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training need analysis at nfl

  1. 1. “TRAINING NEED ANALYSIS IN NATIONAL FERTILIZERS LIMITED, BATHINDA” Project report in the partial fulfilment of the requirement for the award Of the degree of BACHELOR OF BUSINESS ADMINISTRATION (2011-2014) SUBMITTED BY: DAVINDERJEET KAUR, 5th (SEM) UID: 112261176 BABA FARID COLLEGE, DEON (BATHINDA)
  2. 2. DECLARATION I, Davinderjeet, student of BBA 5th Semester, hereby declare that project entitled “A Study on TRAINING NEED ANALYSIS at NFL ” with reference to “NFL , BATHINDA” submitted in the partial fulfilment of the degree for Bachelor of Business Administration to “Punjabi University” is of my own accurate work. I further declare that all the facts and figures furnished in this project report are the outcome of my own intensive research and findings. They are first hand and original in nature, all the information gathered by me during the course of the project at NFL, (Bathinda) will be kept strictly confidential and will not be disclosed without the prior written consent of company. This information has been used for purely academic purpose. DAVINDERJEET KAUR
  3. 3. CERTIFICATE This is to certify that the Summer Project work of Ms. batch 2011-14, entitled DAVINDERJEET KAUR TRINING NEED ANALYSIS is a bona- fide piece of work and that this work has not been submitted elsewhere in any form earlier. The project work was carried out from 24/6/2013 to 6/8/2013 in LIMITED, BATHINDA NATIONAL FERTILIZERS . Date: 6 / 8 / 2013 NAME: MR. D.K.BORA DESIGNATION: SENIOR MANAGER, HRD
  4. 4. ACKNOWLEDGEMENT I am heartedly grateful to Mr. D.K. BORA (Training Guide) for allowing me to undertake my training under his guidance. It is the result of his esteem kindness that I am able to complete my project. I exploit this opportunity in express sense of gratitude and indebtedness whole heartedly to Mr. VINOD MITTAL and Mrs.TRIPITI for their encouragement while carrying out study of our project work on training need analysis. I am really thankful to all the members of NFL, (BATHINDA) for providing me the necessary help required during the training period. DAVINDERJEET KAUR BBA 5th Semester
  5. 5. PREFACE A BBA degree stands for Bachelor in Business Administration. BBA degree focuses on developing important managerial skills in the aspirants. While doing the BBA, students choose their respective areas of specialization on the basis of their specific interests. Some opt for finance; others prefer marketing as their majors. Some choose HRM studies as their majors; while others go for majors in IT and IS. Their choice makes them specialized in their specifically chosen area. Different managers with different specializations come together to run an organization in most effective and efficient way. A manager specialized in Operations management regulate the production and other operation related aspects of the organization and in the same way a manger specialized in information systems, regulate the IT department of the company. Every type of manager is required in an organization to do the work smoothly. So, MBA is a multidisciplinary academic degree which produces skilled managers with different specializations in their hands. One of the core specialization areas of BBA is “Human resource Management‟. Human Resource Management is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. An organization ignoring its human resources can never imagine the success. There is an old saying that “Businesses start with flicks and ends with conflicts”. History has observed that majority of problems in business environment are always people related and if mangers ignore these problems then these problems can turn up lethal for the health of organization. Young mangers acquire theoretical knowledge of management from their academic curriculum but Einstein once said that “books are Human‟s fastest friends but “ONLY BOOKS” are their deadliest enemies”. Theoretical knowledge is of no use if not applied and rectified on a practical basis especially in the field of human resource management. Through Practical
  6. 6. internships in known industrial establishment‟s young mangers learn some hands on skills of management and they come to know the real business environment. Training for a young Manager is just like feeding a program of infra-red pathway to the scanner of a ballistic missile, which finally helps to hit the specific target in a specific way. I found an opportunity to do this work at NFL, BATHINDA. This experience really boasted my confidence and elaborated my knowledge about the crucial function of HR in the organizations. DAVINDERJEET KAUR
  7. 7. TABLE OF CONTENTS CHAPTER NO. PARTICULARS 1 Introduction 1.1- Introduction to Training 1.2- Training Need Analysis 1.3- Company Profile 2 Review of Literature 3 Research Methodology 3.1- Research Design 3.2- Data Collection Method 3.3- Population 3.4- Sample 3.5- Sample Size 3.6- Sampling Technique 3.7- Objective Of The Study 3.8- Problems Faced During Research 4 Data Analysis and Interpretation 5 PAGE NO. Recommendations & Findings Bibliography Annexure 1 Questionnaire
  8. 8. Chapter-1 1.1 Introduction to HR Human Resource Management is an art of managing people at work in such a manner that they give their best to the organization. In simple words, Human Resource Management refers to the quantitative aspects of employees working in an organization. Human Resource Management is also a management function concerned with hiring, motivating, and maintaining people in an organization. It focuses on people in organization. HRM involves the application of management functions and principles. The functions and principles are applied to acquisitioning, developing, maintaining, and remunerating employees in organizations. 1.1.1 HR VISION To provide an enabling environment where employees‟ competencies are nurtured and harnessed towards sustainable business growth and leadership. 1.1.2 HR MISSION To proactively assess and provide services for the HR needs of the business & customers for the attainment of organizational goals. 1.1.3 TRIAINING OBJECTIVES To collaborate with and support internal Customers of HR services viz. effective manpower planning, ensuring harmonious industrial relations etc. To review and redesign the structure of the organization with clarity of role, responsibilities and accountability for overall organizational effectiveness and speedy response to emerging business challenges. To develop knowledge and skills of the employees‟ and groom leaders with functional and business competencies to meet future demands of the organization (viz. flexibility and change management).
  9. 9. To enhance employee productivity through rationalization of jobs and manpower optimization. To promote employee involvement in decision making, team working, creativity and empowerment. To institutionalize transparency by framing, updating and communicating systems and processes. To maintain good liaison with government/ external agencies in order to better serve the organizational cause. To provide a safe and healthy work environment and continuously benchmark and update the standards of safety and hygiene; and To work towards improving the quality of work life of employees and the life of their families. 1.2 TRAINING NEED ANALYSIS 1.2.1 Definition: An analysis of training need is an essential requirement to the design of effective training. Training Needs Analysis (TNA) is defined as the “Identification of training requirements and the most cost effective means of meeting those requirements”. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance. 1.2.2 Why training need analysis? Training need analysis is conducted to determine whether resources required are available or not. It helps to plan the budget of the company, areas where training is required, and also highlights the occasions where training might not be appropriate but requires alternate action. Training objectives are one of the most important parts of training program. While some people think of training objective as a waste of valuable time. The counterargument here is that resources are always limited and the training objectives actually lead the design of training. It
  10. 10. provides the clear guidelines and develops the training program in less time because objectives focus specifically on needs. It helps in adhering to a plan. 1.2.3 Training Need arises at three levels: Organizational Level: Training need analysis at organizational level focuses on strategic planning, business need, and goals. It starts with the assessment of internal environment of the organization such as, procedures, structures, policies, strengths, and weaknesses and external environment such as opportunities and threats. Swot Analysis of NFL Company STRENGTHS:  Association with major brands  Consistent revenue growth WEAKNESSES:
  11. 11.  Dependence on mature markets  Lack of scales OPPORTUNITIES:  Strategic acquisitions THREATS:  Intense competition After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while strengths can further be strengthened with continued training. Threats can be reduced by identifying the areas where training is required. And, opportunities can be exploited by balancing it against costs. For this approach to be successful, the HR department of the company requires to be involved in strategic planning. In this planning, HR develops strategies to be sure that the employees in the organization have the required Knowledge, Skills, and Attributes (KSAs) based on the future KSAs requirements at each level. Individual Level: Training need analysis at individual level focuses on each and every individual in the organization. At this level, the organization checks whether an employee is performing at desired level or the performance is below expectation. If the difference between the expected performance and actual performance comes out to be positive, then certainly there is a need of training. However, individual competence can also be linked to individual need. The methods that are used to analyze the individual need are: Appraisal and performance review Peer appraisal Competency assessments Subordinate appraisal Client feedback Customer feedback Self-assessment or self-appraisal
  12. 12. Operational Level: Training Need Analysis at operational level focuses on the work that is being assigned to the employees. The job analyst gathers the information on whether the job is clearly understood by an employee or not. He gathers this information through technical interview, observation, psychological test; questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep changing over the time. Employees need to prepare for these changes. The job analyst also gathers information on the tasks needs to be done plus the tasks that will be required in the future. Based on the information collected, training Need analysis (TNA) is conducted. How to Conduct a Training Need Analysis? Training Need Analysis process is a series of activities conducted to identify problems or other issues in the workplace, and to determine whether training is an appropriate response. The needs analysis is usually the first step taken to cause a change. This is mainly because a needs analysis specifically defines the gap between the current and the desired individual and organizational performances. Who Conducts Needs Analysis & Why? An in-house trainer or a consultant/outsourcing performs a needs analysis to collect and document information concerning any of the following three issues: 1. Performance problems 2. Anticipated introduction of new system, task or technology 3. A desire by the organization to benefit from a perceived opportunity In all three situations, the starting point is a desire to effect a change. Given this, you must know how the people who will experience change , perceive it. In the absence of a needs analysis, you may find employees resistant to change and reluctant to training. When properly done, a needs analysis is a wise investment for the organization. It saves time, money and effort by working on the right problems. Organizations that fail to support needs
  13. 13. analysis make costly mistakes; they use training when another method would have been more effective; they use too much or too little training, or they use training but fail to follow up on it. A well-performed analysis provides the information that can lead to solutions that focus on the areas of greatest need. Process of conducting a Training Needs Analysis is a systematic one based on specific information-gathering techniques. Need Analysis proceeds in stages, with the findings of one stage, affecting and helping to shape the next one. There is no easy or short-cut formula for carrying out this process. Each particular situation requires its own mix of observing, probing, analyzing and deducting. In many ways, the needs analysis is like detective work; you follow up on every lead, check every piece of information and examine every alternative before drawing any solid conclusions. Only then you can be sure of having the evidence on which to base a sound strategy for problem solving. A needs analysis is not a one-time event. Professional organizations administer needs analysis at regular intervals, usually every year or two. Methods of Identifying Training Needs Training needs will differ with the backgrounds of the employees to be trained, and their present status in the organization. Basically, a candidate for training may come from any one of three groups: 1. New Hires 2. Veteran Employees 3. Trainees currently in the training pipeline (currently in the training program) Consideration of the varying needs of these groups provides a frame of reference for discussing and suggesting the methods of identifying training needs:
  14. 14. • New Hires Addition of new employees creates high and low peaks in placing new persons into the training program. This problem may be solved by a program where progression is made in different sequences. It will eliminate a jam that will occur if all phases of the program must be taken in a definite sequence. • Retaining & Upgrading Veteran Employees The people in this category offer a real challenge to the training department. There- fore, the number and amount of training required by this category should be carefully considered. Often the retraining and upgrading of former employees can be very rewarding for training instructors. At least two schools of thought exist as to how these employees should be rekindled. There are advantages in keeping this group intact and tailoring the program to their needs. On the other hand, this category of employees can also make significant contribution to training if they are comingled with the new hires. • Pipeline Employee Requirements A good training program will normally have participants in various phases of completion. An awareness of completion dates and how the potential employee will be employed should be the concern of the training staff and also the employee‟s supervisor. A trainee should have a challenge in all phases of his training. All these challenges should not be confined to those phases where the pipeline employee is sitting in a classroom. Therefore, it is recommended that thorough interim test-work be given to pipeline employees in periods between formal classes. This may take the form of solidifying what he learned in the prior phase and serve as preparation for the coming phases.
  15. 15. TECHNIQUES FOR DETERMINING SPECIFIC TRAINING NEEDS ANALYSIS: There are a number of practical methods you can use to gather data about employees‟ performance. Each works well in given circumstances; therefore, you must determine which will be the best for you. None of these methods can stand alone. Always use at least two, if for no other reason to validate your findings. One of those you choose should always be observation. 1. Observation In this approach, an employee‟s performance itself is your source of information. You evaluate a worker‟s performance through first-hand observation and analysis. This is best accomplished by watching the worker and playing the role of non-participating observer. This means that you watch and listen and evaluate what you see and hear, but do not get involved in his work process in any way. To make this activity more productive, use a checklist to remind you of what to look for and take notes. The objective during observations is to identify both the strengths to build on and the deficiencies to overcome. A key advantage of using direct observation in the needs analysis is that you gain first-hand knowledge and understanding of the job being performed and the strengths and weaknesses of the relevant worker. 2. Interviews The use of interviews in conducting the needs analysis is strongly urged. The prime value of interview guides is that they ensure the same types of data from all sources. This allows you to determine whether a piece of information is one person‟s opinion, or part of a widespread perception. Since the interview guide forces you to ask each worker a number of predetermined questions, you must select those questions that are essential to what you are trying to learn.
  16. 16. 3. Questionnaires A questionnaire is a sort of interview on paper. You create your own questionnaire by writing down all the questions you want employees to answer for you. Then you mail it to them and await their responses. The key advantage of a questionnaire is that you can include every person from whom you want input. Employees can complete the questionnaire when and where they choose. You need not travel and spend time with all respondents. Every employee is asked the identical questions, and consequently data is very easy to compile and analyze. 4. Job Descriptions Before establishing a job description, a job analysis must be made. This job analysis involves a thorough study of all responsibilities of the relevant job. It is companywide in scope and should be detailed to such a degree that those conducting the training can use the job analysis as a yardstick for their course content. After the job analysis phase has been completed, the writing of job description and needs analysis is a relatively simple task. When an employee‟s job description has been defined, the trainer can easily tailor his training curriculum to a very close proximity of what will be expected of the employees. 5. Problem Solving Conference Another time-tested technique for gathering needs analysis material from employees is to conduct periodic problem solving conferences which may take the form of or be part of a plan for a new product, task or technology, or tied in with a training program. It is always helpful to utilize an outside consultant to moderate such sessions. This outside sponsorship has a tendency of letting the workers express their feelings about their organization, and the session can then be geared to training needs. The current problems will evolve that represent potential areas for training.
  17. 17. 6. Appraisal Reviews During the periodic counselling performance interview, an employee should be questioned regarding the duties and training of a worker. Comments rendered during the appraisal interviews normally are genuine, and can frequently assist in establishing the needs, variations and penetrations that a training program should include. Feed- back at appraisal interview time is valuable since it is timely information. Training needs differ from worker to worker, and appraisal sessions allow the employee and supervisor/manager to uncover the cause of weaknesses in performance. These deficiencies represent areas for training. 7. Drive Pattern Identity The extent of an employee‟s development depends on his motivations. Identifying the forces that cause an employee to behave in a certain way may be useful in determining his individual training needs and how to stimulate his desire to fulfil that need. An analysis of this kind, for example, may determine that the employee has an urgent need for self-confidence. His individual program should be made to stress the importance of attitude, skills etc., and any other assets that would give him this self- confidence. 8. Analysis of Organizational Policy Organization policy will affect the amount of training offered. An explanation of various policies should be covered in the training program. Of particular concern are those policies that involve change, alteration and major revamping of training programs. In organizations undergoing merger activity, product diversification and new penetration, a great deal of sensitivity must be placed on policies of present and expected changes in the future. TRAINING NEED ANALYSIS PROCESS Performing a training needs analysis is the first step in the training process and is critical for a successful program. The purpose of a needs analysis is to determine that training is the best solution and identify what training is needed to fill the skill gap.
  18. 18. This step is often disregarded for reasons such as time constraints or lack of perceived value by management. However, skipping the training needs analysis can cause major problems. Time, resources and dollars may be wasted on training that was unnecessary or ineffective. A training need exists when there is a gap between what is required of a person to perform their job proficiently and what they actually know. Step One – Identify Problem Needs • Determine circumstance for training request • Identify potential skill gap • Set objectives Step Two – Determine Design of Needs Analysis • Establish method selection criteria •Assess advantage sand disadvantages for methods Step Three – Collect Data • Conduct interviews • Administer surveys and questionnaires • Conduct focus groups • Observe people at work Step Four – Analyze Data • Conduct qualitative or quantitative analysis • Determine solutions and recommendations Step Five – Provide Feedback
  19. 19. • Write report and make oral presentation • Determine next step – training needed? Step Six – Develop Action Plan • Use results as the basis for training design, development and evaluation. Although conducting a step-by-step training needs analysis is recommended, the reality is that time and resources are not always available for this type of effort. In these situations, don‟t simply write off the analysis completely – do the best you can with what you have. Try to, at least: Clarify the performance issue Evaluate and define what the target audience is doing versus what they should be doing Establish the causes of the performance issue Determine solutions that will solve the issue The Needs Analysis Report Consultants to focus training on Business Objectives. The report would contain such things as a skill profiles matrix, the numbers of personnel to be trained, content of courses, timescales and recommended methods of training delivery. It forms a Training needs Analysis (TNA) is a report compiled by skilled TNA/Business process an important part of the training strategy of roll outs and the project plan.
  20. 20. 1.3 COMPANY PROFILE 1.3.1 Background & Company Profile NFL is a Schedule „A‟ and a Mini Ratna Category-1 Company which was incorporated on 23rd August, 1974 for implementation of two fertilizer plants, based on gasification technology of Feed Stock / LSHS at Bathinda in Punjab and Panipat in Haryana having an installed capacity of 5.11 lakh tonnes of Urea each. In April‟ 1978 the Nangal Group of Plants of Fertilizer Corporation of India (FCI) were transferred to NFL upon reorganization of NFL-FCI. The Govt. of India, in 1984, entrusted the Company to execute the country‟s first inland gas based fertilizer project of 7.26 lakh tones Urea capacity in District Guna in Madhya Pradesh. This project was completed well within time & approved cost and received the First prize for “Excellence in Project Management” from the Ministry of Program Implementation, Govt. of India. The Vijaipur plant commenced commercial production w.e.f. 1.7.1988. Subsequently, Expansion of Vijaipur Plant was taken up in 1993 for doubling its annual production capacity. The commercial production from Vijaipur Expansion Plant commenced w.e.f. 31.3.97. The Department of Fertilizer subsequently re-rated the annual installed capacity of Vijaipur Plants from 7.26 lakh tonnes of Urea to 8.64 lakh tones (each) with effect from 1st April 2000. In 2001, the company went public, with listings on Bombay Stock Exchange and National Stock Exchange. National Fertilizers (NFL) incorporated in 1974 is second largest producer of Nitrogenous Fertilizers in the India commanding 16.5% of market share. All the urea capacities located in the highdemand areas of Punjab, Haryana and Madhya Pradesh are with NFL. In order to sustain and enhance the Company‟s growth, NFL successfully completed the revamping of Urea Plant at Nangal. Commercial production from this plant commenced w.e.f. 1.2.2001. The annual installed capacity of Nangal Plant, thus, increased from 3.30 lakh tones to 4.78 lakh tonnes of Urea. With the re-rating of installed capacities of Vijaipur Plants and revamp of Urea Plant at Nangal, the total annual installed capacity of Urea at NFL reached to 32.31 lakh tonnes. Now the revamp projects for capacity augmentation & energy saving at Vijaipur-I & II have been commissioned on 24-04-2012 & 31-07-2012 respectively and the annual installed capacity of the Company has been enhanced to 35.68 lakh tonnes. NFL is under the administrative control of Ministry of Chemicals & fertilizers, Department of Fertilizers. The authorized capital of the company as on 31-03-2012 stood at 1000 crore and the paid up capital at 490.58 crore, comprising Govt. of India share of 479 crore (97.64%) and remaining 11.58 crore (2.36%) held by financial institutions and others. Its Registered Office is at New Delhi & Corporate office at NOIDA (U.P).
  21. 21. 1.3.2 Modernization and Expansion Projects: With a view to consolidate its position as a market leader in Urea, projects of about 4700 crore are at various stages of implementation in Company‟s various plants. The major ongoing schemes are:1.3.3 Revamp of fuel-oil based plants at Panipat, Bathinda & Nangal: The Company has undertaken revamp of fuel-oil based plants at Panipat, Bathinda & Nangal for changeover of feedstock from Fuel-oil to Natural Gas. These projects involve a total investment of 4066 Crore and a completion period of 36 months from the zero date i.e. 29th January 2010. These projects are being implemented on Lump Sum Turnkey (LSTK) basis. Panipat & Bathinda projects are being implemented by M/s Larsen & Toubro (L&T) with process license from Halder Topsoe. Nangal project is being implemented by Consortium of M/s Tecnimont SPA Italy & M/s Tecnimont ICB Mumbai with process license from KBR. M/s Project & Development India Limited (PDIL) has been engaged as Project Management Consultant for all these three projects. The scheduled commissioning of the projects at Panipat & Bathinda is by January 2013 and at Nangal by December 2012. 1.3.4 Production Performance The Company, during 2011-12, produced 34.01 lakh tonnes of Urea (105.3% of installed capacity) as compared to 33.80 LMT in previous year. The company registered ever best production of 639568 tonnes of Neem Coated Urea during 2011-12 against 120067 tonnes during 2010-11. 1.3.5 Sales & Marketing The company, during 2011-12, sold 33.90 lakh tonnes of Urea against 33.59 LMT in last year. The company, during the year, achieved ever best sale of Industrial products worth 174 crore (Provisional) against 120 crore during 2010-11.During the year, the company sold 23124 MT of Ammonium Nitrate (Melt) worth 3762.05 lacs, a new product marketed this year, 49853 MT of Nitric Acid (equated 100% concentration level), 23124 MT of Ammonium Nitrate (Melt), 3395 MT of Sodium Nitrate, 1410 MT of Sodium Nitrite, 695352 NM3 of Argon, 10699 MT of Sulphur, 877817 NM3 of Liquid Oxygen etc. 1.3.6 Sales Analysis. Sales increased substantially in 2013: National Fertilizers Ltd reported sales of 67.20 billion Indian Rupees (US$1.12 billion) for the fiscal year ending March of 2013. This represents an increase of 246.4% versus 2012, when the company's sales were 19.40 billion Indian Rupees. Sales at National Fertilizers Ltd have increased during each of the previous five years (and since 2008, sales have increased a total of 315%).
  22. 22. 1.3.7 Financial Performance During 2011-12, the Company registered a turnover of 7286 crore (provisional) against 5791 crore during 2010-11.The turnover is higher due to higher sales volume & increase in subsidy due to increased prices of petroleum products & Natural Gas and accountal of sales above cut-off quantity at Vijaipur-II on Import Parity Price of Urea. 1.3.8 Corporate Social Responsibility and Agriculture Extension Activities: During the year 2010-11 & 2011-12, company earmarked 3.0 crores & 3.25 crores respectively on CSR, against which a total expenditure of 1.90 crores has been incurred till 31-3-2012 (estimated) and 4.35 crores is being carried over to the year 2012-13 as per DPE guidelines. The details of the work carried out under CSR by Units and Marketing division in various districts viz. Guna, Hoshangabad & Indore in M.P., Jalgoan in Maharashtra, Solan in H.P., Nangal & Bathinda in Punjab, Panipat in Haryana, Jhansi and Badayun in U.P. and Mayurganj&Balsore in Odisha are as under: a) Basic Amenities: Drinking water facility, Approach roads, Toilets, Water tank, Tube wells, Overhead tanks, Anganwadies, Compost structures like NADEP / Vermi Pits, training on low cost agriculture practices to the Farmers etc. b) Children education: Provided Kitchen shed, Boundary wall, Sports infrastructure, Force lift pump, furniture, computers, ceiling Fans to the primary and middle schools in various villages situated in States of U.P, M.P, H.P & Haryana. 2245 beneficiaries were benefitted. c) Women Empowerment: Provided Multipurpose Women empowerment centers, stitching & sewing machines, Floor and Masala Grinding Mill and training programs on stitching/Embroidery/Food processing/Beautician/Sanitary pad making/Soft toys making etc. under women empowerment initiative in the States of U.P, M.P & H.P. 312 beneficiaries were benefitted. d) Afforestation: Around 73000 saplings planted. e) Installation of Solar Lights: 45 Solar Lights were installed at 8 adopted villages in the States of U.P, M.P, H.P, and Punjab& Haryana. f) Children & Women Health Camps: 20 Children and Women Health camps were organized at various villages in the states U.P, M.P, Himachal Pradesh, Haryana and Maharashtra. 5546 beneficiaries were benefited by these camps. g) Animal Health Camps: 20 Health camps were organized in various villages of States U.P, M.P, Himachal Pradesh, Haryana, Rajasthan and Maharashtra. 7270 no. of beneficiaries were benefited by these camps. h) Water Harvesting / Ground water recharging: 7 Water harvesting structures were constructed (4 stop dams in Bhopal zone, renovation of 2 ponds and construction of a water harvesting tank in Chandigarh zone).. 1.3.9 Environment Management: The company accords highest priority to industrial safety, Ecology & pollution control and has adopted 3R‟s approach i.e. reduce, reuse, recycle in an effort to have zero effluent discharge
  23. 23. plants. Company has adopted an extensive Afforestation program. All the statutory standards are met by respective units. Silo system for collecting fly ash from ESP Hoppers using dense phase pneumatic conveying system has been installed at Panipat, Bathinda and Nangal Units for excavation of ash from the plants. This has helped to contain the ecological concerns in fly ash disposal. All the Units are ISO 9001-2000 certified for Quality Management System, ISO- 14001 certified for Environment Management System and have received OHSAS- 18001 certification for occupational health and safety management system. Company is putting up a Carbon Dioxide Recovery plant of 450 MTPD capacities for recovery of CO2 from Flue gases of Primary Reformer at Vijaipur. This will help in reduction of discharge of greenhouse gases. 1.3.10 Human Resource Management: The company has always believed that human resource is its most important asset and continues to work for its development and realization of its potential. To achieve growth and to foster motivational climate, several initiatives were taken up during the year. Modified Performance Related Pay Scheme for Executives and Non- Executives has been implemented and Group Productivity Allowance Scheme has also been introduced. The company has introduced Employees Economic & Social Rehabilitation Scheme, which protects the welfare of the family in case of demise/permanent disablement of employee during service. A new pension scheme for the benefit of employees is in the process of implementation. During the year, to inculcate leadership qualities with high values, moral and ethics in all supervisory staff and managerial cadre. Manpower strength of the company as on 31.03.2012 was 4515 comprising of 1942 Executives and 2573 Non-Executives. The Employer-Employee relationship continued to be harmonious during the year. There was no loss of production due to any adverse IR situation. The schemes for employee‟s participation in Management continue to function successfully. There were continuous interactions between the Management and employees representatives on various issues keeping in view the best interest of employees and the company. The company continues to make efforts for improving employees health, well being and welfare and has taken steps for providing recreation, education and general welfare of employees.
  24. 24. NFL industries has total 4 units which are discussed below: NANGAL PLANT SALIENT FEATURES OF NANGAL UNIT Installed Capacity: 478500 MTPA Capital Investment: 229.19 Crores Commencement of November 1, 1978 Production: Process Ammonia: Urea: Raw material: KBR SMR(Steam Methane Reforming) with Purifier Technology Technimont Total Recycle Process Coal , LNG/ RLNG, Power, Water
  25. 25. Panipat National Fertilizers Limited, Gohana Road, Panipat, Haryana-132106, Tel :0180- 2652481 to 485 ,2655570 Fax :0180- 2652515 Email : SALIENT FEATURES OF PANIPAT UNIT Installed Capacity: 511500 MTPA Capital Investment: 338.27 Crores Initial Commencement of September 1, 1979 Production: Commencement of Production on Gas March 11th, 2013 after Revamp: Process Ammonia: HTAS Steam Methane Reforming (SMR) Technology Urea: Mitsu Toastsu total Recycle C Improved Raw material: Coal , LNG/ RLNG, Power, Water Captive Power Plant : 2 x 15 MW
  26. 26. Vijaipur - I & II National Fertilizers Limited Vijaipur, Distt. Guna, Madhya Pradesh-473111 Tel : 07544 - 273089, 273109 Fax :07544 - 273089, 273109 Email : SALIENT FEATURES OF VIJAIPUR UNIT – I Installed Capacity: Capital Investment: 999900 MTPA 516.00 Crores Initial Commencement of Production: November 1, 1988 Commencement of Revamp: April 24, 2012 Process Ammonia: Steam reforming of NG / Naptha Urea: Ammonia Stripping Raw material: NG / Naptha, Power, Water Captive Power Plant: 3 x 17 MW
  27. 27. SALIENT FEATURES OF VIJAIPUR UNIT – II Installed Capacity: 1066230 MTPA Capital Investment: 1071.00 Crores Initial Commencement of March 31,1997 Production: Commencement of July 31, 2012 Revamp: Process Ammonia: Steam reforming of NG / Naptha Urea: Ammonia Stripping Raw material: NG / Naptha, Power, Water Captive Power Plant: 3 x 17 MW
  28. 28. Bathinda National Fertilizers Limited, Sibian Road, Bathinda, Punjab- 151003, Tel :0164- 2270220,2271200 Fax :0164- 2270463,2271270 Email : About City Bathinda district in Punjab is one of the oldest and ninth largest district of Punjab situated in the heart of Malwa region. It is said that Bathinda was build by rulers of Punjab 'Bhatti Rao' in 6th century AD and then the city was called by the name of 'Bhatti Vinda' after their surname and now it is called as Bathinda. The district has three sub divisions - Bathinda, Rampura Phul, and Talwandi Sabo. Bathinda is also known as "The city of Lakes" for its five artificial lakes in the city. The district is bounded by Sirsa and Fatehabad of Haryana State in the South, Sangrur and Mansa district in the East, Faridkot in the North and Muktsar on the West. Bathinda is well known for cotton and agricultural production, also boasting a rapid development in industrialisation with thermal power plants Guru Nanak Dev Thermal Plant and Guru Hargobind Thermal Plant, Fertilizer Unit National Fertilizers Limited and a large oil refinery and these give boost to the city's economic growth. Bathinda railway station is one of the biggest rail junctions in India. The Sir hind canal from which the minor branch canal, Bathinda branch and Kotla branch canal take off solves the irrigation purpose of Bathinda District. The neighbouring districts of Bathinda are Ludhiana (136km), Faridkot (63km), Chandigarh (210km), Ferozpur (103km) and Delhi (370km). This city offers many destinations for pilgrimage and tours. There is a Gurudwara situated in the centre of the Lakhi jungle. Other places tourists might visit are the Zoological Garden, which is at a distance of 6 km from the city centre, Dhobhi Bazaar, Chetak Park and the Ma-zaar of Peer Haji Rattan, which is a very popular pilgrimage spot.
  29. 29. Qila Mubarak or the Bathinda Fort is the place where Empress Razia Sultana was held captive and is also connected with Guru Gobind Singh ji. Tourists can visit this tall structure made of small bricks. Other places to see in Bathinda are Rose Garden, Maiser Khana Temple, which is located 29 km from Bathinda and Damdama Sahib. Bahia Fort is another place where travelers can go, which was made around the 1930s and now a heritage hotel. Bathinda is known for its contribution in the agricultural market, cotton, handloom weaving and thermal power plants. Bathinda is famous for having one of the largest railway junctions in India and one of the biggest cotton and food-grain markets in India. The Samovars' or tanks are also popular sites for picnics. About NFL Plant Bathinda unit of NFL was commissioned on 1st Oct 1979 based on gasification technology of Feed Stock on LSHS /Fuel Oil with the annual installed capacity of 511500 MT of Urea. Subsequently as per guidelines of GOI, in order to reduce subsidy burden & Carbon footprint, NFL revamped the Bathinda Unit on LSTK basis for changeover of Feedstock from LSHS/FO to Natural Gas and commercial production on Gas was commenced during Jan 2013. SALIENT FEATURES OF BATHINDA UNIT Installed 511500 MTPA Capacity: Capital 349.41 Crores Investment: Initial CommencementOctober 1, 1979 of Production: Commencement of Production March 28, 2013 on Gas after Revamp: Process Ammonia: Urea: Raw material: Captive Power Plant: HTAS Steam Methane Reforming (SMR) Technology Mitsu Toastsu total Recycle C Improved Coal , LNG/ RLNG, Power, Water 2 x 15 MW
  30. 30. HR DEPARTMENT Introduction to HR Department at NFL In NFL, Bathinda...There are various sections which are as follows: Transport  Industrial Relation & Welfare Schemes  Estate  Legal  Medical  Administration  Establishment  Public Relations
  31. 31. IR & Welfare Industrial Relations Mr.Vinod Mittal is in charge of this section. This department deals with all types of relationship between the organisation‟s management and the employees working in it. This section regulates various acts like ESIC Act, Factory Act 1948, Workmen Compensation Act, Trade Union Act, and Contract Labour Act 1970, Minimum Wages Act 1984 etc. It deals with the Registration of Establishment, Licensing of Contractors, Inspection Provisions, Appeal rules. Requirements for Licensing of Contractors If there are 20 or more workers, then the contractor has to get a license from Labour Commissioner and for NFL Industries, the regulatory Authority in this case is Assistant Labour Commissioner, Central Karnal. In case of Labour Commissioner, the Legislation Authority is Regional Labour Commissioner, Chandigarh; but in case of NFL, the legislation authority is State/Central Govt.  Occupier as well Factory Manager, both are responsible for compliance of act. Statutory Provisions 1. No. of workers should be same as per the license; if exceed ten approval is necessary. 2. 7th of following month is fixed for payment of wages. 3. If a worker is doing overtime, he will be paid double the rate of his wages. 4. Working hours - up to 9 hours + overtime (in case) 5. Shift Working - morning 6 to 7 evening 6. Shift Allowance – gets more incentive (from night 10 to morning 6) Welfare Provisions 1. Provision of Canteen
  32. 32. 2. Provision of Drinking Water 3. Provision of First Aid Box 4. Provision for Occupational Health Centre 5. Fire Fighting Facilities 6. Safe Machines 7. Good Quality Equipments 8. Provision of Washrooms Penalties 1. No worker can be employed without getting the license issued, else the employer and contractor can be penalised. 2. In case of violation of act, contractor can be imprisoned as well as fined. 3. If the contractor doesn‟t maintain proper records of no. of workers, amount and payment of wages etc. then a case can be suited against him by Inspection Inspector after inspection. 4. Provision for big punishment of Rs.10 lacs of fine And 7 years of imprisonment in case of violation of act; to employer. The Security Scheme at NFL 12 Casual leaves 33 Leaves with wages 20 Medical leaves 90 Maturity leaves Welfare Schemes
  33. 33.  Special Death Welfare Scheme ( contribution of Rs.60 by every employee)  Benevolent Scheme(as per act Rs.10000 on death)  Event Sponsorship  CSR(Corporate Social Responsibility)  Women Empowerment Training programme for 30 women Craft centre at Gillpatti Village  20 Solar Lights (Non-conventional source of energy)  Children Education Welfare Scheme (Furniture Facility)  RO System in Senior Secondary School at Gillpatti Village Estate Mr.Kamal Dev is in charge of this section. This section deals with land acquired by NFL, (Bathinda). Total land owned by this unit is 685 acres. Out of this, 670.74 acres land is used for the purpose of plant and township whereas 14.26 acres land is used for reservoirs to store water for plant and township. In township, there is a Bungalow for CGM (Chief General Manager). There are 4 types of quarters being provided by this unit named as Type – A, B, C, and D. The description of each type is as follows: Type-A The salary of employee should be from Rs. 0 to Rs.11129. It is considered as the lowest type being provided. It consists of 2 bedrooms, for which rent is Rs.67/p.m. whereas for 3 bedrooms it is Rs.120/p.m. There are total 380 Type-A quarters.
  34. 34. Type-B The salary of employee should be from Rs.11130 to Rs.21219.It consists of 2 bedrooms along with a drawing room. There are total 352Type-B quarters for which rent is Rs.173/p.m. Type-C The salary of employee should be from Rs.21220 to Rs.29979. It consists of 2 bed rooms, lobby and a drawing room. These are also called E-2 quarters as are for Assistant Managers. There are total 96 Type-C quarters for which rent is Rs.245/p.m. Type-D These are also called E-4 quarters as these are for Managers. It consists of 3 bedrooms, one car garage along with servant quarter. The rent for this type is Rs.645. Township also includes clubs separately for Officers and workers where both indoor as well as outdoor activities are conducted. There is Hospital of NFL unit along with a chemist shop in township. A shopping centre is also situated in town with 20 shops in it along with a Swimming Pool, Post Office, and LPG appliance. There is Civil Mechanical Office, Electric Office. The township is being provided with 24 hours Security. NFL was having school named KV no.2 which has been replaced by Rose Merry Convent School. It has 45 rooms and now NFL is being paid Rs. 40000 as a rent for this land. There is an Auditorium in township for celebrating any type of functions in the unit. The water reservoirs can fulfil the need of water up to one month both for plant as well as town even if water supply is blocked from canal. Legal Mr. Karam Chand Sharma is in charge of this section. This department deals with the official cases of NFL plant with its employees or outsiders. There are basically two types of cases named Civil and Criminal. Generally, there are civil cases in industry and these deals with land acquisition. Till now the industry has won more than 90% cases. The basic principle to suit and win a case is Jurisdiction, Agreement under Stamp Duty Act, and Arbitration Act 1995. There is another principle of SPL (Special Lean to Petition) followed to fulfil the legal formalities
  35. 35. Public Relation Mr. is in charge of this section. This department is a link between the public and the organisation. The activities performed by this department are as follows:  Press Releases  Press Advertisement  Plant/Industrial Visits  Photography Contract  Publication of Magazine ( House Journal – WANI )  Event Sponsorship  Hospitality Services (for guests likes Unit Heads or CGM)  Security Contract  Diary & Calendar (free for all employees Transport Mr. is in charge of this section. This section deals with all the transport of NFL. Transport section of Personal and Administration Department is looking after the transportation requirements for Official as well as Private Journey of employees for catching the Punjab Mail/awed Assam Express. Total 19 vehicles are under the control of this section which includes 2 Ambassador Cars, 1 matador,2 Ambulances. 4 vehicles are provided for CISF (general) Unit which are under control of Deputy Commander and 6 vehicles are provided to CISF Fire Unit under control of Assistance Commander. The repair and maintenance expenses for the vehicles provided to CISF units are paid by PRO department, NFL unit. Also Mechanical HES- 4 vehicles, 2 HMD-tractor, auto crane, JCB are owned by NFL. The registration of new vehicles is also arranged by the transport section. All the vehicles are comprehensively for a period of 2 years. All the day to day repairs of vehicles are arranged from the local markets or from the
  36. 36. authorized mechanics of vehicles. Except these 19 vehicles owned by NFL itself; 6 contractors are there to meet the emergency needs of transportation. These are as follows:  Hiring of Taxies(for VIP, Govt, Officials)  Emergency Solution (trip by employee or dependents)  Hiring of School Buses for trips (2 buses, Rs.3650/trip)  DCVX for CISF(Central Industrial Security Force)  Ambulance for CISF/NFL employees and dependents.(with permission of CM of hospital)  Hiring of Expertise Services for plant (Tata Indica)
  37. 37. 1.3.3 PROFILE OF NFL Type Public Traded as BSE: 523630 NSE: NFL Industry Chemicals Founded August 23, 1974 Headquarters Noida, India Key people Shri R G Rajan, Chairman & MD Products Urea Organic fertilizers Industrial chemicals Revenue 57.91 billion (US$980 million) (2010-12) Net income 1.39 billion (US$23 million) (201012) Employees 4515 (2012) Website
  38. 38. 1.3.5 VISION AND MISSION NFL is determined to establish and maintain an ethical climate and an atmosphere of probity in the Organization where people work with integrity, impartiality and in a transparent manner upholding the highest ethical standards for the Organization. NFL‟s mission is to be a market leader in fertilizers and a significant player in all its other business, reputed for customer satisfaction, reasonable reward to shareholders, ethics, professionalism and concern for ecology & the community.
  39. 39. PRODUCTS & SERVICES National Fertilizers Limited produces and markets nitrogenous fertilizers, industrial products, and bio fertilizers in India. It offers urea under the Kissan Urea brand name for use in various types of crops, such as food grains, cash crops, and vegetables and oil seeds, as well as for horticulture. The company also provides bio fertilizers, including rhizobium, phosphate solubilising bacteria, and azetobactor used to supplement chemical fertilizers. In addition, it offers a range of industrial products Products Product Name Urea Others Seeds – Traded Sulphur Other – Traded Year Month Sales Quantity Sales Value(Rs.Million) % of STO 2012 03 0.00 71116.60 96.88 2012 03 0.00 1593.70 2.17 2012 03 0.00 208.10 0.28 2012 03 0.00 115.40 0.16 2012 03 0.00 19.10 0.03
  40. 40. REVIEW OF LITERATURE Training needs analysis. A literature review and reappraisal Gould D, Kelly D, White I, Chidgey J. St Bartholomew's School of Nursing and Midwifery, 20, St Bartholomew's Close, City University, EC1 A7QN, and UK. Training needs analysis is the initial step in a cyclical process which contributes to the overall training and educational strategy of staff in an organisation or a professional group. The cycle commences with a systematic consultation to identify the learning needs of the population considered, followed by course planning, delivery and evaluation. Although much has been written about training needs analysis in relation to post-registration nursing education, there is disagreement concerning its impact on the training cycle and its potential to influence service delivery. This stimulated the literature review presented below. Initial searches of nursing databases identified 266 works. Twenty three (8.6%) contained empirical findings relating to postregistration nursing education in which assessment of training needs was presented as the major aim. Most of these accounts were concerned with the training needs of nurses in more than one organisation and were classified as macro-level training needs analysis. However, seven studies were concerned with a single, specific organisation (micro-level training needs analysis). Despite their smaller scale and more limited scope, micro-level training needs initiatives demonstrated greater methodological rigour, were more likely to consider the stakeholder perspective, to generate findings which could positively influence the rest of the training cycle and showed the greatest potential for influencing service delivery and quality of patient care. The review drew attention to the similarities between the training cycle and the audit cycle and resulted in the development of a model which could be used to evaluate the effectiveness of the process and outcomes of future training needs analysis initiatives. British Dental Journal 190, 524 - 526 (2001) Published online: 26 May 2001 | doi:10.1038/sj.bdj.4801023 Subject Category: Continuing Professional Development
  41. 41. This article has looked at the basics of a training needs analysis, considering the broad model itself. Thus a TNA is quite simply a way of identifying the existing gaps in either knowledge or ability of the people in the organization to carry out the tasks that enable them to do their jobs. The process assumes that the jobs people carry out have been defined in order that the business objectives of the organization will be achieved. Thus training needs analysis will ensure people are better able to do their jobs because they have improved their knowledge and their skills in relevant areas. Training Needs Assessment Author: ITS/DPET, Department of Peacekeeping Operations, 10/2008 Making sure your team is properly trained Training Needs Assessment identifies the training that will successfully address any identified skill deficits. It does this by surveying the skills that employees already have and those that they need, and it helps you think about how to deliver the right training at the right time. By looking at existing skills and competencies compared to the skills required to meet organizational needs, you make an informed estimate of the training that has to be delivered. From that point you can confidently develop a training program that addresses organizational objectives, and ties into the strategic direction of the company. Understood in this way, you can see that Training Needs Assessment is much more than simple data gathering. Rather, it is a process that starts with gathering data and ends with a training plan. HOW TO CONDUCT A TRAINING NEEDS ANALYSIS By Hassan on June 3, 2007 A needs analysis is not a one-time event. Professional organizations administer needs analysis at regular intervals, usually every year or two. When properly done, a needs analysis is a wise investment for the organization. It saves time, money and effort by working on the right problems. Organizations that fail to support needs analysis make costly mistakes; they use training when another method would have been more effective; they use too much or too little training, or they
  42. 42. use training but fail to follow up on it. A well-performed analysis provides the information that can lead to solutions that focus on the areas of greatest need. Needs assessments can be valuable tools, if they are done correctly. Not only can they pinpoint training and other performance improvement needs, they can also help you determine practical and realistic solutions that can help your organization achieve the bottom-line business results it requires. This article outlines some common misconceptions about needs assessments, and offers a high-level overview of how you can effectively utilize needs assessments to help you maximize this potentially powerful tool .Needs assessments can serve as a valuable tool to help in managing the rapid changes taking place within organizations today - including mergers and acquisitions, corporate restructuring, downsizing, globalization, and technological advances, just to name a few. Needs assessments are appropriate when: You have been asked to implement a training solution; You have been asked to help with a performance issue; or Your organization is implementing a change that will have a large impact on one or more areas.
  43. 43. Research Methodology Research Methodology is a way to systematically solve the research problem. It deals with the objective of a research study, the method of defining the research problem, the type of hypothesis formulated, the type of data collected, method used for data collection and analyzing the data etc. the methodology includes collection of primary and secondary data. 3.1 RESEARCH DESIGN: A research design is an arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research. A research design is a basis of framework which provides guidelines for the rest of research process. It is the map of blueprint according to which the research will be conducted. The research design used for this study is “DESCRIPTIVE DESIGN”. This design includes surveys and facts finding enquiries of different kinds. 3.2 DATA COLLECTION METHOD: The data was collected through the following methods: a) PRIMARY DATA: to collect the primary data a structured questionnaire was designed as per the research objective b) SECONDARY DATA: secondary data is collected from various websites to collect the information. 3.3 POPULATION: The population of the study was the NFL( Bathinda). 3.4 SAMPLE: Sample of the study was employees of NFL (Bathinda), including all the departments. 3.5 SAMPLE SIZE: The sample size was 40. 3.6 SAMPLING TECHNIQUE:
  44. 44. Random Sampling OBJECTIVES OF THE STUDY:  Review of current training program  Identification of training gap  To determine whether training is needed PROBLEMS FACED DURING RESEARCH: No research work is free from certain limitations. These limitations cannot be ignored while judging the research validity. This project has its own limitations, which are as follows:  The analysis and interpretations of the study are correct only to the information provided by the employees.  As the TNA concept is of recent origin, lack of awareness of the topic was found among some of the employees.
  46. 46. 1. Is Training Need Analysis done in your organization? Statement: To know the level of awareness about the conduct of training need analysis. Table no: 1 Options No of persons %age Yes 40 100 No 0 0 INTERPRETATION: All the employees marked yes and thus stated that the Training needs analysis practices are done in the organization. 2. How often is Training Need Analysis done? Statement: to find out how often the TNA is done in the organization
  47. 47. Table no. 2 Options No of persons %age Monthly 0 0 Quarterly 34 85 Half yearly 6 15 Annually 0 0 34 35 30 25 20 15 10 6 5 0 0 0 Monthly Quarterly Half yearly Annually INTERPRETATION: In answer to this respective question out of 40 respondents/employees, 34 said that the training need analysis is done on quarterly basis whereas 6 respondents marked half yearly. 3. How is the TNA conducted in your organization? Statement: which process/method generally used to conduct TNA?
  48. 48. Table no: 3 Options Self / Requisition forms Observation Questionnaire Interview Assessment centers Peer evaluation Performance management data/ interview/ discussion Job analysis Annual survey No of persons %age 17 9 1 1 7 5 0% 13% Self / Requisition forms Observation Questionnaire 42% 17% Interview Assessment centers Peer evaluation 0% 3% Performance management data/ interview/ discussion 3% Job analysis Annual survey 22% INTERPRETATION: Out of 40 respondents majority (42%) felt that training need analysis is conducted by the supervisor observation, 22% said it is don through questionnaire, 17% said Performance management data/ interview/ discussion, 13% said through job analysis, interviews and assessment centres each gained 3% marking. 4. Who initiates the Training Need Analysis in your organization? Statement: To find out which department initiates the Training need analysis in the organization.
  49. 49. Table no: 4 Options No of persons %age Supervisor 30 75 Employees 2 5 Staff Department 0 Training Department 8 External consultants 0 If others please mention 0 20 30 25 20 15 10 5 0 Staff Training External Supervisor Employee Departme Departme consultant Series1 30 2 0 8 0 If others please 0 INTERPRETATION: According to 75% respondents it is the supervisor who initiates the Training need analysis in the organization, 20% respondents said it is the training department and rest 5% employees said that employee‟s efforts lead to TNA. 5. In the past two years, has your organization changed the way they conduct the Training Need Analysis?
  50. 50. Statement: Review of existing TNA program Table no: 5 Options No of persons Yes No %age 9 31 Yes 23% Yes No No 77% INTERPRETATION: In answer to this respective questions 77% employees said that the organization has not taken any step to upgrade the training need analysis within the organization, whereas 23% employees were in the view that it has upgraded its practices over the past two year. 6. What areas listed below would you like to see additional training programs? (Select your top three)
  51. 51. Statement: To find out what things employees need in training programme. Table no.6 Options No. of persons %age Supervisor/ Manager Skills 2 5 Workplace Technology 3 7.5 Stress Management 6 15 Presentation Skills 10 25 Strategic / Organisational Skills 2 5 Conflict Management 3 7.5 Customer Service 5 12.5 Performance Management 9 22.5 INTERPRETATION: Among the 40 respondents 5% said Supervisor/Manager Skills and strategic/organisational skiils should be additional training programme, 7.5% were in favour of workplace technology and conflict management, 15% said Stress management whereas 12.5% favoured for customer service, 25% were in favour of presentation skills, and 22.5% voted for performance management. 7. Do you consider TNA to be a form filling exercise? Statement: To find about the views of employees relating to current TNA program.
  52. 52. Table no: 7 Options Yes No No of persons 33 7 %age 82 18 INTERPRETATION: Out of 40 employees, 82% training need analysis to be a form filling exercise which means that the employees don‟t think TNA to be an appropriate exercise to conduct on; the reason could be the ineffectiveness of the TNA. Whereas rest 18% employees said it to be effective and appropriate. 8. In your opinion does Training Need Analysis lead to training effectiveness? Statement: To find about the effectiveness of present TNA program
  53. 53. Table no: 8 Options No of persons %age Yes 27 67 No 6 15 Can‟t say 7 18 Can’t say 18% Yes No 15% No Can’t say Yes 67% INTERPRETATION: When a straight question of effectiveness of current existing TNA was asked to employees then 67% employees said it to be effective, 18% employees said they can‟t say anything whether its effective or not. Whereas 15% employees felt it to be not at all effective 9. Please rate the method of training you feel would be most effective to achieve your learning goals: Statement: To find out the preferred method for training purpose.
  54. 54. Table no: 9 Options No of persons %age Classroom 7 18 Video 0 0 Online 0 0 Workshops 17 42 Computer Base Training 15 37 Web Conferencing 1 3 3% 18% 0% 37% Classroom Video Online Workshops Computer Base Training 42% Web Conferencing INTERPRETATION: Among the 40 respondents 42% said workshops to be an effective source of training, 37% were in favour of computer based training, and rest 18% found classroom training to be effective and 3% employees voted for web conferencing. 10. Which is the most effective way of conducting a Training Need Analysis according to you? Statement: To find out which training method is liked by employees.
  55. 55. Table no.10 Options No. of persons %age Classroom Training 15 37.5 Conferences 9 22.5 Others 16 40 60 50 15 9 16 40 persons favoured 30 20 total persons 40 40 40 10 0 classroom training conferences others INTERPRETATION: Among the 40 respondents 37.5% said classroom training to be an effective source of training, 22.5% were in favour of conferences and rest 40% found other training methods to be effective . 11. Do you know exactly how your mental attitude directly affects your material results? Statement: To know the effect of mental attitude of employees on their performance
  56. 56. Table no.11 Options No. of persons %age Yes 26 65 No 14 35 INTERPRETATION: Out of 40 employees, 65% said that their mental attitude affects their performance whereas rest 35% said it has no effect on their work. . 12. Do you know how to control your mind so you can retain a positive mental attitude during difficult times? Statement: To know if the employees are aware of retaining positive attitude. Table no.12.
  57. 57. Options No of persons %age Yes 24 60 No 6 15 Can‟t say 9 25 40 40 40 40 35 30 24 25 total respondants 20 who favoured 15 9 10 6 5 0 yes no can't say INTERPRETATION: Among 40 employees, 60% said yes, 15% said no whereas 25% employees chose can‟t say option. . 13. Do you have methods that allow you to shield yourself from negative influences? Statement: To check out whether employees know how to remain positive Table No 13. Options No of persons %age
  58. 58. Yes No 22 18 40 55 45 40 40 35 22 30 18 25 total no. of respondants 20 who favoured 15 10 who favoured total no. of respondants 5 0 Yes No INTERPRETATION: Out of 40 employees, 55% answered yes whereas rest 45% answered no.
  60. 60.  All employees in the organisation say that training need analysis practices are done.  Majority of the respondents felt that training need analysis is conducted by the supervisor observation, and rest is done through questionnaire, performance management discussion, job analysis, interviews and assessment centres.  More than half of the respondents say training need analysis is done on quarterly basis.  From all the respondents it is supervisor who initiates the maximum training need analysis in the organisation.  Few employees in the organisation think training need analysis to be an appropriate exercise to conduct on.  Majority of the employees said workshops to be an effective source of training and rest were in favour of computer based training, classroom training and web conferencing.
  61. 61. RECOMMENDATIONS  Promotional activities are very less, therefore they should invest a considerable amount in radio and newspaper advertisement as this is the main source with which youth connect easily. This would definitely help to create and increase BRAND AWARENESS.  NFL should not depend on brand name, brand name is just a source to provide some base customers, and it is the institute‟s responsibility to generate more customers from existing customers.  Evaluate the performance continuously to find the strength, weaknesses, opportunities and threats.  According to the survey results, trainees are not satisfied with infrastructural facilities being provided, so NFL should make considerable efforts in order to improve upon the same.  Semi-urban and rural areas should be tapped as future potential markets  NFL should also work on lowering the attrition rates among its employees.
  62. 62. BIBLIOGRAPHY BOOKS:  T.N CHABBRA  KOTHARI WEBSITES:     need   
  63. 63. QUESTIONNAIRE Name: …………………………………. Age: …………………………………… Education: ……………………………... Department: ………………… Unit………….. Shift………….. Marital Status: o Married o Unmarried Gender: o o Female Male 1. Is Training Need Analysis done in your organization? [Mark 1 or 2] 1. Yes 2. No 2. How often is Training Need Analysis done? [Mark 1, 2, 3, 4] 1. Monthly 2. Quarterly 3. Half-yearly 4. Annually 3. How is the TNA conducted in your organization? (Mark as per the instruction)
  64. 64. 1. Self / Requisition forms --------------- 2. Observation --------------- 3. Questionnaire --------------- 4. Interview --------------- 5. Assessment centres --------------- 6. Peer evaluation --------------- 7. Performance management data/ interview/ discussion --------------- 8. Job analysis --------------- 9. Annual survey --------------- 10. If others please mention --------------- 4. Who initiates the Training Need Analysis in your organization? (Put a tick mark √ against the options available) 1. Supervisor --------------- 2. Employees --------------- 3. Staff Department --------------- 4. Training Department --------------- 5. External consultants --------------- 6. If others please mention --------------- 5. In the past two years, has your organization changed the way they conduct the Training Need Analysis?
  65. 65. 1. Yes 2. No 6. How is TNA determined? (Put a tick mark √ against the options available) 1. Performance Appraisal data --------------- 2. Supervisor Observation --------------- 3. Peer feedback --------------- 4. Work sampling --------------- 5. Interview --------------- 6. Questionnaire -------------- 7. Tests of Job Knowledge/ Skills/Achievements 8. Training Progress charts 9. Critical Incidents 10. Assessment Centre Feedback 11. Coaching Feedback 12. MBO or work planning and review system ------------------------------------------------------------------------------------- 7. Do you consider TNA to be a form filling exercise? 1. Yes 2. No 8. In your opinion does Training Need Analysis lead to training effectiveness? 1. Yes
  66. 66. 2. No 3. Can‟t say 9. Which is the most effective way of conducting a Training Need Analysis according to you? ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------10. What areas listed below would you like to see additional training programs? (Select your top three) Supervisor/Manager Skills Strategic Planning/Organizational Skills Workplace Technology Conflict Stress Management Management Customer Presentation Skills Service Performance Management 11. Please rate the method of training you feel would be most effective to achieve your learning goals:
  67. 67. Very Somewhat Effective Effective Neutral Not very Not at all Effective Effective Classroom Video Online Workshops Computer Base Training Web Conferencing 12. Would you like to give any suggestions for better management of training need analysis? ………………………………………………………………………………………………............ .................................................................................................................................... 13. Do you know exactly how your mental attitude directly affects your material results? 1. Yes 2. No 3. Can‟t Say 14.Do you know how to control your mind so you can retain a positive mental attitude during difficult times? 1.Yes 2. No 3. Can‟t Say 15. Do you have many days when you are busy all day, but relatively non productive? YES NO