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Rabindra Bharati Journal of Philosophy A STUDY ON ASSESSING SKILL

SHORTAGES AMONG EMPLOYEES AND DEVELOPING TRAINING PLAN FOR
ON-THE- JOB AND CLASSROOM TRAINING AT JSW STEEL LTD., S...

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Rabindra Bharati Journal of Philosophy
ISSN: 0973-0087
A STUDY ON ASSESSING SKILL SHORTAGES AMONG
EMPLOYEES AND DEVELOPING TRAINING PLAN FOR ON-THE-
JOB AND CLASSROOM TRAINING AT JSW STEEL LTD., SALEM
Dr. B. Merceline Anitha, Assistant Professor, Department of MBA, Sri Ramakrishna
College of Arts & science
Christon A, Student, Department of MBA, Sri Ramakrishna College of
Arts & Science, Coimbatore
Rithick M, Student, Department of MBA, Sri Ramakrishna College of
Arts & Science, Coimbatore
ABSTRACT
The concept of skills shortage has different meaning to different people depending on
their perspective. Understanding the different concepts of skills shortages, their measurement
and the causes of skill shortages is important if sound policies are to be developed in the areas of
employment, education, training and skill formation. This paper aims to contribute to an
understanding of the issues. It provides a context for the study by considering recent reviews of
skill needs and an overview of the meaning of skills with particular attention to generic skills as
well as more vocational skills. Economic theory suggests that some skills imbalances are a
feature of a competitive market. Without major hindrances to the market adjustment process,
these imbalances resolve over time and may not require intervention. The main drivers of the
changing skills requirements are demographic, organisational, social and technological.
Adjustment usually takes time because of the speed at which the information about the changes
in the market gets dissipated and the time it takes an individual to acquire new skills. However,
real-world decentralised labour markets may not lead to optimal allocation of resources.
Government action to correct the market may be justified if there is strong evidence showing
sub-optimality. Before any effective policy is designed and implemented, it is important to
understand the operation of the current market and to investigate reasons for its failure. Lack of
good empirical knowledge of how markets adjust, and the time lag between an imbalance being
observed and the impact of a policy makes effective intervention difficult in practice.
Keywords: On-the job, skill shortage, training, classroom
INTRODUCTION

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Rabindra Bharati Journal of Philosophy
ISSN: 0973-0087
The training and development involve various functions like Skill evaluation, Skill
matrix, Preparation of training framework, Training (on-the-job & off-the-job) of the employees,
Training feedback and Training effectiveness evaluation / assessment. The scope of this project
focuses on certain skill sets such as Generic Skills, Behavioural skills, Artisan Skills and
Functional Skills are evaluated for identifying the skill gaps of the employees. Based on the
identified skill gaps, suggestions to the training plan can be given or new training plan can be
developed. In this way, the effective training plan for the organization can be developed.
This study is important to identify the skill gaps of the employees which will be useful in
charting out the training plan for them based on their skill gaps. It will also help the JSW Steel
Ltd., Salem in achieving its goals more effectively with skilled manpower. This study also helps
in increasing its productivity and quality of the product by skilled manpower. This study also
helps in reducing the occurrence of accidents due to improper way of work by unskilled labour.
REVIEW OF LITERATURE
Biswabhushan Behera, Dr. Mamta Gaur (2022) Opined that the era is marked with a
paradoxical situation wherein the students blooming out of academia finds themselves ultimately
unfit for industry. The workforce is under constant stress in the dynamic, disruptive. The need of
the hour is skill development to bridge the skill gap and be future ready. The researchers have
made a literature review of skill development in India and identified that skill gaps are a pressing
and critical issue. The demographic advantage of India can be capitalised only when the
workforce is trained and prepared with contemporary and future skill-sets. It is extremely
important to focus on advancement of skills that are relevant to the emerging economic
development so that India can transform into a knowledge economy and can also meet the global
skill demands.
Khemissi Farid, Jouili Taher (2021) examined the importance of skills development in the
process of employee performance. As part of this research, they seeked to determine the nature
and extent of skills development impact in improving employee performance. The novelty of this
theme is the inclusion of the skill development factor. This factor is likely to have a positive
impact on employee motivation and performance. Some of the factors already known to have an
impact on employee performance, such as motivation, career development, training, and
experience, will be adopted.
Richa Singh Dubey, Justin Paul, Vijayshri Tewari (2021). identified the soft skills, relevant to
the future talent pool in the information technology (IT) sector. Further, the study aimed to
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investigate soft skills gaps among students which are hampering the availability of talent. Soft
skills traits were first identified through a literature review. Then, using a structured
questionnaire, they surveyed 269 IT professionals working in five IT companies and 329
students pursuing degrees in the IT/CS from 12 technical institutes. The analysis was performed
using principal component analysis and an independent t test. They examined important soft
skills such as personal traits, leadership, interpersonal skills, team skills, enterprising skills, and
organizational skills. The independent t test results showed a perception gap between
professionals and students regarding the importance of soft skills. This study contributed to the
literature by adding to the understanding of critical soft skills in IT sector. It underlined the
partnership between educational institutions and the IT industry to address this gap. This
partnership will benefit all stakeholders. They argue that although talent management is dealt at
the industry level, academia plays an important role in making this process easier and effective
by developing the desired skills in students.
OBJECTIVES OF THE STUDY
▪ To study the preference for training methods among the employees in JSW Steel Ltd., Salem.
▪ To evaluate the skill gaps of employees in JSW Steel Ltd., Salem.
▪ To provide valuable suggestion for increasing skilled labour in the organization to increase
overall productivity and performance.
RESEARCH METHODOLOGY
Research methodology is a term that basically means the science of how research is done
scientifically. It is a way to systematically and logically solve a problem, help us understand the
process not just the product of research, and analyses methods in addition to the information
obtained by them. The methodology includes research design, target population and sampling,
data collection, measuring instruments, methods of data collection and method of data analysis.
A descriptive research design was carried out for the study. The universe of the study
comprises of employees (L1-L7 level) of JSW Steel Ltd., Salem. Out of which 156 employees
were taken for the study. A structured questionnaire was used to collect the data from the
employees and analysed using tools like chi-square, Garrett ranking and ANOVA.
ANALYSIS AND INTERPRETATION
▪ Objective 1:To study the preference for training methods among the employees in JSW Steel
Ltd., Salem.
Training method preference of the respondents
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Table 1 Training method preference of the respondents
S. No. Training Method preference No. of respondents Percentage (%)

1 On the job 132 84.6

2 Off the job 24 15.4
Total 156 100.0
Source: Primary data
From the analysis, it is found that, 84.6% (132) of respondents prefer on-the-job training
method and 15.4% (24) of respondents prefer off-the-job training method. This may be due to
the opinion of the respondents that manufacturing processes are better understood when they
were trained by on-the-job training method.
Table 2 Documentation and filing skill level of respondents
Documentation and No. of Percentage
S. No.
filing Skills respondents (%)
1 Very good 26 16.7
2 Good 90 57.7
3 Average 38 24.4
4 Below average 2 1.3
Total 156 100.0
Source: Primary data

Chart 1 Documentation and filing skill level of respondents

From the analysis, it is found that, 57.7% (90) of respondents are at good level in
documentation and filing skills, 24.4% (38) of respondents are average level in documentation
and filing skills, 16.7% (26) of respondents are at very good level in documentation and filing
skills and 1.3% (2) of respondents are at below average level in documentation and filing skills.
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This shows that most of the employees are good in documentation and filing skills which can be
due to effective training programmes.
WEIGHTED AVERAGE METHOD:
FUNCTIONAL SKILLS
Table 3 Weighted Average Analysis of Functional Skills
Very Below Weighte
S. Avera Po Ra
Factors good Good avera Total d
no. ge or nk
ge average
Knowledge
15*5 80*4 54*3 7*2 571/1
1 on sap - 3.66 II
(75) (320) (162) (14) 56
Module
Failure/root
5*5 77*4 74*3 6*2 567/1
2 cause - 3.50 VI
(25) (308) (222) (12) 62
analysis
Trouble 11*5 69*4 71*3 7*2 558/1
3 - 3.53 V
shooting (55) (276) (213) (14) 58
Ability to
understand
4*5 96*4 53*3 8*2 579/1
4 the - 3.60 IV
(20) (384) (159) (16) 56
Requiremen
t
Follow-up 12*5 96*4 54*3 3*2 612/1
5 - 3.71 I
activity (60) (384) (162) (6) 65
Ability to
work 12*5 77*4 64*3 5*2 570/1
6 - 3.61 III
Without (60) (308) (192) (10) 58
supervision
Source: Primary data
From the above analysis, it is inferred that the highest weight age is given to Follow-up
activity skill (3.71), and the second weight age is given to Knowledge on SAP Module skill
(3.66), the third highest weight age is given to Ability to work without supervision skill (3.61),
the fourth highest weight age is given to Ability to understand the requirement skill (3.60), the
fifth highest weight age is given to Trouble shooting skill (3.53) and the sixth (least) weight age
is given to Failure/root cause analysis skill (3.50). This may be due to the fact that with

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Rabindra Bharati Journal of Philosophy
ISSN: 0973-0087
problems, failure analysis skill will get enhanced but due to less occurrence of problems and
highly stabilised process, failure analysis skill may get least weight age.
CHI SQUARE TEST
▪ Objective 2: To evaluate the skill gaps of employees in JSW Steel Ltd., Salem.
To test the relationship between employees’ opinion on adequate training provided and training
method (on the job & off the job) alteration according to the type of skill gap identified.
HYPOTHESIS
H0: There is no significant relationship between appropriate training method alteration
and adequate training provided.
H1: There is a significant relationship between appropriate training method alteration and
adequate training provided.
Table 4 Chi Square analysis
PARTICULAR VALU df P value
E
Pearson Chi-Square 68.692 12 0.000

Source: Primary data

From the chi-square table, P value is 0.000 which is less than the significance value
(0.05). Thus, the null hypothesis is rejected here. Therefore, there is a significant relationship
between appropriate training method alteration and adequate training provided
FINDINGS
Findings from Simple Percentage Analysis
Majority (63.6%) of the respondents belong to 18-35 years of age.
Majority (73.3%) of the respondents are male.
Majority (55.2%) of the respondents are from Salem district.
Most (36.4%) of the respondents have total work experience of 2-5 years.
Most (45.5%) of the respondents have JSW work experience of 2-5 years.
Most (43.6%) of the respondents have attended at least 3-10 trainings.
Majority (84.2%) of the respondents have understood the objective of the training.
Majority (66.1%) of the respondents agrees that they are good at time management skill
and completes work properly without delay.
Majority (61.2%) of the respondents are good at communication skill.

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Rabindra Bharati Journal of Philosophy
ISSN: 0973-0087
Majority (57.7%) of the respondents are good at documentation and filing skills.
Majority (77.6%) of the respondents feel that present training measures has to be
improved.
Majority (67.9%) of respondents agrees that they work with positive mind set,
Most (47.0%) of the respondents are good at Equipment calibration skills.
Majority (52.1%) of respondents are good at Interpersonal skills
Findings from Weighted Average Method
From the analysis, it is inferred that the highest weight age is given to Follow-up activity skill
(3.71), and the second weight age is given to Knowledge on SAP Module skill (3.66), the third
highest weight age is given to Ability to work without supervision skill (3.61), the fourth highest
weight age is given to Ability to understand the requirement skill (3.60), the fifth highest weight
age is given to Trouble shooting skill (3.53) and the least weight age is given to Failure/root
cause analysis s kill (3.50).
Findings from Chi Square Test
From the chi-square analysis, the P value is 0.000 which is less than the significance value
(0.05). Thus, the null hypothesis is rejected here. Therefore, there is a significant relationship
between appropriate training method alteration and adequate training provided.
From the chi-square analysis, P value is 0.016 which is less than the significance value (0.05).
Thus, the null hypothesis is rejected here. Therefore, there is a significant relationship between
no. of trainings attended and knowledge on SAP module.
CONCLUSION
The organization’s productivity and skill level of the employees are very much linked to
each other in a way that a skilled employee will push towards increased productivity in the
organization. This study helps in finding skill requirement for each role/position, identifying
effective strategies in training and evaluating skill gaps of the employees depending upon the
skill requirement of a particular role/position. By doing this study, it shall eventually help to
increase the skilled labour of the organization which in turn will increase overall productivity
and performance of the organization. From the analysis, it was found that employees are more
satisfied with quality of the trainer than the training effectiveness tracking measures. It was
found that employees are comparatively good at follow-up activity skill (functional skill) than
root cause analysis skills (functional skill). It was also found that actual weighted skill level of

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 Rabindra Bharati Journal of Philosophy
ISSN: 0973-0087
the employees satisfies the minimum required weighted skill level (3) that is expected from the
employer.
BIBLIOGRAPHY
ARTICLE REFERENCE
Behera, B., Gaur, M. (2022). Skill Development in India– A Literature Review. GIS
Science Journal, 9(1), 1721-1731.
Farid, K., Taher, J. (2021). The Impact of Skills Development on Employee Performance.
IJCSNS International Journal of Computer Science and Network Security, 21(11), 278-286
Richa, S. D., Paul, J., Tewari, V. (2021). The soft skills gap: a bottleneck in the talent supply
in emerging economies. The International Journal of Human Resource Management, 33(1),
1-32.
Livia Moldovan (2019). State-of-the-art Analysis on the Knowledge and Skills Gaps on the
Topic of Industry 4.0 and the Requirements for Work-based Learning. Procedia
Manufacturing, 32(2019), 294-301.
Padmini, I. (2012) Education Vs Employability- the Need to Bridge the Skills Gap among
the Engineering and Management Graduates in Andhra Pradesh. International Journal of
Management & Business Studies (IJMBS), 2(3), 90-94.
Michael F. Gorman (2011). A Case Study in Effectively Bridging the Business Skills Gap for
the Information Technology Professional. Journal of Education For Business, 86(1), 17–24.
WEBSITE REFERENCE
https://www.hrhelpboard.com/human-resource/human-resource-management.htm
https://www.economicsdiscussion.net/human-resource-management/definition-ofhuman-
resource-management/31830
https://www.enotesmba.com/2014/04/nature-and-scope-of-human-
resourcemanagement.html https://www.yourarticlelibrary.com/hrm/human-resource-
management meaning objectives-scope-and-functions/35229
https://www.yourarticlelibrary.com/hrm/human-resource-management-
meaningobjectives-scope-and-functions/35229
https://explore.darwinbox.com/hr-glossary/training-and-development
https://www.whatishumanresource.com/training-and-development

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