Ltd. 01 Member
d) Indian Iron & Steel Co.Ltd 01 Member
e) Integrated Coal Mining Ltd. (ICML) 01 Member
f) Bengal EMTA Coal Mining Pvt.Ltd. (BECML) 01 Member
g) Jindal Steel & Power Ltd., (JSPL) 01 Member
Total: 18 Members
Representing Workmen:
Indian National Trade Union Congress 06 Members

All India Trade Union Congress 03 members

Hindi Mazdoor Shabha 03 Members
Bharatiya Mazdoor Sangh 03 Members
Centre of Indian Trade Unions 03 Members
Total: 18 members

Nomenclature of Wage Agreement Period of operation Duration

National Coal Wage Agreement (NCWA) As decided by JBCCI

NCWA-I -- 01.01.1975 to 31.12.1978 (4 years)
NCWA-II -- 01.01.1979 to 31.12.1982 (4 years)
NCWA-III -- 01.01.1983 to 31.12.1986 (4 years)
NCWA-IV -- 01.01.1987 to 31.12.1991 (4½ years)
NCWA-V -- 01.07.1991 to 31.06.1996 (5 years)
NCWA-VI -- 01.07.1996 to 31.06.2001 (5 years)
NCWA-VII -- 01.07.2001 to 31.06.2006 (5 years)
NCWA-VIII -- 01.07.2006 to 30.06.2011 (5 years)

Wage Incentives:

Monthly wage incentives plans will be prepared by IED basing on the scientifically fixed
performance levels and will be paid to the individual employees and group of employees for
Underground mines/ Open casts/ CSPs etc.

v) Performance Linked Reward: As decided by the CIL, the PLR will be paid once in a
financial year.
Vi) Special Performance Incentive: As decided by the Government of A.P. every financial
year basing on the profits earned since 1999-2000 onwards.

VOLUNTEER RETIREMENT (GOLDEN HANDSHAKE) SCHEME:

The Scheme was applied to regular/ permanent employees of the SCCL covered under
NCWA pay scales who were considered surplus. An employee, who has finished here 10
years experiences or aged above 40 years, is eligible to apply for voluntary retirement,
subject to the subsequent conditions:

 He should be below 58 years of age.

 He should have put in minimum 100 actual musters per calendar year in the preceding 3
calendar years.

 There would be no pendency of punitive actions against him.

 In addition to terminal benefits like Provident Fund, Gratuity, the wage earner opting for
volunteer stepping down form work is eligible to monetary terminal benefit (ex-gratia) as
under. Ex-gratia pay is same to one and half months wages (basic, VDA & SDA) for each
completed year of service or monthly wages while the retirement increased by the sense
of balance number of months of service not here before normal date of retirement,
whichever is less.

Industrial Relations From 1976-77 to 1983-84 (Unsatisfactory, but not alarming and
turbulent:-

 Proliferation of Craft Associations/ Splinter Trade Blending

 Emergency of new unions affiliated to BMS, HMS, IFTU
 Tendency to give strike calls on sectarian demands by craft Associations
 Extremist Organizations started influencing the Trade Unions and workmen
 Trade Unions successful to drive a wedge between executives as one class and all other
employees.
 Workmen went by the Trade Unions- good or bad
 Workmen not giving credence to the Managing versions
Industrial Relations From 1984-85 to 1995-96 (Most unsatisfactory, alarming &
turbulent):- The details are given here under.

 Escalated extremist’s activities in coal belt areas consequent to deterioration of law and
order.
 Influencing/ coercing the workmen to play a part in agitational methods.
 Proliferation of Craft Associations/ Splinter Trade Unions numbering about 77.
 Acute inter-union rivalry.
 One up-man ship attitude on the part of the Trade Merger leaders.
 Tendency among the workmen to defy even the lawful and reasonable policies of the
Business.
 Free for all situation.
 Discretion driven policies adopted by the Management.
 Absence of specific well laid down Industrial Relations & Personnel policies.
 Management not enforcing its legal rights – Not declaring uniform lock out to all
workmen in the occurrence of illegal strikes under I.D.Act.
 Not imposing penal wage cut for illegal strikes as on Payment of Wages Act.
 Workmen excessively conscious about non-existing rights.
 No common sense of belongingness towards the Organization.
 Terrorizing the Generals to demoralize them not to enforce good work culture and work
norms.
 Two senior mining Captains were killed by the extremists.
Industrial Relations Situation from 1998-99 Onwards: - (Satisfactory, orderly, mutually
beneficial)

Secret Ballot to Trade Unions:-

In the month of September, 1998 in the first phase of the entire Coal Industry, Underground
ballot was held in SCCL for the Trade Unions. Thereafter the secret ballot was held for three
more times i.e. on 19.02.2001, 14.05.2003 and 09.08.2007. The AITUC and INTUC emerged
as Recognized Union in the manner indicated here under:
 As for every code of Discipline since the SCCL is a multi-unit Industry, it has been agreed
Sl. No. Secret ballot held Union emerged as Recognized Union at Company to
on Level
1 09.09.1998 Singareni Collieries Workers Union (AITUC)
2 19.02.2001 Singareni Collieries Labor force Union (AITUC)
3 14.05.2003 Singareni Coal Mines Labour Union (INTUC)
4 09.08.2007 Singareni Collieries Workers Merger (AITUC)
have Area Level Representative Status Unions to take up the matters relating to the
respective Area and that Region level trade unions cannot take up Company level issues or
the issues that cover entire workforce.

 After the conduct of top-secret ballot, nearby awareness among the workmen about the role
to be played by the Standard Union in the fresh environment.

 The management has also activated its strategy to communicate with the workmen and their
relations to protect the welfares of the company as fine as workmen.

 The secret vote method adopted by SCCL and the increased awareness levels of SCCL
workers have yielded good results in as much as the number of flash strikes which used to
be in the range of 300 to 400 a year has come down.

Reasons for Improved I.R:-

 Political will.
 Improved rule and direction
 Decline in the authority of extremist Organizations to influence workmen
 State Govt. support for implementation of much needed measures
 Accumulated losses as of March 1997- Rs. 1219 Crores
 Realization among the workmen to save the Company
 Sensitizing workmen on futility of work stoppages
 Workmen becoming introspective not swaged by emotions/ sentiments
 Credibility of Management policies on high pedestal
Important Steps Taken to Improve I.R:-

 Written IR and Personnel policies for uniform implementation

 Evolving system driven procedures to upkeep of all employee related issues
 Regulating dependent employment
 Secret Ballot to Trade Unions to recognize the majority identified union (1998)
 Sensitizing Trade Unions on their obligations towards Organizations
 Periodical structured meetings with the Recognized union and Representative status
unions as part of IR Policy
 Motivating workers to adopt good work culture
 Management being transparent, objective and responsive in deal through the workers
issues
 Enforcing discipline surrounded by all the employees without any let up to punish wrong
doers
 Multi-departmental teams interacting with the workmen at work place.
 Letters written by C & MD to each workman.
 Activating communication strategy by forming communication cells in all the areas.
 Officers going on Padayatras in the colonies of workmen.
 Cutting verge level officers spending more time at the work place.

 After conducting the Secret Ballot elections to Trade Unions for 4 times i.e.
09.09.1998,19.02.2001, 14.05.2003 and 09.08.2007, the management has issued Office
Memorandum date 05.10.1998, 06.03.2001, 07.06.2003 and 22.08.2007 respectively
laying downcast the rights and requirements of the Recognized Union at Company level
and Representative status union(s) at Area level.
 As per the I.R. Policy read with Code of Discipline, the Recognized Union at Company
level may represent company level issues and the executive will negotiate the Company
level issues only with Known Union and Company level settlements under Industrial
Disputes Act, 1947 are entered into with only Recognized Union.
 No settlements are allowed at area level.
 The Representative status union in the Extent may represent the issues which pertain
exclusively to the workmen of that the Area only to the respective Area Management.
 The management at Area level may discuss such purely local issues with the
Representative status union and take action to remove the cause for unrest or to redress
the grievance, provided such action does not have any impact on Company strategies or
on other Areas.
 Periodical Structured Meeting at Director (P, A & W)/ CGM (Personnel) level is held
with Recognized Union once in two months to discuss the Company level issues.
 Periodical Structured Meeting at C & MD level is held with Recognized Union once in
three months to discuss the Company level issues.
 Joint Consultative Committee (JCC) meeting consisting of representatives of the Areas
is held at C & MD level once in 3 months to discuss the issues relating to production,
productivity, safety, welfare measures etc.
 Periodical Structured Meeting is arranged with the Representative status union of the
Area at Area level every month to discuss the issues relating to the workmen of the Area.
 Periodical Meetings are also held at Mine/ Department level with the Mine Committees/
Pit Safety Committees involving the Representatives of Recognized Union and
Representative status unions.
 To one side from the above, a 3 tier- Grievance Procedure i.e. at unit level, at area level
and corporate level- is being implemented to resolve the difficulties of a workman in a
time-frame.

MEDICAL FACILITIES:

Every worker seeking engagement in the company is subjected to go through medical

examination at the time of initial employment. Thereafter, he go through periodical medical
checkup once in every 5 years.

SCCL is partaking 6 Area Hospitals, 1 Primary Healing facility at KGM and 25

dispensaries having 845 beds and 3 company & 26 private ambulances are provided

REFERRAL SERVICES: Doctor's facilities and the dispensaries give the principal contact
mind and the remedial services. However there is a need to provide super specialty services
for certain diseases namely; Cardiac cases, certain kidney disorders etc. 19 super specialty
hospitals are empanelled creating on the amenities available, quality of services rendered and
the patient satisfaction.
AMBULANCE SERVICES: 34(3 Company + 31 hired) ambulances are provided meeting
the requirement at the medical centers. They will be well-found with external defibrillators,
portable ventilators and automatic CPR system in due course of time.

SOCIAL SECURITY SCHEMES: The SCCL is taking every single conceivable measure
to give welfare luxuries to its representatives, wellbeing, sanitation, private settlement,
instruction to specialists' kids, source of water, resting on roads, improving health
mindfulness among workers and their families through correspondence cell, sporting and
amusements to give diversion notwithstanding different Social Security Schemes.

COAL MINES PENSION SCHEME – 1998:

Employees contribution: 2% of the pay from 01-04-1989 to 31-03-1996 + an sum

corresponding to one addition computed on the basis of salary as on 1st day of July, 1995 of
employees appointed after 01-07-1995 or the date of appointing is later.

Employee and Employer:

A volume comparable to two and 1/3 contribution percent of remuneration of the employee.

Central Govt. contribution: An amount comparable to one and two-third percent of the
remuneration of employee.

GROUP GRATUITY SCHEME WITH LIC OF INDIA:)

(a)This Scheme is effective from 11.12.2003 and covers both Executives and non- officials
and spreads students in consistent grade employee according to the existing standards and
parameters.

(b)Gratuity will be funded by LIC of India to employee / nominee for the period of service
rendered by the employee as per the prevailing rules and limits.

(c) In addition, in case of unfortunate death of the employee, LIC would also pay gratuity for
the service the employee would have rendered until retirement had he been alive.

(d) In harmony with the NCWA – VIII the maximum amount of gratuity allocated to an
employee has been enhanced to 10, 00,000/- with effect from 01–01–2007.
G) EX-GRATIA: An amount of Rs.84, 600/- as ex-gratia w.e.f. 01.02.2012 is being paid to
the bereaved family of the workers died in mine accidents in conflict with the eatables of
State Coal Wage Agreement.

BUSINESS PARTNERS OF SINGARENI

AP Gas Power Corporation Ltd: To co-operate and promote one and only or added Joint
Venture Companies with the aim of jointly undertaking Coal Mining, Mining Beneficiation,
processing, operation & maintenance in India.

Carbon Energy Pty. Ltd (CEPL), Australia: For investigation of the probable for
Subversive Coal Gasification in SCCL command areas.

National Thermal Power Corporation: For co-operation and promotion for Joint Venture
companies for jointly undertaking various activities related to coal mining, integrated coal
based power projects and related consultancies, in India and abroad.

Oil & Natural Gas Commission: To cooperate in the service, operation, process
Development and Research related to Underground Gas Gasification (UGC), Superficial Coal
Gasification (SCG)

Oil & Natural Gas Commission: To cooperate in the service, operation, process
Development and Research related to Underground Coal Gasification (UGC), Surface Coal
Gasification (SCG) and Firewood Bed Methane (CBM).

THEORETICAL FRAME WORK

INTRODUCTION

Every association needs a very much prepared and experienced individuals to play out
the exercises that must be done. But when this isn't the situation, If the current or potential
job occupants meet this requirement, coaching is not important. But when this is not a
situation, it is important to raise the expertise skill levels and increment the flexibility and
versatility of representatives.

Inadequate work execution or a decrease in efficiency or changes coming about out of

employment updating or technological development efforts as the occupation becomes more
complex; the significance of employee, progress also increases. In a reckless fluctuating
society, employee training and progress are not only an doings that is necessary commit
resources, toward if it maintained as a workable and knowledge to do workforces

TRAINING DEFINED:

“A scheduled process to adjust outlooks of the knowledge or comportments through

schooling experience to achieve effective performance in an activity or a range of events. Its
purpose, in the work situation, is to develop the ability of the individual and to content the
current and future needs of the organization.”

 Man power services commission – 1981

“The purpose of teaching new employees the basic skills they need to perform their jobs”

 GARY DESSLER - 1985

NEED FOR BASIC PURPOSE OF TRAINING:-

The urgency of the sharpening of wage- earner would be clear from the observations
made by different authorities.

TO INCREASE PRODUCTIVITY: -

Instruction can help representatives to expand their level of execution on their present
instruction expanded human execution after straightforwardly prompts expanded operational
efficiency and expanded organization benefit. Again

“increased performance, Once more, "expanded execution, and profitability, in light of

preparing are most clear on their part, of new workers who are not yet completely mindful of
the most proficient and compelling methods for playing out their jobs”.
TO IMPROVE QUALITY:-

“Better informed workers are less likely to make operational mistakes. Quality
increases might be in affiliation to a company product or a service, as in indication to the
intangible organization employment atmosphere

TO HELP A COMPANY TO FULFIL ITS UPCOMING PERSONNEL

REQUIREMENTS:-

“Organizations that have a good internal instructive program should roll out drastic
man-power improvements and changes in case of sudden work force variations when the
need emerges, authoritative opening would more be able to effectively be staffed from inside
sources if an organization, initials and maintains up satisfactory instructional program for
both non-supervisory and administrative representatives".

Increased may be due to many factors, but one of the most important of these is the
current state of an organization’s educational Endeavour.

TO ADVANCE ORGANIZATIONAL ENVIRONMENT: -

"A perpetual chain of positive responses comes about because of a well – arranged
preparing program. Creation and item quality may enhance money related motivating forces
may than be expanded inward advancements end up plainly focused, less supervisory weight
guarantee arrive base pay rate increment result. Increased may be due to many factors, but the
most essential of these is the present-day state of an organization’s educational Endeavour.

TO IMPROVE HEALTH AND SECURITY:-

“Proper training can help present industrial accidents. A harmless work atmosphere
leads to more stable mental attitudes of the employees.

Managerial psychological state-owned would also improve if bosses know that they
can better on themselves over and done with company – designed development programme”
OBSOLESCENCE PREVENTION:-

“T&D programs foster the activity and inventiveness of workers and help to anticipate
labor out of date quality, because of age temperament or motivation, as the capacity of a man
receive himself to mechanical changes".

PERSONNEL STRENGHTH:-

- Workers on an individual premise pick up exclusively from their introduction to

instructive encounters". Again, “Management, Reinforcing programmes seem to give
applicants a wider responsiveness, a enlarge skill and progressive altruistic philosophy and
mark higher personal growth possible”. It may be observed that the essential for training from
more than one reason. They improved in usage of technology in production.

It may be experiential that the basic for training from more than one reason.

1. An improved usage of technology in production.

2. Labor revenue arising from regular separations due to death, as physical in limit, for
mishaps, illness, superannuation intentional retirement, advancement within the
association and change of occupation or employment.
3. Need for additional hands to cope with an increased production of goods and services.
4. Employment of inexperienced, new as baldly labor requires detailed instruction for an
effective performance of a job.
5. Old representatives need refresher preparing to empower them to keep a best methods of
changing, techniques and consumption of classy tools and equipment.
6. Need for enabling employees to done with work in a more effective way, to reduce
learning time, reduce surplus and damage of raw materials, and produce quality goods
and develop their potential.
7. Need for reducing grievances and minimizing accident rates.
OBJECTIVES OF TRAINING:-

1. To improve the new employee’s fundamental information and aptitude they

requirement for a clever execution of clear assignments
2. To help workers to function more effectives in their present positions by exposing
them to most recent concept, Information and procedures and building up the
aptitudes they will require in their specific fields.

3. To develop a moment line of equipped officers and set them up to occupy more
capable positions.
4. Build up a second line of competent officers and prepare them to occupy more
responsible positions.
5. To enlarge the thoughts of high-ranking managers by lend them with opportunities for
a substitution of experience in the interior and outdoor with a view to spot on the
narrowness of the viewpoint that may possibly arise from over-specialization.
6. To import customer education for the purpose of meeting the training needs of
corporations which deal mainly with public, example Mumbai, Heavy electrical,
Bhopal.

IMPORTANCE OF TRAINING

Training is corner stone of board, for it makes staffs more operational and dynamic. It
is keenly a familiarly having attachment with all persons or supervisory actions. It is central
part of the entire management affairs, by way of all its activities are functionally inter-related.

There is an ever exhibit requirement for preparing men with the goal that new and
changed systems might be exploited any upgrades affected in the old strategies, which are
miserably unproductive.

Training is a practical and vital necessity because, apart from the other
advantages mentioned above, it enable; employees to develop and rise within the
organization and increase their ‘market value’ earning; influence also job and
security.
 It empowers administration to determine sources of grating arising from parochialism,
convey home to the personnel the way that the management isn't distinguishable. The forms
the representatives states of mind and encourages them to accomplish a superior co-operation
with the organization and more been achieved an attractive authoritative structure is
manufactured – up, specialist can be appointed and boost for advance applies to workers.

Training additionally, heightens the assurance of teams to make, a better and cheap to
run use of ingredients and equipment’s as a result, wastage and spoilage are less and the need
for constant supervision is reduced.

The importance of training has been expressed in these words, Drill is a widely
accepted problem – solving device; indeed, our national superiority in man power
productivity can be credited in no small measure to the success of our educational and
industrial training programme This success to regard training a panacea.

It is almost traditional in America to believe that if something is good, other thing is

even better. Hence, we take more vitamin pills to solve personal health problems and more
training to solve our man – power problems over and under – emphasis on training stems
largely from inadequate recognition and determination of training essentials and objectives.
They stem also from lack of acknowledgment of the professional techniques of up-to-date
industrial training.
 TRAINING METHODS

TRAINING METHODS

ON THE JOB TRAINING METHOD

JOB ROTATION
ROLE PLAYING

LECTURE METHOD
PROGRAMMED INSTRUCTIONS

1).ON – THE JOB TRAINING METHODS

This sort of preparing otherwise called work guideline preparing, is the most
generally approach; the individual is set on the consistent activity and showed aptitudes
important to play out the activity. The apprentice learns under the supervision and the
direction of a qualified laborer or instructor. On – the – work has favorable position of giving
first information and experience under the real working conditions. While the student figures
out how to play out a vocation, he is likewise a consistent laborer rendering the
administrations for which he is paid. At work strategies incorporate as follows

JOB ROTATION

This kind of organizing includes the development of learners starting with one
occupation then onto the next. The trainee gets work statistics and increases understanding
from his administrator or coach in each of the distinctive activity assignments. Despite the
fact that this strategy for preparing is basic in preparing officers for general administration
positions, students can likewise be pivoted from job to work in workshop employments. This
technique gives a chance to the student to comprehend the issues of workers on different
employments and regard them.

COACHING

The student is put under a specific manager works as a mentor in preparing the
person. The director gives input to the learner on his exhibitions and offers him a few
proposals for development. Regularly the student shares a portion of the obligations and
duties of the mentor and reveals him of his weight. A drawback of this routine of preparation
is that the trainee ought not to the liberty or opportunities to prompt his own thoughts.

JOB INSTRUCTION

This type of teaching is also known as training through stage by stage. Under this
method trainer explains the trainee their way of doing jobs, KSA’s allows him to do the task.
The trainer appraises the job performance of the trainee, provides feedback information and
corrects the trainee.

The coach assesses the activity execution of the student, gives criticism data and amends the
learner.

COMMITTEE ASSIGNMENTS
Under the board assignments, gathering of learners are given and made a request to
take care of a genuine authoritative issue. The learners tackle the issue together. It creates
cooperation

OFF – THE JOB – METHODS

Under this technique for preparing, learner is isolated from the activity circumstance
and his consideration is focuses upon the learning identified with his future employment
execution. Hence can put whole fixation on taking in the activity as opposed to investing his
energy in performing it. There is an open door for flexibility of articulations for the students.

VESTIBLE TRAINING
 In this technique, genuine work conditions are reenacted in a classroom. Material, files
and equipment those are recycled in actual job performance are also used in training. This
sort of training is universally used for training persons for bookkeeping and semi-skilled jobs.

ROLE PLAYING

It is defined as a system of social attraction that contains faithful behavior in make-

believe situations. This act is involved with much practice. The participants show the role of
assured characters, such as the inventory manager, automated engineers, foremen etc. This,
method is typically used for emergent inter personnel interactions and relations.

LECTURE METHOD

The oration is a traditional and uninterrupted process of tutoring. The tutor put in
order and gives the material to a collection of trainees in the coordination of talk to be
effective. The address must spur and make enthusiasm among the learners. Favorable
position of address technique is that it is immediate and can be utilized for a substantial
gathering of students. Therefore expenses and time included are reduced.

D) PROGRAMMED INSTRUCTIONS

In modern years this method has become popular. The subject staple to be well-read is
offered in a series of sensibly planned chronological units. These units are arranged from
simple to more complex levels of instructions. The beginner goes over these units by come
back with questions or fills in the spaces. This method is costly and consumes lots of time.

MISSION OF HRD IN SCCL:

The HRD is developed based on our Company’s mission as outline below:

1. Strive unremittingly for improving the capabilities of all Singareni (Executives, Non –
executives and Trade Union Leaders of SCCL) so that our society can achieve
outstanding results in a sustainable manner.

2. To aid all the Singarenians to live a healthy, peaceful, tension-free and flourishing
lives.
 3. To modify Singareni as brilliant entertainers, liable citizens are finest players and an
ultimate family member by binding their full potential.

GOVT. OF INDIA GUIDELINES ON TRAINING

A) 1.5% of the wages and salaries to be spent on HRD.

DIRECT. GENERAL OF MINES SAFETY GUIDEING PRINCIPLES ON

TRAINING:

A) All employees list in the schedules to be given induction training at the while of joining
and refresher at an interval of not more than five (5) years.

B) Supervisors to be given structured training on safety for two weeks once in five years
apart from refresher training.

III.RECOMMENDATION OF THE NATIONAL CONFERENCE SAFETY:

Top priority is being given to implement training programmes as per the recommendations
of THE NATIONAL CONFERENCE ON SAFETY.

IV.DIMENSIONS OF HRD WITH REFERNCE TO SCCL:

 PHYSICAL CAPABILITY (FITNESS)

 LITERACY HEALTH & NUTRITION
 KNOWLEDGE
 SKILLS
 PERSONALITY DEVELOPMENT
 TEAM BUILDING (GROUP DYNAMICS)
 INFORMATION TECHNOLOGY

PROCEDURES OF HRD WITH REFERNCE TO SCCL:

 LITERACY MISSION
 TRAINING
 GUEST LECTURES
 TECHNICAL JOURNALS
 HRD BULLETIN
 KNOWLEDGE DAY
 LITERACY
 YOGA & MEDITATION CAMPS
 MENTORING
 SEMINARS, WORKSHOPS & CONFERNCES
 IN – HOUSE JOURNAL (SINGARENEEYULA SAMACHARAM)
 PERFORMANCE COUNSELLING
 KNOWLEDGE MANAGEMENT
 JOB ROTATION
 LIBRARIES
 E – LEARNING
 IN – HOUSE EXPERT GROUPS
 ACQUIRING HIGHER/EXTRA QUALIFICATION IN SERVICE

TRAINING CENTRES:

1) MINES VOCATIONAL TRAINING CENTRES –8

2) TECHNICAL TRAINING CENTRE, MANUGURU –1
(FOR OPEN CAST PERSONNEL)
3) UNDERGROUND MECHANISATION CENTRE –1
(GODAVARIKHANI)

STATUTARY TRAINING IN MINES VOCATIONAL TRAINING CENTRES

(MVTC) AS PER MVTC RULES 1966:
i) Basic Training
ii) Change of job training
iii) Special Training
Statutory Examinations:
 FMMC/SMMC
 Over men Certificate
 Surveyors certificate
 Mining sirdars
 First – Aid
Others: Coal cutting, Timbering, Gas Testing, First – Aid, Booster training & Contract
Labor.
1) Structured training for supervisors.
2) Pit safety committee members.
3) Train the trainers.
4) Basic fire fighting & electrical safety.

INFRASTRUCTURE

 THERE ARE LIBRARIES AT ALL THE TRAINING CENTRES.

 LCD PROJECTORS ARE PROVIDED TO ALL THE TRAINING CENTRES.
 COMPUTERS ARE PROVIDED AT ALL THE TRAINING CENTRES.
 WELL EQUIPED CLASS ROOMS.
ALL TECHNICAL TRAINING MODELS

TECHNICAL TRAINING CENTRE – Ramagundam

It purely trains the open cast personnel and following types of training is being imparted:

 INDUCION TRAINING
 CHANGE OF JOB TRAINING
 REFRSHER TRAINING
 SPECIAL TRAINING BY EQUIPMENT SUPPLIERS
UNDERGROUND MECHANISATION TRAINING CENTRE

Started functioning from 22 – 05 – 2003 at Ramagundam – II Area at Godavarikhani in

Karimnagar District to train the directors and non – officials on site Discharge Loaders &
Load Haul Dumpers are the other Mining machinery. It is first of its kind in coal drawing out
industry in India. Collected maintenance & operational manuals, diagrams & other literature
from OEMs.

NARGUNDKAR INSTITUTE OF MANAGEMENT (NIM) RAMAGUNDAM – II

It was named after Late. Padmashri. S.K Nargundkar, who was the first Mining Engineer to
become the Managing Director of SCCL and its objectives to equip the senior executives
with requisite knowledge and competencies to manage a coal firm in a inexpensive
environment. It was started during November 2000.

It is a state of art Management Institution with a bench mark achieved for conducting In –
House training programmes for 255days in a year for executives.

NON CONSTITUTIONAL TRAINING

Pretty much 75% of HRD work is shrouded in preparing procedure. Thorough formulating
will be given for no less than one year enlistment

Miners (Excluding Tradesmen & Supervisory staff):

Almost all underground designations are covered by training modules as per MVT Rules,
1966. They are given basic and refresher training. The frequency of refresher training is once
in five years (six days). Guidelines of DGMS will be followed in situation of other
designations, which are not included in schedules.

TRADESMEN:

In accumulation to the Para declared above, it is proposed to send tradesman & technical
supervisors to Advanced Training Institute (ATI), Hyderabad or any other institute of equal
standing once in ten (10) years, for updating of technical knowledge/skills.in case of crafts
like Moulders, they determination be sent to Chennai/Bangalore because the training
amenities are not offered at ATI, Hyderabad. Training by equipment suppliers, at site and
their factory, to the concerned tradesmen, is also arranged whenever necessary.

SUPERVISORY STAFF (MINING):

a) As per the recommendations of the National Safety Conferences (six days). according
to the suggestions of the National Safety Conferences (six days).

b) All supervisory staff is given basic preparing for a time of two weeks once in five
years on wellbeing matters according to the recommendations of ninth Tripartite
National Conference on Protection in Mines (twelve days). Supervisory advancement
program for four existences in five years

c) Supervisory development programme for four days in five years.

SUPERVISORY STAFF (E & M)

a) As per the proposals of the National Safety Conferences (six days).

b) All supervisory are given auxiliary preparing for a phase of two weeks once in five years
on security matters according to the proposals of ninth Tripartite National meeting on
Prosperity in Mines (twelve days).

c) Supervisory improvement program for 4 working days in five years.

INDUCTION TRAINING PROGRAMMES

SNO Discipline Duration of training Remarks

1 Asst.Foreman Three weeks At the interval of entry
Trainees
2 Asst.draughtsman/sub One week At the time of record
overseer trainees
3 Tradesman trainees Two weeks At the time of admittance
4 Over man Four weeks while access
5 Mining Sirder/Shot One week At the phase of entry
Firer
6 JAOs, POAs and Two weeks At the time of pass
Clerks
TECHNICAL AND NON – TECHNICAL STAFF:

Junior Executives (E – 1, E – 2 & E3):

Orientation training programme:

4 to 6 month’s for Officers enlisted in E1/E2 Ratings depending on their discipline. In

admired of GDMOs/LMOs and individuals on lateral entries at E3 & above, a two week
induction course will be conducted. However, in respect of specialist doctors, a one week
induction course will be conducted.

IN – HOUSE TRAINING:

Man – days of preparing:

By getting ready tailor made course material and introductions to address particular issues, in
– house preparing is orchestrated. The preparation man days proposed by a no of HODs for
official upgrading are given underneath.

S no. Discipline Periodicity Duration

1 Mining Once in 3 years 6 days

2 E&M Once in 3 years 6 days

3 Personnel Once in 2 years 3 days

4 F&A Once in 2 years 3 days

5 Exploration Once in 3 years 6 days

6 Civil Once in 3 years 3 days

7 IED Once in 2 years 3 days

8 EDP Once in 2 years 3 days

9 Law Annually one time 3 days

10 Survey Once in 3 years 6 days

11 Medical & Health Once in 3 years 2 days

12 Estates Yearly once 2 days

13 Environment Once in a day 3 days

Middle Level Executives (E – 4 & E – 5)

 In house training : One week in two years

 External training :Once in three years (minimum : one week)
 Study tour :Once in six years
 All middle level executives in the 12 – 18 years of seniority will be set in a two week
refresher course. This will be in place in house training.

Senior Executives (M1 & M2 - Dy. GMs/Addl.GMs):

 In house training :One week every year
 External training :Once in three years
 Study tours :Once in four years for M1 Officers
Once in two years for M2 Officers.
 Training on mine, AutoCAD to 50% of personnel mining. E & M and Survey,
Exploration shall be given over a passé of time and maintained at that level.
CGMs/GMs/HODs :

 In house programmes :3 days annually

 Professional Conferences :Once in a year
 External training/Study tour :annually two times
 As far as possible, study tour and professional conference may be combined
Topic for in house training programmes: Non – executives (Cat 1 – VI)

a) Literacy
b) Emotional Intelligence
c) Management of anxiety and neuronal empowerment.
d) Health & nutrition
e) Savings and terminal benefits.
Non – exécutives (Clercs/PAs/POAs/OSs):

 Basic Computer Training.

 Management of Strain on Neuronal Empowerment
 Emotional Intelligence
 Health & Nutrition
 Modern Office Management
Supervisors:

a) Management of Stress & Neuronal Empowerment

b) Emotional Intelligence
c) Supervisory Development (3 days)
d) Health & Nutrition
e) Total Productive Maintenance (TPM)
f) Total Cost Management
Executives:
a) Emotional Intelligence
b) Basic Computers
c) Health & Nutrition
d) Management of Tension & Neuronal Empowerment.
e) Work Study
f) Productivity Techniques
g) Modern Office Management
Training of Trade Union Representatives:

After completion of secret ballot for trade unions, the Personnel Department will send a slope
of office bearers of newly elected trade unions. A three day residential teaching will be
arranged to them. Exterior and inside faculty will conduct interactive sessions.

EXTERNAL TRAINING PROGRAMMES : (IN INDIA)

External training is prescribed for round 1/3 rd of the executives every year, with the
following objectives:

a) Exposure to the new methods of work, new technology and new environment.
b) Updating of domain knowledge.
c) Interactive learning from experiences of participants from other organizations.
d) Net – working with professionals in the field.
e) To improve aptitude on the subject.
f) To change the aptitude towards new ideas, work culture, discipline etc. by seeing
excellence.

FOREIGN TRAINING PROGRAMMES:

 This is for improving professionalism and to know the latest improvements in the arenas
of mining, management skills and also to learn procedure and keep of latest equipment
supplied to the Company Global standards.

 And strategy will be studied by the participant which will help in working for global
standards of excellence.

SPECIFIC APPROVED TRAINING INSTITUTES

1. Manufacturing staff college of India (ESCI), HYD.
2. Administrative staff college of India (ASCI), HYD.
3. National productivity council (NPC), DELHI.
4. Indian institute of coal management (IICM), RANCHI.
5. National institute of ind.engg (NITIIE), MUMBAI.
6. Central mining research institute (CMRI), DHANBAD.
7. Indian school of mines, (ISM), DHANBAD.
8. Centre for electronic test.engg, HYD.
9. National council for CEM. & build. Research, HYD.
10. Indian institute of MGT. AHMEDABAD/LUCKNOW/BANGALORE.
11. Central labor institute, MUMBAI.
12. Indian institute of plant engineers, HYD.
13. Loss prevention association of Indian, HYD.
14. Gandhi labor foundation, PURL.
15. Hyderabad management association (HMA), HYD.
16. Indian institute of technology, KHARAGPUR.
17. Andhra Pradesh productivity council (APPC), HYD>
18. Centre for organization development (COD), HYD.
19. Indian society for Training & development HYD/DELHI.
20. Institute of chartered accountants of India, CHENNAI/DELHI.
21. Institute of public enterprise (IPE), HYD.
22. National institute of small industries. Extn. Training (NISIET) HYD.
23. Indian mine managers ‘ASSN., BHUVANESWAR.
24. Indian institute of industrial engineering, MUMBAI.
25. Institute of engineers (I) LTD., HYD.
26. Mining, GEO. & METAL INST. Of India (MGMI), KOLKATA.
27. TATA management training centre, PUNE.
28. ADV.TRNG, institute for electronics, HYD.
29. DR.MCR HRD institute of AP, HYD.
30. Geological survey of India, HYD 31.ICWA.CHENAI.
31. Institute of company secretaries, CHENNAI.
32. J.N.T. University, HYD.
33. Management of development institute GURGAON.
34. SHRIRAM centre for IR, DELHI.
35. Computer Maintenance Corporation of India (CMC), HYD.
36. NUT LTD., HYD/MUMBAI.
37. Gandhi institute of technology & management (GITAM) VIZAG.
38. All India management association (AIMA), NEW DELHI.
39. Mining engineers association of India (MEAI), HYD/KOLKATA.
40. National HYD NETWORK.
41. Power system training institutes (PSTI), BANGALORE.
42. National safety council, MUMBAI.
43. Academy of HYD, AHMEDABAD.
44. Centre for excellence in project management, NOIDA.
45. Institute of drilling technology, DEHRADUN.
46. TATA energy research institute, MUMBAI.
47. Indian institute of internal – auditors.
48. Income Tax bar association.
49. Federation of Indian chamber of commerce & industry (FICCI).
50. FAPCCI.
51. Confederation of Indian industries (CII).
52. Centre for Energy technology (AUTONOMOUS), OU, HYD.
 DATA ANALYSIS

1. How much service you have put up in your contemporary career?

SNO OPINION NO. OF RESPONDENTS % OF RESPONDENTS

A Five Years 10 20
B More than Five Eons 32 64
C Ten Years 4 8
D More than 10 Years 4 8
Total 50 100

INTERPRETATION:

It was set up that the major digit of accused felt that the Training Programmes were
connected to the work surroundings to a reasonable extent followed by some to a boundless
extent and very little respondents to a small extent some even felt that the Training
Programme were not at all applicable to the work environment
2. Have you appeared any Drill Programmes in your service?

SNO OPINION NO. OF RESPONDENTS % OF RESPONDENTS

A YES 40 80

B NO 10 20

Total 50 100

INTERPRETATION:

It was set up that countless respondents are there for the Training Programmes in all the
zones tailed by behavioral, functional and environmental.

3. What type of training program you have attended?

 SNO OPINION NO.OF RESPONDENTS % OF RESPONDENTS
A STATUTORY 07 14
B INDUCTION 10 20
C IN-HOUSE 16 32
D WITHIN INDIA 17 34
4. E FOREIGN 0 0
TOTAL 50 100

How much learning experience you have obtained in your present job by attending the

INTREPRETATION

It was bring into being that from the response that major number of defendants were given prior
idea about the training topic while some answer back that they were not given prior idea the
training topic when they were nominated for a Training Programme and a very little percentage of
accusers said that they weren’t alert of it
training programmes?

SNO. OPINION NO.OF RESPONDENTS % OF RESPONDENTS

A LITTLE 19 38
B LOT 16 32
C NONE 15 30
TOTAL 50 100
INTERPRETATION

It was come from the respondents that most of them have attended the Training Programmes
12 months back followed by 6 months, 9 months and lastly 3 months back. Some employees
even did not attend a Training Programme from past two years.

5. Was the Training Programmes you attended are interesting and motivational?

SNO OPINION NO.OF RESPONDENTS % OF RESPONDENTS

A YES 45 90
B NO 05 10
TOTAL 50 100
INTERPRETATION

From the above graph we can say that 18% of the workers told that 5 years service was useful
in their extant job, 22% of the workers told that more than 5 years service was useful in their
existing job, 60% of the workers told that more than 10 years service was useful in their
present work.

6. Was the faculty of the programmes is knowledgeable?

% OF
SNO OPINION NO.OF RESPONDENTS RESPONDENTS

A YES 50 100

B NO 0 0

TOTAL 50 100
INTERPRETATION

This slab discloses that 80% of the defendants are satisfied with one week training in their
present job and 20% are satisfied with three days training and none agree with one day
training.

7. Was the study material given to you are an appropriate level?

SNO OPINION NO.OF RESPONDENTS % OF RESPONDENTS

80
A YES 40
20
B NO 10

TOTAL 50 100
INTERPRETATION

This table tells that 48% of the reactors are given one time refresher training, 20% were given
2 times , 14% were given 5 times and 18% were given more than 5 times.

8. Was the Preparation conduct are well organized?

NO.OF % OF
SNO OPINION RESPONDENTS RESPONDENTS

A YES 50 100

B NO 0 0

TOTAL 50 100
INTERPRETATION

It was found from the respondents that feedback is collected through Questionnaires highly
followed by Tests to a minimum extent. Some said that feedback is collected both by
Questionnaires and Tests, but no one responded to Interview feedback. So, feedback is not
brought through interviews.

9. Are the coaching and Education aids used in the programmes are satisfactory?

NO.OF
SNO OPINION RESPONDENTS % OF RESPONDENTS

A YES 34 72

B NO 16 28

TOTAL 50 100
INTERPRETATION

It was put in the place from the response that most of the respondents agreed and strongly
agreed with the Training Policy adopted by the organization. It was even found that few of
the respondents reacted that they strongly disagree with the organization’s Training Policy.

10. Do you feel that your superiors are providing enough scope to attend the required
training?

% OF
SNO OPINION NO.OF RESPONDENTS RESPONDENTS

A YES 27 54

B NO 23 46

TOTAL 50 100
INTERPRETATION

It was found from the response that major number of individual thinks, the overall rating to
the Training Programmes is good followed by some to a satisfactory level. Some consider
that the Training Programmes of SCCL were excellent while the remaining felt that the
Training Programmes were poor.

11. How much period of training is obligatory for your present job in a year?

SNO OPINION NO.OF RESPONDENTS % OF RESPONDENTS

A One-day 15 30
B Two-days 24 48
C Three-days 7 14
D One-week 4 8

TOTAL 50 100
INTERPRETATION

It was found from the response that major number of respondents experienced improvement
in their self-confidence levels to a acceptable extent followed by many to a great extent and
some to a small extent. It was even found that a sum of respondents did not find any
improvement in their self-confidence levels.

12. Are you gratified with the exercise facilities provided by the SCCL?

SNO OPINION NO.OF RESPONDENTS % OF RESPONDENTS

A YES 45 90

B NO 05 10

TOTAL 50 100
INTERPRETATION

It was bring from the responsedings that major number of respondents felt that the Training
Programmes were relevant to the work conditions to a reasonable extent following by few to
a highly extent and very little respondents to an extent and some even felt that the Training
Program were not at all relevant to the work environment.

13. Would you read any technical journals?

NO.OF
SNO OPINION RESPONDENTS % OF RESPONDENTS

A YES 20 40%

B NO 30 60%

TOTAL 50 100
INTERPRETATION

It was seen that most of respondents feels that T& D is a motivating factor in Vestas to a
reasonable extent, followed by many to a extent, some to a more extent. But a some number
felt that Training and Development is not a encouraging factor in the organization.

14. Are the technical journals available at your work place?

NO.OF % OF
SNO OPINION RESPONDENTS RESPONDENTS

A YES 10 20

B NO 40 80

TOTAL 50 100

INTREPRETATION
It was found from the employees that the work environment in VESTAS is good to a great
extent followed by some at a satisfactory level. Some felt that the work environment is
excellent while the remaining felt that the work environment is poor.

15. Have you participated any Yoga & Meditation programmes?

NO.OF
SNO OPINION RESPONDENTS % OF RESPONDENTS

A YES 10 20

B NO 40 80

TOTAL 50 100

INTERPRETATION
It was found from a major number of respondents that changes occurred in the pattern of
Training Programmes conduct in past 5 years to a reason extent followed by some to a few
extent and some to a big extent. There are less number of respondents who said that there
were no changes in the Training Programmes from long time. Some employees did not
reacting, as their duties in the organization is only a limited months.

16. Are you sharing the knowledge gained in the Training Programmes with others?

NO.OF
SNO OPINION RESPONDENTS % OF RESPONDENTS

A YES 20 40

B NO 30 60

TOTAL 50 100
INTREPRETATION

It was seened from the respondents that major no of staff were satisfied with the Training
Programmes followed by some to a great extent and a little number to a small extent. But no
one was disagreed with the Training Programmes of SCCL.

17. How is the job environment in SCCL?

NO.OF
SNO OPINION RESPONDENTS % OF RESPONDENTS

A EXCELLENT 9 18

B GOOD 26 52

C SATISFACTORY 12 24

D POOR 3 6

TOTAL 50 100
INTREPRETATION

It was saw is that employees that the work environment in VESTAS is good to a great extent
followed by some at a satisfactory level. Some thinks that the work environment is excellent
when the remaining felt that the working environment is poor.

18. Effectiveness of Training Programmes in the organization.

 NO.OF % OF
SNO OPINION RESPONDENTS RESPONDENTS

A EXCELLENT 10 20

B VERY GOOD 34 68

C SATISFACTORY 5 10

D POOR 1 2

TOTAL 50 100

INTERPRETATION

The above graph says that most responds are effectiveness of the training programmes is very
good, some of them said it is excellent, while a few opined satisfactory and some others felt it
poor.

19. At which period did you recently attend a training programme?

SNO. OPINION NO.OF RESPONDENTS % OF RESPONDENTS

A 3 MONTHS AGO 6 12

B 6 MONTHS AGO 14 28

C 9 MONTHS AO 8 16

D 12 MONTHS AGO 22 44

TOTAL 50 100

INTERPRETATION

It was found that most of respondents have attended the Training Programmes 12 months
back followed by 6 months, 9 months and lastly 3 months back. Some personnel even did not
make an attempt a Training Programme from past two years.

20. How is the feedback collected?

SNO OPINION NO.OF RESPONDENTS % OF RESPONDENTS

 A QUESTIONNAIRE 50 100

B INTERVIEW 0 0

C TESTS 0 0

TOTAL 50 100

INTERPRETATION

It was found from the respondents that retorted is collected through Questionnaires in a more
extent followed by Tests to a small extent. Some said that feedback is gathered both by
Questionnaires and Tests, but no one responded to Interview feedback. So, feedback is not
collected through interviews.
FINDINGS

 It is found that the organization is utilization its man power properly.

 Most of the employees of SCCL are satisfied with the training programmes conducted by
SCCL.

 It is observed that most of the employees are having more than ten years’ service in their
present job.

 The employees training are relevant to the needs of SCCL.

 The training programmes are relevant to the employees present job.

SUGGESTIONS

The following suggestions were received for further improvement of the system.

 To improvement induction training to employees when ever the changes take place by
transfers to new technologies at all levels.

 Training program must cover all employees and it must be periodical with time frame.

 Choice of the executives should be taken into consideration while sponsoring to the
training programs.

 More focus should be on supervisory and technical staff on mechanization.

 The production activity has to achieve parallel improvement with respect to training.
CONCLUSION

preparing and improvement is done at SCCL is to recognize execution prerequisites or

necessities inside the association with a specific end goal to enable direct assets to the zones
of most prominent to require, those that intently identify with satisfying the hierarchical
objectives and destinations, enhancing profitability and giving quality items and
administrations.

 The corporate HRD department identifies training need, prioritizes the training based on
the urgency of the need (timeliness), the extent of the need (how many employees need to
be trained) and the resources available.

 Based on this statistics, the training chief at unit level justifies the statutory wishes and
displays the platform allied to non - constitutional nature as per the trend of corporate
HRD department.

 With the change in the machinery of mining a nonstop improvement is desire by

snowballing the no of training man days to the opposite line supervisors (overmens
/foremens /tradesmens etc).

 Providing computer for training center could be more effective.

QUESTIONNAIRE ON EVALUATION OF TRANING FOR

EXECUTIVES/NON-EXECUTIVES.

Name Designation
Place of work Male/Female

1. How much service you have put up in your present job?

a) Five years b) More than Five Years c) Ten Years d) More than Ten Years

2. Have you attended any Training Programmes in your entire service?

a) Yes do b) Not yet

3. What type of training programmes you have attended?

a) Statutory b) Induction c) In-house d) Within India e) Foreign

4. How much learning experience you have obtained in your present job by attending the
training programmes?

a) Little b) Lot c) None

5. Was the Training Programmes you attended are interesting and motivational?
a) Yes it is b) Not yet
6. Was the faculty of the programmes is knowledgeable?
a) agree b) Not agree
7. Was the course material given to you are an appropriate level?
a) may b) may not
8. Was the Training Programmes are well organized?
a) sure b) Not sure
9. Are the Training and Teaching aids used in the programmes are satisfactory?
a) satisfied b) Not satisfied
10. Do you feel that your superiors are providing enough scope to attend the required
training?
a) of course b) of course Not
11. How much period of training is required for your present job in a year?
a) One-day b) Two-days c) Three-days d) One-week
12. Are you satisfied with the training facilities provided by the SCCL?
a) Yes I do b) No I don’t
13. Would you read any technical journals?
a) I do b)I dont
14. Are the technical journals available at your work place?
a) Yes b) No not

15. Have you attended any Yoga & Meditation programmes?

a) Yes b) No

16. Are you sharing the knowledge gained in the Training Programmes with others?

a) Yes b) No

17. How is the work environment in SCCL?

a) Excellent b) Good c) Satisfactory d) Poor

18. Effectiveness of Training Programmes in the organization.

a) Excellent b) Very good c) Satisfactory d) Poor

19. When did you recently attend a training programme?

a ) 3 months ago b) 6 months ago c) 9 months ago d) 12 months ago

20. How is the feedback collected?

a) Questionnaire b) Interview c) Tests

 BIBILOGRAPHY

H.R. M -P.Subba Rao

HUMANRESOURCE MANAGEMENT -T.V. Rao

RESEARCH METHODOLOGY -C.R Kothori

ESSENTIALS OF HR MANAGEMENT AND -P.Subba Rao

INDUSTRIAL RELATIONS

PERSONAL MANAGEMENT -C.B Memoria,

S.V Gankar

Project material supplied by SCCL

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www.scclcoalmines.com

www.sccl.com

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