training and development project IIPM

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training and development project IIPM

  1. 1. 1 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 CHAPTER-I INTRODUCTION
  2. 2. 2 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 INTRODUCTION Human Resources are the single most and very valuable asset of any organization. Training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. In the fast changing world, where technology and process as are subject to up gradation, most of the skills and knowledge possessed by the employees become redundant and requires up gradation. Training and development (T&D) encompasses three main activities: training, education, and development. The purpose of training is to effect change in the behaviour of employees so as to enable them to reach the goals of the organisation. Therefore, there is a need to train and retrain the employees in an organization to enable them to cope up with new job requirements. SCOPE OF THE STUDY Training and development is a branch of the human resource function of an organisation. Training and development is important because it leads to an optimum utilization of the human resources of a firm. This research provides me with an opportunity to explore in the field of Human Resources. This research also provides the feedback of people involved in the Training and development process apart from that it would provide me a great deal of exposure to interact with the high profile managers of the company. OBJECTIVES OF THE STUDY PRIMARY OBJECTIVE The primary objective of my study at NMDC Ltd., SIU is to lay down the foundation of training and development. SECONDARY OBJECTIVE
  3. 3. 3 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 The secondary objective of my study at NMDC Ltd., SIU is to apply my learning in the area of Human Resources so that I gain practical knowledge and understand the nature and importance of training and development. RESEARCH METHODOLOGY A research methodology simplifies the plans for study that guides the collection of data and data analysis. PRIMARY DATA The primary data is collected by informal interview and by the method of designing a questionnaire; the type of questionnaire designed was a structured one. The objective of the study was the main concern while framing the questions and accordingly the questions were framed .The employees filled the questionnaires and the whole process was interactive. The questionnaire includes certain questions, which were framed using the additional rating scale format. It was both an informal interview and a questionnaire session where interaction was an important tool for eliciting information. SECONDARY DATA Secondary data means the data that is already available. It refers to the data which is already collected, analyzed and published or unpublished by someone else. There are two major sources of secondary data – internal sources, external sources Internal sources: In this, information can be collected from organization books, brochures and handouts of the organization and reports. External sources: Information that is available from public sources such as business news papers or magazines, management books and websites, internet etc. SAMPLING METHOD Sampling is a process used in statistical analysis in which a predetermined number of observations will be taken from a larger population. The sampling technique used is simple random sampling.
  4. 4. 4 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 Simple Random sample is the popular and simplest technique of sampling. In it each unit of the population has equal chance of being included or selected in the sample. SIZE OF SAMPLE The size of sample deals with number of respondents to be included in a study. This is very crucial for the study since consistency of the data depends as the number of samples or respondent taken under the study. The current study has used a sample size of 20 members. PERIOD OF STUDY The time taken for the study is 45 days. LIMITATIONS OF THE STUDY The research has its limitations though the research has reached its aims. Only 20 employees are covered due to time constraint and busy schedule of employees. The respondents were not readily available and the data was collected as per the convenience of the respondents. As the sample size is small the inferences and conclusion drawn may not be appropriate.
  5. 5. 5 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 CHAPTER-II COMPANY PROFILE
  6. 6. 6 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 COMPANY PROFILE The Mining industry in India is a major economic activity which contributes significantly to the economy of India. Incorporated in 1958 as a Government of India fully owned public enterprise, NMDC is under the administrative control of the Ministry of Steel, Government of India. Primarily engaged in the business of exploring minerals and developing mines to produce raw materials for the industry, it is also expanding activities towards steel making and other value added products. It has been conferred “Navratna” status by Government of India. NMDC has been actively contributing to development of the nation for five decades and grown from strength to strength on its journey to nation building. CONTRIBUTION TO INDIAN ECONOMY NMDC has been consistently paying dividend since 1990-91. For the financial year ended 31 March 2012, the dividend paid to the Government of India is Rs. 1,606 crore and the cumulative dividend upto 2011-12 is Rs.6,316 crore approximately. In 2011-12 gross contribution to the national exchequer was Rs.6,904 crore. NMDC has about 6000 employees. Single largest producer of iron ore in India From a single-product-single-customer company, NMDC has grown to be a major Indian iron ore supplier in the national and important supplier of Iron ore in international markets. The company has planned to increase iron ore production to 40 million tonnes by 2014-15 by developing new mines. Only mechanized diamond mine in Asia NMDC also operates the only mechanised diamond mine in Asia with a capacity to produce one lakh carats per annum from its Panna diamond mine, Madhya Pradesh. Pioneer in exploration NMDC is doing exploration and prospecting works for high value minerals like diamond in Andhra Pradesh and gold in Tanzania.
  7. 7. 7 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 Scientific mining NMDC has been carrying out scientific mining of the mineral deposits by mechanized means. Quality control, mineral beneficiation, proper blending, etc, are done systematically and religiously to ensure optimum exploitation of precious mineral. NMDC‟s mines stand testimony to scientific mining and conservation of the mineral. The scientific exploration conducted by NMDC resulted in proving additional mineable reserves from its existing mines. At Bailadila range, NMDC was able to prove and establish an additional mineable reserve of 125 million tonnes. At Bailadila deposit-5, the additional mineable reserve was proved to be about 156 million tonnes. Exploration is in progress to prove additional resources. Expansion/Diversification As part of the Greenfield expansion/diversification programme, NMDC is setting up an integrated steel plant of 3 MTPA capacities at Nagarnar, Chattisgarh. The project is estimated to cost about Rs 15,525 crore. Sponge Iron India Limited, Paloncha has merged with NMDC and is being considered for its expansion. NMDC has planned to expand its business through horizontal integration as well in the fields of Coal, Rock Phosphate, Lime Stone, Gold and Diamond. NMDC has already diversified its activities in the field of renewable energy by setting up Wind mills in Karnataka and is exploring the possibilities in solar energy. NMDC Global – International Investment Division of NMDC NMDC Global has successfully acquired a majority state in legacy iron ore limited – an ASX limited company – NMDC has acquired three coal tenements through legacy in Australia. In addition, it is actively pursuing acquisition of iron ore and manganese in Brazil, Peru and Uruguay, Coal in Russia and US and fertilizer minerals in Australia and Africa. In addition it is also pursuing the development of path breaking technology in coal and iron ore sector.
  8. 8. 8 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 Human Resources NMDC is known for its excellence of human assets. The company exhibits the best possible work culture, and its manpower productivity shows continuous growth. The per capita productivity in NMDC is now about 30 metric tonnes of output per man shift. NMDC endeavours to give individual attention for the improvement of skills and management of aspirations of its employees, on the one hand; and, on the other, for the integration of individual motivation with the goals of the organisation, so that the achievements of the employees and the organisation are at the highest possible level. The company maintains modern townships with all necessary facilities for its around 6000 employees in Bailadila in Chattisgarh, Donimalai in Karnataka, Panna in Madhya Pradesh and other units. Global Exploration Centre NMDC has got a drilling division at Raipir for taking up exploratory drilling works at potential mineral deposits. This has been strengthened to take up strategic exploration in mineral rich states at no cost to the state governments. R&D Centre From a nucleus R&D cell set up in 1970, it has grown into a highly sophisticated R&d Centre. One of the best-equipped laboratories of its kind, the centre at Hyderabad can take up any assignment in the field of ore beneficiation, mineral processing, agglomeration, bulk solids flow ability and mineral waste utilisation. With its excellent research facilities, the centre carries out technology development missions in fields like mineral processing, flow sheet development, mineralogical studies and product development. It has been recognised as a “centre of excellence” by UNIDO. A pilot plant facility for production of carbon free sponge iron powder has been created based on research work done on value addition of blue dust R&D centre. The process route consists of reduction of blue dust by hydrogen produced through electrolysis of water. The powder has major application for making powder metallurgy component, soft magnetic components, friction materials and food fortification.
  9. 9. 9 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 Corporate Social Responsibility NMDC has taken up CSR activities even much before the concept was formally introduced. It has now strengthened its CSR activities. The beneficiaries are mostly the tribal‟s/backward sections in the proximity of the mines, which are in remote locations. The areas focussed are education, health, medicare, drinking water, infrastructure development and self employment. These services are provided in consultation with the local people and the local administration.
  10. 10. 10 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 Environment Management NMDC pays utmost attention to the environment management. It has its own environment management programme. Restoration and conservation of forest are its prime objective, and its self commitment is that mined out areas will have a better forest than it was when NMDC entered the area. The afforested aread in the mines stand testimony to this commitment. NMDC, a socially responsible company, believes in engaging its stake holders through a continuous and consultative process towards the fulfillment of its corporate mission and vision which focus on sustainable growth and improvement in the quality of life of its employees and the related communities. Corporate Social Responsibility (CSR) of NMDC is deeply ingrained in its CSR philosophy right from its inception in 1958. The CSR Policy has a holistic triple bottom line approach benefitting the company and the society at large, with particular emphasis on the immediate surroundings of its Projects. It envisages the socio-economic advancement of the community and also adheres to environment-friendly operations as well as socially relevant interventions. In fact, NMDC‟s way of approach for fulfilling the dreams of the local people and society through its CSR activities has not only touched the lives of thousands of people living in an around our Projects but also impressed the decision makers in the field of CSR.
  11. 11. 11 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 CHAPTER – III REVIEW OF LITERATURE
  12. 12. 12 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 TRAINING AND DEVELOPMENT Training and development is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioural change takes place in structured format. TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT Traditional approach – Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results. TRAINING DEFINED It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees. Training is activity leading to skilled behaviour. It‟s not what you want in life, but it is knowing how to reach it It‟s not where you want to go, but it‟s knowing how to get there. It‟s not how high you want to rise, but it‟s knowing how to take off. It may not be quite the outcome you were aiming for, but it will be an outcome. It‟s not what you dream of doing, but it‟s having the knowledge to do it. It's not a set of goals, but it‟s more like a vision. It‟s not the goal you set, but it‟s what you need to achieve it. Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time. Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional development.
  13. 13. 13 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 IMPORTANCE OF TRAINING AND DEVELOPMENT Optimum Utilization of Human Resources Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Development of Human Resources Training and Development helps to provide an opportunity and broad structure for the development of human resources‟ technical and behavioural skills in an organization. It also helps the employees in attaining personal growth. Development of skills of employees Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees. Productivity Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. Team spirit Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees Organization Culture Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Organization Climate Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers.
  14. 14. 14 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 Quality Training and Development helps in improving upon the quality of work and work-life. Healthy work-environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Morale Training and Development helps in improving the morale of the work force. Image Training and Development helps in creating a better corporate image. Profitability Training and Development leads to improved profitability and more positive attitudes towards profit orientation. Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies. Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display. TRAINING AND DEVELOPMENT OBJECTIVES The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal.
  15. 15. 15 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 Individual Objectives – help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives – maintain the department‟s contribution at a level suitable to the organization‟s needs. Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society. IMPORTANCE OF TRAINING OBJECTIVES Training objective is one of the most important parts of training program. While some people think of training objective as a waste of valuable time. The counter argument here is that resources are always limited and the training objectives actually lead the design of training. It 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. Training objectives tell the trainee that what is expected out of him at the end of the training program. Training objectives are of great significance from a number of stakeholder perspectives. 1. Trainer 2. Trainee 3. Designer 4. Evaluator Trainer The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustments. Also, trainer comes in a position to establish a relationship between objectives and particular segments of training.
  16. 16. 16 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 Trainee The training objective is beneficial to the trainee because it helps in reducing the anxiety of the trainee up to some extent. Not knowing anything or going to a place which is unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the participants aware of the happenings, rather than keeping it surprise. Secondly, it helps in increase in concentration, which is the crucial factor to make the training successful. The objectives create an image of the training program in trainee‟s mind that actually helps in gaining attention. Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving those goals is much higher than the situation in which no goal is Set. Therefore, training objectives helps in increasing the probability that the participants will be successful in training. Designer The training objective is beneficial to the training designer because if the designer is aware what is to be achieved in the end then he‟ll buy the training package according to that only. The training designer would then look for the training methods, training equipments, and training content accordingly to achieve those objectives. Furthermore, planning always helps in dealing effectively in an unexpected situation. Consider an example; the objective of one training program is to deal effectively with customers to increase the sales. Since the objective is known, the designer will design a training program that will include ways to improve the interpersonal skills, such as verbal and non verbal language, dealing in unexpected situation i.e. when there is a defect in a product or when a customer is angry. Therefore, without any guidance, the training may not be designed appropriately. Evaluator It becomes easy for the training evaluator to measure the progress of the trainees because the objectives define the expected performance of trainees. Training objective is an important to tool to judge the performance of participants.
  17. 17. 17 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 TRAINING AND HUMAN RESOURCE MANAGEMENT The HR functioning is changing with time and with this change, the relationship between the training function and other management activity is also changing. The training and development activities are now equally important with that of other HR functions. Gone are the days, when training was considered to be futile, waste of time, resources, and money. Now-a-days, training is an investment because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. If training is not considered as a priority or not seen as a vital part in the organization, then it is difficult to accept that such a company has effectively carried out HRM. Training actually provides the opportunity to raise the profile development activities in the organization. To increase the commitment level of employees and growth in quality movement (concepts of HRM), senior management team is now increasing the role of training. Such concepts of HRM require careful planning as well as greater emphasis on employee development and long term education. Training is now the important tool of Human Resource Management to control the attrition rate because it helps in motivating employees, achieving their professional and personal goals, increasing the level of job satisfaction, etc. As a result training is given on a variety of skill development and covers a multitude of courses.
  18. 18. 18 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 Role of HRD Professionals in Training This is the era of cut-throat competition and with this changing scenario of business; the role of HR professionals in training has been widened. HR role now is: 1. Active involvement in employee education 2. Rewards for improvement in performance 3. Rewards to be associated with self esteem and self worth 4. Providing pre-employment market oriented skill development education and post employment support for advanced education and training 5. Flexible access i.e. anytime, anywhere training. DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT Training and development go hand in hand and are often used synonymously but there is a difference between them. TRAINING Training is the process of learning a sequence of programmed behaviour. It is an application of knowledge. It gives people an awareness of the rules and procedures to guide their behaviour. It intends to improve their performance on the current job and prepares them for an intended job.
  19. 19. 19 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 TRAINING PROCESS DEVELOPMENT Development is a related process. It covers not only those activities, which improve job performance, but also those, which bring about growth of the personality. It helps individual in the progress towards maturity and actualization of potential capabilities so that they can become not only good employees but better human beings.
  20. 20. 20 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 DEVELOPMENT PROCESS TRAINING NEED ANALYSIS A training needs analysis is the method of determining if a training need exists and if it does, what training is required to fill the gap. Why should you conduct a TNA? Avoid training for „training sake‟. Supports cost effective training. Targets areas of greatest need. Gives information on the organisation‟s climate. Gives commitment from managers and trainers Separates the „symptoms‟ from the causes. How can a need to be identified?
  21. 21. 21 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 Complaints from staff, customers/clients Poor quality work Frequent errors Large staff turnover Deadlines not being met Conflict amongst staff New equipment systems TRAINING NEED ANALYSIS
  22. 22. 22 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 METHODS OF TRAINING OPERATING PERSONNEL/FACTORY WORKERS – HRM There are different methods of training for operating personnel (factory workers). Training these workers becomes important because they handle equipment worth crores of rupees. The different methods can be explained with the help of following diagram: 1. On the job training method In this method workers who have to be trained are taken to the factory, divided into groups and one superior is allotted to every group. This superior or supervisor first demonstrates how the equipment must be handled, and then the worker is asked to repeat whatever he has observed in the presence of the supervisor. This method makes it easy for the employee to learn the details about specific equipment. Once the worker studies the first equipment thoroughly the supervisor moves on to the next equipment and so on. 2. Apprenticeship training In this method both theory and practical session are conducted. The employee is paid a stipend until he completes training. The theory sessions give theoretical information about the plant layout, the different machines, their parts and safety measures etc. The practical sessions give practical training in handling the equipment. The apprentice may or may not be continued on the job after training. 3. Vestibule training In this method of training an atmosphere which is very similar to the real job atmosphere is created. The surroundings, equipment, noise level will be similar to the real situation. When an employee is trained under such conditions he gets an idea about what the real job situation will be like. Similarly when he actually starts doing the job he will not feel out of place. This method is used to train pilots
  23. 23. 23 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 and astronauts. In some places graphics are also used to create the artificial surroundings. This method involves heavy investment. 4. Job rotation In this method the person is transferred from one equipment to the other for a fixed amount of time until he is comfortable with all the equipments. At the end of the training the employee becomes comfortable with all the equipment. He is then assigned a specific task. 5. Classroom method In this method the training is given in the classroom. Video, clippings, slides, charts, diagrams and artificial modules etc are used to give training. METHODS OF TRAINING FOR MANAGERS, METHODS OF MANAGERIAL DEVELOPMENT/EXECUTIVE DEVELOPMENT Various methods are used to train personnel for managerial level jobs in the company. These methods can be explained with the help of following diagram
  24. 24. 24 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 ON THE JOB TRAINING METHODS IN HRM On the job method refers to training given to personnel inside the company. There are different methods of on the job training: 1. Job rotation This method enables the company to train managerial personnel in departmental work. They are taught everything about the department. This helps when the person takes over as a manager and is required to check whether his juniors are doing the job properly or not. Every minute detail is studied. 2. Planned progression In this method juniors are assigned a certain job of their senior in addition to their own job. The method allows the employee to slowly learn the job of his senior so that when he is promoted to his senior job it becomes very easy for him to adjust to the new situation. It also provides a chance to learn higher level jobs. 3. Coaching and counselling Coaching refers to actually teaching a job to a junior. The senior person who is the coach actually teaches his junior regarding how the work must be handled and how decisions must be taken, the different techniques that can be used on the job, how to handle pressure. There is active participation from the senior. Counseling refers to advising the junior employee as and when he faces problems. The counselor superior plays an advisory role and does not actively teach employees. 3. Under study In this method of training a junior is deputed to work under a senior. He takes orders from the senior, observes the senior, attends meetings with him, learns about decision making and handling of day to day problems. The method is used when the senior is on the verge of retirement and the job will be taken over by the junior.
  25. 25. 25 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 4. Junior board In this method a group of junior level managers are identified and they work together in a group called junior board. They function just like the board of directors. OFF THE JOB TRAINING METHODS Off the job training refers to method of training given outside the company. The different methods adopted in off the job training are the following: 1. Classroom method The classroom method is used when a group of managers have to be trained in theoretical aspects. The training involves using lectures, audio visuals, case study, role play method, group discussions etc. The method is interactive and provides very good results. 2. Simulation Simulation involves creating atmosphere which is very similar to the original work environment. The method helps to train manager handling stress, taking immediate decisions, handling pressure on the jobs etc. An actual feel of the real job environment is given here. 3. Business games This method involves providing a market situation to the trainee manager and asking him to provide solutions. If there are many people to be trained they can be divided into groups and each group becomes a separate team and play against each other. 4. Committee A committee refers to a group of people who are officially appointed to look into a problem and provide solution. Trainee managers are put in the committee to identify how they study a problem and what they learn from it.
  26. 26. 26 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 5. Readings This method involves encouraging the trainee manager to increase his reading related to his subject and then ask him to make a presentation on what he has learned. Information can be collected by trainee manager from books, magazines and internet etc. EVALUATION OF TRAINING PROGRAM Effectiveness of training programs are constantly evaluated by the company to find if the money, they have invested has been spending properly or not. Training programs can be evaluated by asking following questions. i. Has change occurred after training? ii. Is the change due to training? iii. Is the change positive or negative? iv. Will the change continue with every training program? A training program should give following resulting changes: 1. Reaction Reaction refers to attitude of employee about the training, whether the employee considers training to be positive or negative one. If reaction is positive then people have accepted the program and changes will be possible. 2. Learning Another method of judging effectiveness is to identify levels of learning i.e. how much the people have learnt during the training. This can be found out by trainers mark sheet, the report submitted by the employee, and actual performance. 3. Behaviour The HR department needs to understand behaviour of the employees, to understand the effectiveness of training. The behavioural change can be seen in how the person interacts with juniors, peer groups and
  27. 27. 27 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 seniors. They mark change in behavior and inform the HR department of the success of training program. 4. Result Results provided by employee in monetary terms also determines effectiveness of training program i.e. employee success in handling the project, the group performance before and after training etc. Advantages of Training Programs The following are the advantages of training program to the company: 1. Increase in efficiency of worker Training programs can help workers to increase their efficiency levels, improve quality and thereby increase sales for the company. 2. Reduced supervision When workers have been formally trained they need not be supervised constantly. This reduces the work load on the supervisor and allows him to concentrate on other activities in the factory. 3. Reduction in wastage The amount of material wasted by a trained worker is negligible as compared to the amount of material wasted by an untrained worker. Due to this the company is able to reduce its cost its cost of production. 4. Less turnover of labour One of the advantages of the training program is that it increases the confidence of employees and provides them with better career opportunities. Due to this employee generally do not leave the company. There by reducing labour turnover. 5. Training helps new employees
  28. 28. 28 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 A person, who is totally new to the company, has no idea about its working. Training helps him to understand what is required from him and helps him to adjust to the new environment. 6. Union management relations When employees are trained and get better career opportunities. The union starts having a possible attitude about the management. They feel that the management is genuinely interested in workers development. This improves union management relations. ADVANTAGES OF TRAINING AND DEVELOPMENT Following are the advantages of training program to the employee: 1. Better career opportunities Training programs provide the latest information, develops talent and due to this the employee is in a position to get better jobs in the same company or other companies. 2. High rewards Effective training programs result in improved performance. When performance appraisal is done excellent performance from the employee is rewarded by giving him incentives and bonus 3. Increased motivation Employees who have been trained are generally more confident as compared to others. Since their efforts will be rewarded in future they are very much interested in improving their performance. Therefore we can say that their motivation levels are very high. 4. Group efforts Training programs are not only technical programs but are also conducted in areas like conflict management, group dynamics (formal and informal groups), behavioral skills, stress management etc. This enables employees to put in group effort without facing problems that groups normally face. In other words training teaches people to work in a group.
  29. 29. 29 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 5. Promotion People who attend training programs learn from them and improve themselves are generally considered for promotion. Thus training increases chances of promot TRAINING AND DEVELOPMENT IN NMDC, Ltd, SIU NMDC gives different training programs to its employees of some levels to improve their technical and non- technical knowledge. Training programs have been conducted by professionals from Central Board for Workers Education. The Central Board for Workers Education conducted mant training programs of workmen and executives at the company. There are two types of training programs for the employees in NMDC 1. Executive training program 2. Non-executive training program As per the policy an employee who joins the company is placed for a professional training for a specific period. The non-executives when they join first they should undergo 6 months training. When they are qualified for permanent status they have to appear for a test. To work in SIIL, the following training is given by the management of SIIL to its executives and non- executives. 1. Safety training program 2. Fire fighting training program 3. First aid training program 1. Safety training program NMDC has a safety cell which is under safety officer of the company. The job of this cell is to train the employee about the industrial safety. They conduct safety lecture on the topics which are important where working with us orders risky equipment and training the employee to face any risk while
  30. 30. 30 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 working. They also conduct elocution, debates and slogan writing and safety posters, painting to bring the awareness among the employees who are directly or indirectly working in different department. 2. Fire fighting training program The fire fighting equipments are under the control and safety officer. These equipments are fire extinguishers. This extinguisher is maintained in working conditions by safety staff and they are placed in every working place. 3. First aid training program NMDC has a first aid centre located at the entrance of the second gate the company. Where first aid is given to sick or injured employees by medical staff and company doctor, this helps the organisation to immediately arrange the needs
  31. 31. 31 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 CHAPTER-IV METHODOLOGY
  32. 32. 32 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 RESEARCH METHODOLOGY The research methods refer to the different methods which are used in research studies. So, before starting any research a preliminary plan has to be drawn out. The aim of the study and available resources should be understand at the outset. The level of systematic research depend upon proper sampling, collection of data, keen observation of existing condition, classification and interpretation of data. PROBLEM FORMULATION: Training is act of increasing the knowledge and skills of an employee for doing a particular job. Training is employed as techniques of control and also gives information for developing new skills of a job. The primary concern of any organization is to respond to this pressure, it may find itself rapidly losing whatever share of the market it has. The employee training imparts specific skills and knowledge to the employees, so that they contribute to the organization efficiency and be able to cope with the pressure of a changing environment. Research methodology is a way to systematically solve the problem. In order to find out the truth involved in or problems, certain steps must be taken. In a certain order and the ordered steps are called a method. This research methodology is very essential. AIM OF THE STUDY: Aim of the researcher is to find out the level of satisfaction of employee and to know about the different methods of training in the organization. Objective of Study:  To study the various Training programmers provided to employees.  To understand the satisfaction levels of the employees towards Training program.  To study the importance of Training in maintaining good human relation.  To understand the importance of Training in acquiring the skills and efficiency of employees.
  33. 33. 33 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303  To draw suggestion though interpretation of employees feedback for improvement of Training program. Sampling Technique: Random sampling method is used for collecting data. Under simple random sampling every item of the universe has equal chance of inclusion in the sample. This type of sampling was selected because it gives each event in the population an equal probability of being a sample. DATA COLLECTION: The data and information has been collected through two sources namely primary and secondary sources. Primary Data: The data was collected through questionnaire method the researcher collected responses from 20 employees belonging to various department of NMDC Secondary Data: The secondary data collected with the help of research guide at NMDC by asking different details about the organization. Details were from annual reports, Company profile, Articles and reference books of NMDC and also from website of NMDC. INSTRUMENT: Questionnaire method was used to collect the data from the respondents.
  34. 34. 34 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 CHAPTER - V DATA ANALYSIS
  35. 35. 35 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 1. What do you understand by training? OPTIONS RESPONDENTS % OF RESPONDENTS Learning 8 40.00% Enhancement 0.00% Sharing Information 0.00% All the above 12 60.00% INTERPRETATION From the above pie chart we can say that 40% employees responded that they understand training as learning and 60% of the employees responded that they understand training an learning, enhancement, sharing information 2. Training is must for enhancing productivity and performance? 40% 60% Learning Enhancement Sharing Information All the above Completely agree 20 100.00% Partially agree Disagree Unsure
  36. 36. 36 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 INTERPRETATION From the above pie chart we can say that 100%of respondents says that they completely agree with training and development is must for enhancing productivity and performance. 3. Do you feel training program is compulsory for the employees? Yes 13 65.00% No 2 10.00% Can't Say 5 25.00% 100% Completely agree Partially agree Disagree Unsure
  37. 37. 37 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 INTERPRETATION From the above pie chart we can say that 65% feel training program is compulsory for the employees, 10% no and 25% can‟t say. 4. From the following training methods under which training method you have trained? On the job 11 55.00% Off the job 3 15.00% Both 6 30.00% 65% 10% 25% Yes No Can't Say
  38. 38. 38 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 INTERPRETATION From the above pie chart we can say that 55% undergone on the job training method, 15% undergone off the job training method, 30% undergone both the training methods. 5. Did you attend the training program before induction in the organisation? Yes 9 45.00% No 11 55.00% Can’t say 0 0 55% 15% 30% On the job Off the job Both
  39. 39. 39 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 INTERPRETATION From the above pie chart we can say that 355 attend the training program and 65% not attend the training program. 6. If you trained under on the job training method then from the following method which method you had undergone? Job rotation 12 60.00% Coaching 0 0 Others 8 40.00% 35% 65% 0% Yes No cant say
  40. 40. 40 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 INTERPRETATION From the above pie diagram we can say that 60% attended job rotation training method and 40% attended other training methods. 7. If you trained under off the job training method from the following method which method you had undergone? Lecture method 4 20.00% Vestibule method 3 15.00% Others 13 65.00% 60% 40% Job rotation Coaching Others
  41. 41. 41 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 INTERPRETATION From the above pie diagram we can say that 20% attended lecture method, 15% attended vestibule method, 65% attend other training methods 8. From the following training programs which type of training program you had undergone? Internal 6 30.00% External 4 20.00% Both 10 50.00% 20% 15% 65% Lecture method Vestibule method Others
  42. 42. 42 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 INTERPRETATION From the above pie diagram we can say that 30% respondents attended internal training, 20% attended external training and 50% attended both. 9. Your opinion about improvement of knowledge after training program? Yes 14 70.00% No 0 0.00% can't say 0 0 30% 20% 50% Internal External Both
  43. 43. 43 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 INTERPRETATION From the above pie diagram we can say that 100% of respondents says that there is a improvement in knowledge after training. 10. Whether training is relevant to the needs of the organisation? Yes 18 90.00% No 0 0.00% can't say 0 0 100% 0%0% Yes No can't say
  44. 44. 44 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 INTERPRETATION From pie above pie diagram we can say that 100% respondents says that yes training is relevant to the needs of organisation. 11. Are you satisfied with the effectiveness of training program? Excellent 4 20.00% Very Good 10 50.00% Average 6 30.00% Poor 0.00% 100% 0%0% Yes No can't say
  45. 45. 45 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 INTERPRETATION: From the above diagram we can say that the 20% of respondents says that training program is excellent, 30% of respondents says that training program is average, 50% of respondents says that training program is very good. 12. Do you think that the feedback can evaluate the effectiveness of training program? Yes 20 100.00% No 0 0.00% cant'say 0 0 20% 50% 30% Excellent Very Good Average Poor
  46. 46. 46 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 INTERPRETATION: From the above pie diagram we can say that 100% of respondents says that feedback can evaluate the effectiveness of training program. 13. What should be the ideal time to evaluate training? Immediate after training 3 15.00% After 15 days 9 45.00% After 1 month 5 25.00% Can't Say 2 10.00% 100% 0%0% Yes No cant'say
  47. 47. 47 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 INTERPRETATION From the above diagram we can say that respondents 165 feel that feedback should be immediate after training, 47% 15 days, 26% after 1 month, 11% can‟t say. 14. Is the whole feedback after training worth the time, money, effort? Yes 14 70.00% No 0 0.00% Can't Say 6 30.00% 16% 47% 26% 11% Immediate after training After 15 days After 1 month Can't Say
  48. 48. 48 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 INTERPRETATION From the above diagram we can say that 70% of respondents says that feedback after training worth the time, money, effort and 30% can‟t say. 15. Do you like to attend the training program? Yes 20 100.00% No 0 0.00% cant'say 0 0 70% 0% 30% Yes No Can't Say
  49. 49. 49 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 INTERPRETATION From the above pie diagram we can say that 100% of respondents say that they are interested in attending the training program. 100% 0%0% Yes No cant'say
  50. 50. 50 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 RECOMMENDATIONS
  51. 51. 51 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 FINDINGS 1. The training program is compulsory for each and every employee. 2. The employees said that training program should be 1 week. 3. The employees have trained under ON THE JOB training method. 4. The employees have trained under job rotation method in ON THE JOB training method. 5. They have not attended the training program before induction in the organisation. 6. The majority of the employees have not undergone for training programs in other places. 7. The employees are receiving feedback of their performance. SUGGESTIONS 1. Training should be provided in order to improve employee performance. 2. After training program performance of the participant should be checked and rewarded. 3. Conduct relevant training programs to the employees from the bottom to top level. 4. Give feedback to employees about their learning levels 5. NMDC should conduct a test to know the learning levels of the employees CONCLUSION The employees in this organisation should be given the best training and provide a learning environment to its employees not only workers should be trained but also some of the executives should get exposure for training.
  52. 52. 52 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 REFERENCES
  53. 53. 53 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 BIBILIOGRAPHY WEB SOURCES 1. TRAINING FOR DEVELOPMENT, R.K. SAHU , first edition , New Delhi , 2005 2. HUMAN RESOURCES AND PERSONNEL MANAGEMENT, K.ASWATHAPPA, 5th EDITION, TATA Mc GRAW HILL, 2008 3. P.C. TRIPATHI AND P.N.REDDY, Principles of Management Tata McGraw-Hill publishing company limited New Delhi. 3rd edition (2007) INTERNET SOURCES www.Nmdc.co.in www.hrguru.com www.studyvalue.com
  54. 54. 54 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 QUESTIONNAIRE
  55. 55. 55 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 Dear Madam/Sir, I am a MBA student pursuing my course from IIPM. As a part of my curriculum I am doing my project in your company. Please give your views/opinions to the questions given below about the training and development program in NMDC. The information provided by you will be kept highly confidential& will be used by me strictly for an analysis only. NAME: AGE: GENDER: EDUCATION: DESIGNATION: DEPARTMENT: 1. What do you understand by training? a) Learning b) Enhancement c) Sharing information d) All the above 2. Training is must for enhancing productivity and performance? a) Completely agree b) Partially agree c) Disagree d) Unsure 3. Do you feel training program is compulsory for the employees? a) Yes b) No
  56. 56. 56 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 c) Can‟t say 4. From the following training methods under which training method you have trained? a) On the job b) Off the job c) Both 5. Did you attend the training program before induction in the organisation? a) Yes b) No 6. If you trained under on the job training method then from the following method which method you had undergone? a) Job rotation b) Coaching c) Other 7. If you trained under off the job training method from the following method which method you had undergone? a) Lecture method b) Vestibule method c) Other
  57. 57. 57 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 8. From the following training programs which type of training program you had undergone? a) Internal b) External c) Both 9. Your opinion about improvement of knowledge after training program? a) Yes b) No 10. Whether training is relevant to the needs of the organisation? a) Yes b) No 11. Are you satisfied with the effectiveness of training program? a) Excellent b) Very Good c) Average d) Poor 12. Do you think that the feedback can evaluate the effectiveness of training program? a) Yes b) No
  58. 58. 58 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 13. What should be the ideal time to evaluate training? a) Immediate after training b) After 15 days c) After 1 month d) Can‟t say 14. Is the whole feedback after training worth the time, money, effort? a) Yes b) No c) Can‟t say 15. Do you like to attend the training program? a) Yes b) No
  59. 59. 59 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 RESPONSE SHEET NUMBER- 1 1) Name: N.Susmitha 2) Thesis ID: HYD/HR/PGP/SS1303 3) The Topic of the study: overview of the company and recruiting it employees 4) Date when the Guide was consulted: May 15th The outcome of the discussion: My external guide explained me about the company and the process and product of the company. I understood about different departments and divisions. The company recruits employees through exam and interviews and also recruits contract labor for small works. As per the policy an employee who joins in the company is placed for a professional training for a specific period. The non-executives when they join first they should undergo 6 months training. There are two types of training program  Executive training program  Non-executive training program The Progress of the Thesis: Initial stage, I understood about company and how it recruits employees and gives training.
  60. 60. 60 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 RESPONSE SHEET NUMBER- 2 1) Name: N.Susmitha 2) Thesis ID: HYD/HR/PGP/SS1303 3) The Topic of the study: different types of training 4) Date when the Guide was consulted: May 23rd The outcome of the discussion: I learned about the minimum training given to all the employees in the organization from top level to bottom level  Safety training  Fire fighting training  First aid training Safety Training: NMDC has a safety cell which is under Safety Officer of the company. The job o this ell is to train the employee about industrial safety. They conduct safety lecture on the topics which are important for safety while working with risky equipments and trains the employee to face any risk while working. Fire Fighting Training: The fire fighting equipments are under control of Safety Officer, these equipments are extinguishers. This extinguisher is maintained in working conditions by the safety staff and they are placed in every working place. Where people are working if any fire takes place any
  61. 61. 61 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 worker can operate these equipments. This training is given for the security and all the employees working in the factory. First Aid Training: NMDC has a first aid center located at the entrance of the second gate of the company. Where first aid is given to sick (or) injured employees by medical staff and company doctor. This helps the organization to immediately arrange the needs. If any accident takes place, the employees are able to give first aid then they are shifted to hospital. The Progress of the Thesis: I learned about the minimum training given to the employees in the organization.
  62. 62. 62 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 RESPONSE SHEET NUMBER- 3 1) Name: N.Susmitha 2) Thesis ID: HYD/HR/PGP/SS1303 3) The Topic of the study: Development program 4) Date when the Guide was consulted: May 31st The outcome of the discussion: The management considers different aspects for the employees. The aspects and marks are considered as follows Service: This will be for 20 marks. The minimum required service is 10 years. If they get 10 years of service they will be awarded with 10 marks and 1 additional mark will be given for each and completed year of service and the maximum marks given will be 20 marks. For example if they get 22 years of service also they will get 20marks only Qualification: This is also for 20 marks, in this minimum qualifications required are 10 and if they got 10 qualifications they are awarded with 10 marks, if they got 20 qualifications they are awarded with 20 marks. Attendance: The minimum attendance is 265 days per year. If they got this much attendance they will be awarded with 10 marks. If their attendance is in between 260 to 264 days they will be given 5 marks. The organization encourages the employees in this regard by giving gift cheques for the employees whose attendance throughout the organization.
  63. 63. 63 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 Record of Service: This will be as per the confidential reports. The organization rates the employees as outstanding, very good, fair/satisfactory (or) poor depending upon the confidential reports and these reports will be drawn by considering several aspects this will be 10 marks. If they employees are rated outstanding they will be given 10 marks, 8 marks will be given for the employees who are rated very good, 4 marks will be given for the employees who are rated as fair/satisfactory and finally if they are rated as poor they will not be given any marks. Test: The management conducts the test for employee to measure the theoretical knowledge of the employee. This will be objective and this will be given for 20 marks. Viva-Voice : The management conduct viva voice for the employees to measure the theoretical knowledge about different aspects of their work in depth. This will be given for 20 marks. The management uses this report for giving promotions. The Progress of the Thesis: Understood development program
  64. 64. 64 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 RESPONSE SHEET NUMBER- 4 1) Name: N.Susmitha 2) Thesis ID: HYD/HR/PGP/SS1303 3) The Topic of the study: training 4) Date when the Guide was consulted: June 6th The outcome of the discussion: Apprenticeship Training: As per the apprenticeship training act 1961, it is the statutory obligation on the past of every employer to engage apprentices.  Trade apprentices (ITI holders)  Sandwich trainees ( metallurgical diploma holders) Trade apprentices: The period of apprenticeship training will be one year on a monthly stipend of for 2 years traders and for one year trade. Filters/Electricians/Inst.Mechanics-2 years trade Welders – 1 year trades The above stipend will be changed from time to time by the regional directorate of apprenticeship training (RDAT). The number of candidates to be taken for the apprentices, if training will be as per the surveys conducted by the RDAT.
  65. 65. 65 PGP/SS/11-13/ISBE HYD/HR/PGP/SS1303 The apprentices shall not be treated as regular employees of the company and there is no commitment what shows on the part of management to absorb them in regular appointment. Sandwich trainees: The period of sandwich training will be 6 months at the rate of stipend per month. The board of apprenticeship training (BOAT) sponsors the regular number of candidates from sandwich training. For this training Government of India have to pay 50% stipend and the remaining 50% company have to bear. The Progress of the Thesis: Understood different types of training programs.

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