19030663 summer-training-project-on-acc-cements

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19030663 summer-training-project-on-acc-cements

  1. 1. [ Training & Development ] 2009 LAKHERI CEMENT WORKS Submitted byMiss. Alka Singh Chauhan MBA 2008-2010 Annamalai University 1
  2. 2. [ Training & Development ] 2009 AKNOWLEDGEMENTI am deeply indebted to my esteemed HOD Dr. N. PanchanathanAnnamalai.University, Chennai (TN) for his kind and constantencouragement.My gratitude is also due to Mr. M. K. Mishra, Mr. RajendraKhinwasara, Mr.J.P.Mandaviva and Mr.Wilson David, Mr. YogeshMishra Deputy Manager CSR for coordinating and providing allassistance of guidance through out my work.I also express my thanks to my teachers Mrs. Sujatha for boosting meto complete the project.I would like to extend my thanks to all the respondents who patientlyanswered to all my queries and cooperated with us and provided mewith all the valuable information that, I needed for my project study. Alka Singh Chauhan MBA – 2008- 2010 Annamalai University Tamil Nadu 2
  3. 3. [ Training & Development ] 2009 DECLARATIONThis is to certify that dissertation entitled ‘Training andDevelopment’ at LAKHERI CEMENT WORKS ,Lakheri has been prepared by Miss. Alka Singh Chauhan in thepartial fulfillment of the requirement of Masters degree in HumanResources at Annamalai University Chennai (T.N.)I here by declare that all the information and fact produced here arebased on my own findings and studies at LAKHERI CEMENTWORKS are original in nature. The contents of report are a trueexpression of my efforts on the said topic.Any resemblance to earlier project or research is purely co-incidental. Alka Singh Chauhan 3
  4. 4. [ Training & Development ] MBA – 2008- 20092010 Annamalai University CONTENTSCHAPTER-:1 INTRODUCTION ABOUT COMPANY • INTRODUCTION OF COMPANY • HISTORY OF ACC LIMITED • OLD VISION OF ACC • NEW VISION OF ACC • MISSION • MILESTONE & ACHIEVEMENT & AWARDS • OVERVIEW OF LAKHERI CEMENT WORKS & PLANT HISTORY • INTRODUCTION OF HUMAN RESOURCE MANAGEMENT • OCCUPATIONAL HEALTH AND SAFETYCHAPTER-:2 INRODUCTION OF TOPIC(TRAINING&DEVELOPMENT) • DEFINITION OF TRAINING • NEED AND IMPORTANCE • METHODS AND TECHNIQES OF TRAINING • STEPS IN TRAININGS • TRAINING NEED ASSESSMENT • TRAINING & DEVELOPMENT • EVALUATIONCHAPTER-:3 RESEARCH METHODOLOGY 4
  5. 5. [ Training & Development ] • UNIVERSE • SAMPLE SIZE&SAMPLE TECHNIQE 2009 • SOURCE OF DATA COLLECTION • PARAMETERS • SCALING TECHNIQES USESCHAPTER-:4 ANALYSIS OF DATACHAPTER-:5 CONCLUSIONCHAPTER-:6 SUGGESTIONS AND RECOMMENDATIONCHAPTER-:7 ANNEXURE (QUESTIONNAIRE) Introduction of the CompanyACC (ACC Limited) is Indias foremost manufacturer of cement andconcrete. ACCs operations are spread throughout the country with 14modern cement factories, 19 Ready mix concrete plants, 19 salesoffices, and several zonal offices. It has a workforce of about 9000persons and a countrywide distribution network of over 9,000 dealers.ACCs research and development facility has a unique track record ofinnovative research, product development and specialized consultancyservices. Since its inception in 1936, the company has been atrendsetter and important benchmark for the cement industry inrespect of its production, marketing and personnel managementprocesses. Its commitment to environment-friendliness, its highethical standards in business dealings and its on-going efforts incommunity welfare programs have won it acclaim as a responsiblecorporate citizen. ACC has made significant contributions to thenation building process by way of quality products, services andsharing its expertise.In the 70 years of its existence, ACC has been a pioneer in themanufacture of cement and concrete and a trendsetter in many areasof cement and concrete technology including improvements in rawmaterial utilization, process improvement, energy conservation anddevelopment of high performance concretes. 5
  6. 6. [ Training & Development ]ACC’s brand name is synonymous with cement and enjoys a highlevel of equity in the Indian market. It is the only cement company 2009that figures in the list of Consumer Super Brands of India.The companys various businesses are supported by a powerful, in-house research and technology backup facility - the only one of itskind in the Indian cement industry. This ensures not just consistencyin product quality but also continuous improvements in products,processes, and application areas.ACC has rich experience in mining, being the largest user oflimestone, and it is also one of the principal users of coal. As thelargest cement producer in India, it is one of the biggest customers ofthe Indian Railways, and the foremost user of the road transportnetwork services for inward and outward movement of materials andproducts.ACC has also extended its services overseas to the Middle East,Africa, and South America, where it has provided technical andmanagerial consultancy to a variety of consumers, and also helps inthe operation and maintenance of cement plants abroad.ACC is among the first companies in India to include commitment toenvironmental protection as one of its corporate objectives, longbefore pollution control laws came into existence. The companyinstalled pollution control equipment and high efficiency sophisticatedelectrostatic precipitators for cement kilns, raw mills, coal mills,power plants and coolers as far back as 1966. Every factory has state-of-the art pollution control equipment and devices.ACC demonstrates the practices of being a good corporate citizenundertaking a wide range of activities to improve the living conditionsof the under-privileged classes living near its factories. 6
  7. 7. [ Training & Development ] 2009 History & Profile of ACC Cement WorksACC was formed in 1936 when ten existing cement companies cametogether under one umbrella in a historic merger – the country’s firstnotable merger at a time when the term mergers and acquisitions wasnot even coined. The history of ACC spans a wide canvas beginningwith the lonely struggle of its pioneer F E Din Shaw and other Indianentrepreneurs like him who founded the Indian cement industry. Theirefforts to face competition for survival in a small but aggressivemarket mingled with the stirring of a country’s nationalist pride thattouched all walks of life – including trade, commerce and business.The first success came in a move towards cooperation in the country’syoung cement industry and culminated in the historic merger of tencompanies to form a cement giant. These companies belonged to fourprominent business groups – Tatas, Khataus, Killick Nixon and F EDin Shaw groups. ACC was formally established on August 1, 1936.Sadly, F E Din Shaw, the man recognized as the founder of ACC, diedin January 1936. Just months before his dream could be realized.ACC stands out as the most unique and successful merger in Indianbusiness history, in which the distinct identities of the constituentcompanies were melded into a new cohesive organization – one thathas survived and retained its position of leadership in industry. In asense, the formation of ACC represents a quest for the synergy ofgood business practices, values and shared objectives. The use of theplural in ACC’s full name, The Associated Cement CompaniesLimited, itself indicates the company’s origins from a merger. Many 7
  8. 8. [ Training & Development ]years later, some stockbrokers in the country’s leading stockexchanges still refer to this company simply as ‘The Merger’ 2009The ACC Board comprises of 13 persons. These include executive,non-executive, and nominee directors. This group is responsible fordetermining the objectives and broad policies of the Company -consistent with the primary objective of enhancing long-termshareholder value.The Board meets once a month. Two other small groups of directors -comprising Shareholders/Investors Grievance Committee and AuditCommittee of the Board of Directors - also meet once a month onmatters pertaining to the finance and share disciplines. During the lastdecade, there has been a streamlining of the senior managementstructure that is more responsive to the needs of the Companys primebusiness. A Managing Committee - comprising, in addition to theManaging Director and the two executive directors, the presidentsrepresenting multifarious disciplines: finance, production, marketing,research and consultancy, engineering and human resources – meetsonce a week. Besides these bodies, there are senior executives andother regional managers - based at the Companys corporate office andat its marketing offices and manufacturing units -who contribute to thedevelopment and operation of the various functions. While thesegroups form the core management team that frames and guidescorporate policy, ACC is proud of its manpower strength of about9,000 people, who comprise experts in various disciplines assisted bya dedicated workforce of skilled persons. Quite a number of themhave logged many years of service with the organization. They comefrom all parts of the country and belong to a variety of ethnic, culturaland religious backgrounds. Because of such a cosmopolitan make-up,ACC can rightly be said to embrace within its fold a family that formsa mini-India.A Strategic Alliance:The house of Tata was intimately associated with the heritage andhistory of ACC, right from its formation in 1936 up to 2000. The Tata 8
  9. 9. [ Training & Development ]group sold all 14.45% of its shareholdings in ACC in three stages tosubsidiary companies of Gujarat Ambuja Cements Ltd. (GACL), who 2009are now the largest single shareholder in ACC.This enabled ACC to enter into a strategic alliance with GACL; acompany reputed for its brand image and cost leadership in thecement industry.Holcim – A New Partnership:A new association was forged between ACC and The Holcim group ofSwitzerland in 2005. In January 2005, Holcim announced its plans toenter into long – term alliances with Ambuja Group by acquiring amajority stake in Ambuja Cements India Ltd. (ACIL),which at thetime held 13.8% of total equity shares in ACC. Holcim simultaneouslyannounced its bid to make an open offer to ACC shareholders,through Holdcem Cement Pvt. Ltd. and ACIL, to acquire a majorityshareholding in ACC. An open offer was made by Holdcem CementPvt. Ltd. along with ACIL, following which the shareholding of ACILincreased to 34.69% of Equity share capital of ACC. Consequently ,ACIL has filed declarations indicating their shareholding anddeclaring itself as a promoter of ACC.Holcim is the world leader in cement as well as being large supplier ofconcrete, aggregates and certain construction related services. Holcimis also a respected name in information technology and research anddevelopment. The group has its headquarters in Switzerland withworldwide operations spread across more than 70 countries.Considering the formidable global presence of Holcim and itsexcellent reputation, the broad of ACC has welcomed this newassociati Plants & Their Capacity:S. Units State Capacity (MTPA)No. 9
  10. 10. [ Training & Development ] Bargarh Cement Works1 Bargarh 0.96 2009 Chaibasa Cement Works2 Chaibasa 0.87 Chanda Cement Works3 Chanda 1.00 Damodar Cement Works4 Damodhar 0.53 Gagal Cement Works 4.405 Gagal (Gagal I and II) Jamul Cement Works6 Jamul 1.58 Kymore Cement Works7 Kymore 2.20 Lakheri Cement Works8 Lakheri 1.50 Madukkarai Cement Works9 Madukkarai 0.96 Sindri Cement Works10 Sindri 0.91 Wadi Cement Works11 Wadi 2.59 Wadi Cement Works12 New Wadi Plant 2.60 Tikaria Cement Grinding and13 Tikaria Packing Plant 2.31 10
  11. 11. [ Training & Development ] 2009Old Vision of ACC: 11
  12. 12. [ Training & Development ] 2009New Vision: 12
  13. 13. [ Training & Development ] 2009Mission of ACC 13
  14. 14. [ Training & Development ] Maintain our leadership of the Indian cement industry through 2009Leadership the continuous modernization and expansion of our manufacturing facilities and activities, and through the establishment of a wide and efficient marketing network. Achieve a fair and reasonable return on capital by promotingProfitability productivity throughout the company. Ensure a steady growth of business by strengthening ourGrowth position in the cement sector. Maintain the high quality of our products and services andQuality ensure their supply at fair prices. Promote and maintain fair industrial relations and anEquity environment for the effective involvement, welfare and development of staff at all levels. Promote research and development efforts in the areas ofPioneering product development and energy, and fuel conservation, and to innovate and optimize productivity. Fulfill our obligations to society, specifically in the areas ofResponsibility integrated rural development and in safeguarding the environment and natural ecological balance. Milestones of ACC Limited 14
  15. 15. [ Training & Development ] 2009 15
  16. 16. [ Training & Development ] Achievement of ACC Limited: 2009YEAR1936 The Associated Cement Companies Limited incorporated on August 11947 Indias first entirely indigenous cement plant installed at Chaibasa. ACC Sindri uses waste material - calcium carbonate sludge -from fertilizer1955 factory at Sindri to make cement1956 Bulk Cement Depot established at Okhla, Delhi Blast furnace slag, (a waste by-product from steel) from TISCO used at ACC1961 Chaibasa to manufacture Portland Slag Cement. Oilwell Cement manufactured at ACC Shahabad for cementation of oil wells up1961 to adepth of 6,000 feet.1961 Manufacture of Hydrophobic (waterproof) cement at ACC Khalari. Manufacture of Portland Pozzolana Cement using naturally available materials.1965 An Eco-friendly cements using an eco-friendly process. ACC inducts use of pollution control equipment and high efficiency1966 sophisticated electrostatic precipitators for its cement plants and captive power plants decades before it becomes mandatory to do so. Introduction of the energy efficient pre-calcination technology for the first time1978 in India. Commissioning of the first 1 MTPA (million tonne per annum) plant in the1982 country at Wadi, Karnataka. ACC achieves a breakthrough in import substitution by developing and1984 supplying a special G type of oil well cement to ONGC. ACC develops a new binder, working at sub-zero temperature, which is1987 successfully used in the Indian expedition to Antarctica. Incorporation of Bulk Cement Corporation of India, a JV with the Government1992 of India.1993 Commercial manufacture of ready-mixed concrete at Mumbai. 16
  17. 17. [ Training & Development ] Commissioning of the new Wadi plant of 2.6 MTPA capacity in Karnataka, the2001 2009 largest in India, and among the largest sized kilns in the World. 17
  18. 18. [ Training & Development ] Awards & Accolades 2009• IMC Ramkrishna Bajaj National Quality Award - – Gagal wins Commendation Certificate and New Wadi Plant wins Special Award for Performance Excellence in the Manufacturing Sector, 2007.• National Award for outstanding performance in promoting rural and agricultural development – by ASSOCHAM• Sword of Honour - by British Safety Council, United Kingdom for excellence in safety performance.• Indira Priyadarshini Vrikshamitra Award --- by The Ministry of Environment and Forests for "extraordinary work" carried out in the area of afforestation.• FICCI Award --- for innovative measures for control of pollution, waste management & conservation of mineral resources in mines and plant.• Subh Karan Sarawagi Environment Award - by The Federation of Indian Mineral Industries for environment protection measures.• Drona Trophy - By Indian Bureau Of Mines for extra ordinary efforts in protection of Environment and mineral conservation in the large mechanized mines sector.• Indo German Greentech Environment Excellence Award• Golden Peacock Environment Management Special Award - for outstanding efforts in Environment Management in the large manufacturing sector.• Indira Gandhi Memorial National Award - for excellent performance in prevention of pollution and ecological development• Excellence in Management of Health, Safety and Environment : Certificate of Merit by Indian Chemical Manufacturers Association• Vishwakarma Rashtriya Puraskar trophy for outstanding performance in safety and mine working• Good Corporate Citizen Award - by PHD Chamber of Commerce and Industry• Jamnalal Bajaj Uchit Vyavahar Puraskar - Certificate of Merit by Council for Fair 18
  19. 19. [ Training & Development ]ACC was the first recipient of ASSOCHAM’s first ever NationalAward for outstanding performance in promoting rural and 2009agricultural development activities in 1976.Decades later, PHD Chamber of Commerce and Industry selectedACC as winner of its Good Corporate Citizen Award for the year2002.Over the years, there have been many awards and felicitations forachievements in Rural and community development, Safety, Health,Tree plantation, A forestation, Clean Mining, Environment Awarenessand Protection. Map of ACC NetworkCorporate office:Overseeing the company’s rang of business, the Corporate Office isthe central head quarters of all business and human resource functionlocated in Mumbai.ACC Subsidiaries: 1. Bulk Cement Corporation India Ltd (BCCI) 2. ACC Machinery Company Ltd (AMCL) 3. ACC Nihon Casting Ltd (ANCL)Cement Plant: 1. Bargarh Cement Works 2. Chaibasa Cement Works 3. Chanda Cement Works 4. Damodar Cement Works 5. Jmul Cement Works 6. Gagal Cement Works 19
  20. 20. [ Training & Development ] 7. Kymore Cement Works 8. Lakheri Cement Works 2009 9. Madhukkarai Cement Works 10.Mancherial CEMENT Works 11.Sindri Cement Works 12.Wadi Cement Works 13.Tikaria Cement WorksRegional Marketing Office: • BANGALORE • BHOPAL • CHNDIGARH • COIMBATORE • KANPUR • KOLKATA • MUMBAI • NEW DEHPATNA • PUNE • SECUNDERABAD Area Office: • ALLAHABAD ASANSOL • AURANGABAD • BELLARY COCHIN • CHENNAI • FAZABAD • GULBARGA • GUWAHATI 20
  21. 21. [ Training & Development ] • JAMMU • 2009 BHUBANESHWAR • JALANDHAR KOCHI • KOZHIKODE • KOLHAPUR • LUCKNOW • MANGALORE • NAGPUR • PATIALA • RAIPUR • SHIMLA • VELLORERMX Office:• Mumbai- Kalamboli• Mumbai- Sion• Mumbai- JVLR Project• Chennai• Delhi- Faridabad• Greater Noida• Bangalore- Whitefield• Bangalore- Peenya• Bangalore- Hosur Road• Bangalore- betta Halsoor• Kolkata- Sonapur• Goa- Panaji• Gurgaon- Haryana 21
  22. 22. [ Training & Development ] 2009 Overview of Lakheri Cement WorksUnit Profile: LakheriLakheri is a city and a municipality in Bundi district in the Indianstate of Rajasthan. Mostly surrounded by agricultural lands & villagesthe most distinct feature of Lakheri is a cement manufacturing unit ofACC [Associated Cement Companies] Ltd. This plant is the oldestrunning cement plant in Asia. But with the passage of time the planthas undergone expansions to incorporate the latest technology incement producing. The latest expansion project is being completed inApril 2007.ACC Limited is India’s foremost manufacturer of cement and readymix concrete with a countrywide network of factories and marketingoffices.Established in 1936, ACC has been a pioneer and trend-setter incement and concrete technology. ACC’s brand name is synonymouswith cement and enjoys a high level of equity in the Indian market. 22
  23. 23. [ Training & Development ]Among the first companies in India to include commitment toenvironment protection as a corporate objective, ACC has won several 2009prizes and accolades for environment friendly measures taken at itsplants and mines. The company has also been felicitated for its acts ofgood corporate citizenship. Presently ACC is a part of the “HolcimGroup”, one of the largest multinational Cement manufacturers. ACCLakheri Cement Works is located between Kota & Sawai Madhopurof Western-Central Railway. Place known for ACC Cement. Theoldest cement plant in India which has still preserved its 1905 limekilns. Plant has already been modernized and the capacity beingfurther increased to 1.5 M.T.P.A.together with 25MW Coal basedPower Plant during the year 2006-2007. Location of Lakheri Cement Works 23
  24. 24. [ Training & Development ] Founder Of Lakheri……The Great Lakha 2009• In the folklore of Rajasthan, a Gujjar named Lakha, is credited with establishing the town of Lakheri several hundred years ago.• It was an ideal grazing spot. Well protected from storms, and nestling in the hills of the north-eastern span of the Aravalli range in Bundi District.• This patch of green, covered thick with babool trees attracted Lakha who raised two temples as a prelude to building the town.• The temples have endured – silent spectators to the changing destiny of the town.• Deserted by the nomadic Gujjars after Lakha’s death, the town was resettled centuries latest by His Highness of Bundi, who gifted 12 bighas (eight acres) of land to the new settlers, for every source of water built by them.• Today, the bavadis, kunds, and wells of that era are found dotted all over the area. A journey from 1905………till date Lakheri with Old lime kilns in 1905 24
  25. 25. [ Training & Development ] 2009 Lakheri 2007• Since the beginning of this century, other structures have come up to challenge Lakheri’s traditional skyline of rugged hills and embattled walls.• A cluster of four cylindrical, pillbox-shaped vertical Kilns of a plant set up in 1905 to produce hydraulic lime, stand like grizzled sentinels on a Cliffside.• It was this primitive plant, which was converted in to a cement factory in 1917 owned by Killick – Nixon , that makes Lakheri Cement Works the oldest running cement factory in India.• Lakheri Works is also credited with manufacturing popular cement of the times and knows as “BBB Cement” or Bundi Bagh Brand Cement.• Commencing operations with two 100 TPD wet process Kilns, there after Lakheri Works has three Kilns with an aggregate capacity 3.2 Lakh tonne per annum• During The year 1997 and 2007 Lakheri was upgraded to 1200 and 3200 tpd respectively with dry process kiln with preheater, Calciner. 25
  26. 26. [ Training & Development ]Plant History: 2009 • 1905 : Foundation of Lakheri started with four cylindrical, pillbox-shaped vertical Kilns to produce hydraulic lime • 1917 : Installation of India’s first cement plant at barren foot hills of Arawali mountain installed capacity of 0.32 mtpa using wet process of manufacturing from 3 nos. of kilns. • 1997 : Modernization and Expansion by replacing wet process kilns with a single dry process kiln of capacity 1200 TPD and raising its cement manufacturing capacity to 0.60 MTPA. • 2000 : By adopting Kaizens as a way of life, Total productive maintenance (TPM) philosophy, employees innovations and dedications, The plant could achieve production to a level of 0.7 mtpa from the same establishment. • 2007 : The capacity of the plant is raised by more than two folds to a level of 1.5 mtpa by adding second string of pre- heater with calciner to the existing kiln with replacement of grate cooler and addition of new close circuit cement grinding system. • 2007 : Installation of 25 MW capacity Thermal power plant. The manufacturing process is supported by an economical and reliable captive thermal power source.Product (Cement):QualityProduct development has always been an important activity at ACC,arising out of a focus on quality and process improvement. It has beena constant partner, driving research, innovation and evaluation. In1964, a centralized research facility – the Central Research Station(CRS) was established in Thane. The research complex now renamedas ACC Thane Complex, spread over an area of 8000 sq m hasmodern labs with the latest equipment and manned by highly qualifiedscientists and technologists who carry out product development workin cement and allied fields. 26
  27. 27. [ Training & Development ]ACC has effectively pledged its reputation as the market leader inquality of cement. Maintaining this lead calls for harnessing the 2009resources and expertise of the company – from applied research andproduction to marketing. Accordingly, all ACC factories are equippedwith state- of- the- art process control instrumentation and associatedquality control and testing laboratories. Trained engineers, chemistsand technicians staff these. The Central Laboratory at ACC ThaneComplex is used as a reference laboratory for diagnosis and resolvingspecific trouble – shooting cases.As a result of this focus on quality, ACC cement specification exceedsthose set by BIS by wide margin. Today, all ACC cements plants havethe ISO 9001 Quality Systems Certification. This demonstrates ourtradition of providing reliable and consistent quality through theapplication of modern technology, and justifies the preferences of anationwide customer base.ACC manufactures the following types of cement, in addition towhich, it provides Bulk Cement and Ready Mix Concrete.Ordinary Portland Cements • OPC 43 GradeBlended Cements • Fly-ash based Portland Pozzolana Cement 27
  28. 28. [ Training & Development ]Ordinary Portland Cement 43 Grade Cement (OPC 43Grade): 2009ACC Cement is the most commonly used cement in all constructionsincluding plain and reinforced cement concrete, brick and stonemasonry, floors and plastering. It is also used in the finishing of alltypes of buildings, bridges, culverts, roads, water retaining structures,etc.What is more, it surpasses BIS Specifications (IS 8112-1989 for 43grade OPC) on compressive strength levels.ACC Cement is marketed in specially designed 50 kg bags.ACC in other plants also manufactured 53 Grade Cement This isan Ordinary Portland Cement which surpasses the requirements of IS:12269-53 Grade. It is produced from high quality clinker ground withhigh purity gypsum.ACC 53 Grade OPC provides high strength and durability tostructures because of its optimum particle size distribution, superiorcrystalline structure and balanced phase composition.It is available in specially designed 50-kg bags.Blended Cement:Fly-ash based Portland Pozzolana CementThis is special blended cement, produced by inter-grinding higherstrength Ordinary Portland Cement clinker with high qualityprocessed fly ash - based on norms set by the companys R&Ddivision. This unique, value-added product has hydraulic bindingproperties not found in ordinary cements. It is available in speciallydesigned 50-kg bags. 28
  29. 29. [ Training & Development ]Pioneer & Trendsetter: 2009ACC has a unique track record of innovative research, productdevelopment and specialized consultancy services. It is a importantbenchmark for the cement industry in respect of its production,marketing and personal management process.ACC is proud of its many innovation over the years and realizes thatinnovativeness is an essential characteristic of leadership.ACC Cement:ACC’s brand name is synonymous with cement . its marketing, salesand distribution processes are industry standards. The brand buildingapproach to marketing cement which was first adopted by ACC hasproved to be exceptionally successful in respect of blended cements interms of providing more effective communication with customers andhas been emulated by other companies in the industry.Ready- Mix Concrete:ACC established the country’s first commercial ready-mix concrete(RMX) in Mumbai. ACC’s pioneering efforts in this respect alongwith the introduction of bulk cement handling facilities have beenresponsible for redefining the pace and quality of construction activityin metropolitan cities and in mega infrastructure projects. The JJflyover in Mumbai was the first mega construction project in India touse High Performance Concrete of M-75 grad.Research & Development:ACC is the only cement producer in India with its own in-houseResearch and Development facility. The sprawling Research andConsultancy Directorate(RCD) complex at Thane near Mumbai has a unique track record ofinnovative research and specialized technological services. 29
  30. 30. [ Training & Development ]RCD has helped introduce some unique special projects of immensevalue to the concrete and construction sectors. These include repair 2009products and grouts and Ancones, a non explosive demolition agent.RCD has developed Accmarg, a revolutionary new product andgrouting composition for the construction and repair of new roads andhighways.The services of concrete group at RCD have been utilized in thestriation of several heritage buildings across the country, such as theCST terminus at Mumbai, churches and royal palaces in Goa, Mysoreand Hyderabad.Sharing Knowledge:Following the massive earthquake in Gujarat, ACC’s civil engineerstrained over 1500 unemployed youth from remote villages in thefundamentals of building stronger, more earthquake resistantstructures. This was the first formal training effort of its kind formasons. Many of these youth are now gainfully employed.Environmental Protection:ACC is among the first companies in India to include commitment toenvironmental protection as one of its corporate,long before pollutioncontrol norms and regulatory act came in to existence. The companyinducted the use of pollution control equipment and hig efficiencysophisticated electrostatic precipitators for cement kilns, raw mills,coal mills, power plants and coolers as for as 1966.Today each ACC factory has high efficiency state-of-the art pollutioncontrol equipment and devices. Each of our manufacturing units has aseparate environment section manned by a qualified environmentalengineer and supporting staff. Our plants, mines and townshipdemonstrate the company’s successful endeavors in greening activitiessuch as Afforestation, tree planting, horticulture, vegetable andcultivation apart from basic landscaping designed to enrich andbeautify the environment. 30
  31. 31. [ Training & Development ]Cleaner mining techniques have helped safeguard and conservemineral resources. In addition, we have taken other positive measures 2009such as top – soil conservation, efficient water management systemsand the treatment of the wastage, sewage and effluents. Some of ourplants have become near self – reliant in their water requirements.ACC has achieved spectacular results in the utilization of twohazardous and pollutant industrial wastes – namely slag from steelplants and fly ash from thermal power stations – to make blendedcements that help conserve limestone resources. Over the years, ACChas won several prizes and certificates of merit for environmentalmeasures undertaken at its various plants and mines.In particular, for programs involving greening, Afforestation,rehabilitation of mines, noise abatement and other visible measureslike tree plantation and water management.A forestation and Greening the Environment.Tree plantation is a regular and committed activity at ACC. Vacantland in plant, mines and colony at each factory is used to developgreenery of various species. Some ACC plants (viz. Gagal, Jamul,Kymore and Chaibasa) have developed as much as 40% area for greenbelts as compared to statutory requirement of 30 %. Every cementplant has its own success story of tree plantation, greening activities,horticulture, flower and fruit cultivation and water conservation. Treeplantation and green belt development programs have been extendedto cover areas in vicinity of our plants for the benefit of localcommunity.Rocky areas in mines have been rendered suitable for plantation byoverspreading topsoil obtained from mining activity. A forestationprograms have helped transform the once barren and dry ambienceinto lush greenery.Each One – Plant One has been an inspiringmessage practiced by many of our employees. The total plantationundertaken across ACC is more than 3.3 million numbers of trees,with an average survival rate of 85% and spread over an area of 1000acres in mines, factories and residential townships. 31
  32. 32. [ Training & Development ]Water Conservation: 2009Water conservation is a noteworthy contribution in a water scarcecountry like ours. ACC cement units maintain a norm of Zero WaterDischarge. All the water used in plants for industrial cooling isrecycled through cooling towers, water ponds and tanks. ACC cementplants have converted old abandoned mines into huge reservoirs bycollecting rainwater from catchments around mines.Water from these reservoirs is treated to make it potable. As a result ofthese initiatives, we have several examples of outstandingachievements in water harvesting and in the creation of reservoirs inabandoned mines and quarries. Some of our Works have become nearself – reliant in respect of their water requirement for industrial anddomestic consumption.Transforming and Managing Waste:ACC has achieved spectacular results in the utilization of twohazardous and pollutant industrial wastes – namely slag from steelplants and fly ash from thermal power stations – to make blendedcements that offer unique advantages to concrete. ACC also pioneeredthe use of waste sludge from the fertilizer industry to make cement.The company is actively engaged in the promotion of alternate fuelsand raw materials and in co – processing waste materials through theeffective use of cement kilns as co – processing units. These includeagro – wastes like rice – husk and other husks, bagasse, used tyres,domestic and hospital waste. ACC takes pride in extending its wastemanagement services to help minimize the discharge of wastes.Human Resource Management at ACC Limited:Human Resource Management may be defined as that specializedbranch of management which is concerned with solving the humanproblem of an organization intelligently and equitably in a mannerthat not only the employees, potentials are developed but maximumsatisfaction is also achieved by the individual 32
  33. 33. [ Training & Development ]Role of Personal Manager/HR Manager: 2009 • Recruitment • Performance Management System • Training & Development • Employee welfare & perquisites • Employee SatisfactionACC has a large workforce of about 9,000 people, comprising expertsin various disciplines assisted by a dedicated workforce of skilledpersons. ACC employees, referred to as the ACC Parivar, come fromall parts of the country and belonging to a variety of ethnic, culturaland religious backgrounds. ACC employees display a strong sense ofloyalty to the Company and their special stellar qualities as ‘value-adding’ human capital are well known in the industry.ACC has clearly stated guidelines concerning recruitment,termination, career advancement, performance appraisal, professionaland employee ethics and code of conduct. The Company’s personnelpolicies and processes enshrine equal opportunities to all and non-discrimination with regard to gender, caste, creed, ideology or otheropinion, whether social, political or religious. Also ensured is a dueprocess for employee consultation and participation in organizationaldevelopment and policy formulation.Recruitment:Recruitment in ACC is a very fair and transparent process withadequate opportunities to look for suitable candidates internally aswell as from outside. Applicants are generally invited on the basis ofspecific advertisements in newspapers and websites. 33
  34. 34. [ Training & Development ]A Committee of officers called the Central Recruitment Committeehandles the entire recruitment process comprising screening of 2009applications, preliminary short-listing, interviews and final selection.Every attempt is made to make the selection process as objective aspossible by incorporating tests of competence. In some cases, outsideconsultants are retained. All decisions of the recruitment committeeare recorded in respect of each candidate. Candidates are informed oftheir short-listing and selection immediately after the interview or atthe earliest thereafter.Perfomance Management System:The Company’s performance management system is in itself abenchmark that provides ample opportunities and motivationalincentives to employees so as to reward and retain good talent withinthe Company.These incentives include Performance Linked Incentives, Good WorkAwards, Letters of Appreciation, Special Increments, Promotions,Nomination to external training programs in India and abroad, publicfelicitation and appreciation. Some plants have Best Employee andEmployee of the Month Awards and recognition. Competentemployees and those who display aptitude are invited to becomeTrainers themselves and receive Train the Trainer facilitation.Occupational Health & Safety:Occupational Health & Safety (OHS) is a vital part of ACC’s journeytowards Sustainable development. Safety Audits are being carried out inACC since 1995 by National Safety Council based on the 5 Star AuditingSystem of British Safety Council. There is a continuous effort to measure andimprove Safety Management Systems to avoid accidents.We have an Apex OH & S Committee headed by the Managing Director.This committee oversees implementation of our OH & S policy Each of ourplants and manufacturing units have Professional Doctors and medicalfacilities for continuous monitoring and observation of workplace hygiene 34
  35. 35. [ Training & Development ] and occupational health. 2009 The following are some OH & S initiatives at our plants: • OH & S brochures, signages, posters and mailers used extensively • Monthly Safety Gate Meetings held at all our plants. • Safety Audit and TPM Audits carried out annually • Safety Professionals meets twice a year to discuss and share knowledge on Safety Statistics and implementation of safety measures at each unit. • Safety Observation Tours (SOT) conducted weekly by all line managers • Behavioural Safety Training programmes for workers at all plants •Incident investigations for all incidents including near misses (with potential for injuries). The findings and recommendation are shared across the company.OUR OH & S VISION“NO HARM ANYWHERE TO ANYONE ASSOCIATED WITHACC”“NO HARM” means:No fatalitiesNo disabling InjuriesNo Lost Time InjuriesNo Medical treatment InjuriesNo First Aid InjuriesNo Occupational Illness“ANYONE” means:EmployeesContractors personnel on siteReady-mix drivers on jobThird party contractors on siteVisitors to ACC site 35
  36. 36. [ Training & Development ] 2009OUR OH & S POLICYWe manage our activities in a responsible manner to avoid causing anyharm to the health and safety of our employees, contract personnel andvisitors.We apply OH&S standards and guidelines; provide the necessaryresources, training and education and measure performance forcontinuous improvement.FIVE CARDINAL RULES FOR SAFETY 1. Do not override or interfere with any safety provision nor allow anyone else to override or interfere with them. 2. Personal Protection Equipment (PPE) rules, applicable to a given task, must be adhered to at all times. 3. Isolation and Lock Out procedures must always be followed. 4. No person may work if under the influence of alcohol or drugs. 5. All the injuries and incidents must be reported. 36
  37. 37. [ Training & Development ] OH & S Organization Chart 2009 Lakheri Plant OH & S Organization Chart Mr. M. K. MISHRA (Plant Head) Chairman Dr.B.M.Ghule Mr.R.KHINWASRA Mr.S.BHATNAGAR (Manager-HS) (Manager-HRA) (Dy.Manager-Safety)Occupational Health & OH & S Training Co- Plant OH & S MANAGER Hygiene Coordinator ordinator First Aiders Mr.D.D.Rathore (AM-Safety) OH & S INSPECTION OH & S TRAINING Safety Patrollers 37
  38. 38. [ Training & Development ] Introduction of Topic 2009Training is an organized procedure which brings about a semi-permanent change in behavior, for a definite purpose. The three mainareas involved are skill, knowledge and attitudes but always withdefinite purpose in mind. Every organization needs to have well-trained and experienced people to perform the activities that have tobe done. If current or potential job occupants can meet thisrequirement, training is not important. When this is not the case, it isnecessary to raise the skill levels and increase the versatility andadaptability of employees. Training makes the employees versatile inoperations. All rounders can be transferred to any job. Trainingprogramme is important as it lends stability and flexibility to anorganization, besides contributing to its capacity to grow. Accidentsscrape, and damage to machinery and equipment can be avoided orminimized through training. Furthermore, future needs of employeeswill be taken care by training.As jobs have become more complex, the importance of employeetraining has increased. When jobs were simple, easy to learn, andinfluenced to only small degree by technological changes, there waslittle need for employees to upgrade or alter their skills. But the rapidchanges taking place during the last quarter-century in our highlysophisticated and complex society have created increased pressuresfor organizations to readapt the products and services produced, themanner in which products and services are produced and offered, thetypes of jobs required, and the types of skills necessary to completethere jobs. In a rapid changing society, employee training is not onlyan activity that is desirable but also an activity that an organizationmust commit resources to if it is to maintain a viable andknowledgeable work force. 38
  39. 39. [ Training & Development ]Definition of Training: 2009Training is a learning experience in that it seeks a relativelypermanent change in an individual that will improve his or her abilityto perform on the job. We typically say training can involve thechanging of skills, knowledge, attitudes, or social behavior. It maymean changing what employees know, how they work, their attitudestowards their work, or their interactions with their co-workers or theirsupervisor.Need and Importance:Effective training enables employees to learn to do their jobs betterand perform more proficiently with increasingly advanced technology,continuous training of personnel has become essential to the successof the organization. Companies increasingly need to provideopportunities for the continuous development of employees not onlyin their present job, but also to develop their capabilities for jobs withwhich they may be entrusted in the future.Training is the systematic process of enhancing the job-related skills,attitudes and knowledge of personnel for the purpose of improvingindividual and organizational performance. It is fundamentallyimportant for the continued growth and development of both theindividual employee and the organization. From the point of view ofthe individual, learning and absorption go on continuously throughoutlife. Training provides the direction and guidance for this perpetuallearning process. Security and confidence are additional attributes thata well-trained employee acquires. Training contributes to employee’sstability in at least two ways. Employees become efficient afterundergoing training. Efficient employees contribute to the growth ofthe organization.From the organizational view point, training shortens the timerequired for employees to reach peak efficiency levels. 39
  40. 40. [ Training & Development ]The cost of training is considerably less than the cost of gainingexperience particularly in the context of advanced technology and 2009expensive equipment. Essentially, training contributes significantly inincreasing the quality and quantity of work processed, and reducingwaste and idle time. It is now widely acknowledged that the collectiveinfluence of a group of well-trained employees can largely determinethe success of the firm. An effectively planned and well managedtraining program is the key to higher productivity, cost control, loweremployee turnover and better human relations with the firm.Training objectives: • The primary purpose of training is to establish a sound relationship between the worker and his job – the optimum man – task relationship; • To upgrade skills and prevent obsolescence. The jobs that employees do are not static; they change, sometimes without necessary awareness since technology advances are getting increasingly more rapid. To keep pace with changing technology, mechanization, automation, electronic data processing etc., training becomes mandatory for employees in order to update them, teach them newer skills and increase their efficiency. • To offer firm competitive advantage by removing performance deficiencies; making employees stay long; minimizing accidents, scrap and damage; and meeting future employees needs. 40
  41. 41. [ Training & Development ]Methods and Techniques of Training: 2009Training methods are categorized into two groups:- • On-the-job • Off-the-job (1) On-the-job – On-the-job methods refer to methods that are applied in the workplace, while the employee is actually working. Often, it is informal, as when an experienced worker shows a trainee how to perform the job tasks. It is the most effective method as the trainee learns by experience, making him or her highly competent. Further the method is least expensive since no formal training is organized. The trainee is highly motivated to learn since he or she is aware of the fact that his or her success on the job depends on the training received. Finally the training is free from an artificial situation of classroom. This contributes to the effectiveness of the program. Following are the On-the-job training methods: • Orientation training – Used for orienting New Employees, introducing innovations in products and services. • Job-instruction training – Special Skills Training. • Apprentice training - Orienting New Employees, introducing innovations in products and services, Special Skills Training. • Internships and assistantship – Used for creative, technical and professional education and also used for 41
  42. 42. [ Training & Development ] sales, administrative supervisory and managerial education. 2009• Job rotation - Used for sales, administrative supervisory and managerial education and orienting New Employees, introducing innovations in products and services.• Coaching – Safety education, Special Skills Training, Creative, technical and professional education and also used for sales, administrative supervisory and managerial education. (2) Off-the-job – Off-the-job methods are used away from the workplaces. Following are the off-the-job methods:• Vestibule - Used for orienting New Employees, Introducing Innovations in Products and Services and Special Skills Training.• Lecture - Used for Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial Education.• Special study – Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial Education.• Films - Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial Education. 42
  43. 43. [ Training & Development ]• Television - Orienting New Employees, Introducing 2009 Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial Education.• Conference or Discussion - Orienting New Employees, Introducing Innovations in Products and Services, Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial Education.• Case study - Sales, Administrative Supervisory and Managerial Education.• Role Playing - Creative, Technical and Professional Education.• Simulation - Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education.• Programmed instruction - Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education• Laboratory training – Safety Education and Creative Technical and Professional Education. 43
  44. 44. [ Training & Development ] 2009Techniques of training:Training techniques represent the medium of imparting skills andknowledge to employees. Training techniques are the meansemployed in the training methods. Following are the most commonlyused techniques: • Lectures • Films • Audio cassettes • Case studies, Role playing, Video-tapes, SimulationsSteps in Training:Identifying your training need is the first step in a large trainingprocess that takes you from your initial inquires all the way to deliverand evaluation of the final training package. This training process iscalled High Impact Training model.It has six phases process that focuses on providing effective targetedtraining. If it followed, will have positive impact on the origination. 44
  45. 45. [ Training & Development ] Identifying Training Need 2009 Track ongoing follow through Map the approach Calculate Measurable Result Produce Learning Tools Appling Training TechniqueThe following table will illustrate the activities in each phase andthe product that will be produced.Phase Action Product1. Identify Gather and analyze A description of theTraining need appropriate information specific training needed to improve job performance.2.Map the Define what needs to be Detail objective ofapproach learned to improve job the program. performance. A design plan for the Choose the appropriate training program. training approach. 45
  46. 46. [ Training & Development ]3. Produce Create the actual training Training manuals,learning tools. materials. facilitators guide , 2009 audio visual aid job aids etc.4. Apply training Deliver the training as Instructor – ledtechnique designed to ensure training computer successful results. based training one – on-one coaching, etc.5. Calculate Assess whether your An evaluationMeasurable training/coaching report.Result. accomplished actual performance improvement; A redesign course, if Communicate the results needed. and redesign(if needed)6. Track Ongoing Ensure that the impact of Ongoing suggestionsFollow-Through. training does not and ideas that diminish. support the training.Training Need Assessment:Need assessment diagnoses present problems and future challenges tobe meet through training. Organizations spent vast sum of money(usually as a percentage on turnover) on training. Before committingsuch huge resources, organizations would do well to asses the trainingneeds of their employees. Organizations that implement trainingprogrammes without conducting needs assessment may be makingerrors. For example, a needs assessment exercise might reveal thatless costly interventions (e.g. selection, compensation package, jobredesign) could be used in lieu of training.Needs assessment occurs at two levels- group and individual. Anindividual obviously needs training when his or her performance fallsshort of standards, that is, when there is performance deficiency. 46
  47. 47. [ Training & Development ]Inadequate in performance may be due to lack of skill or knowledgeor any other problem. The problem of performance deficiency caused 2009by absence of skills or knowledge can be remedied by training. Faultyselection, poor job design, uninspiring supervisor or some personalproblem may also result in poor performance. Transfer, job redesign,improving quality of supervision, or discharge will solve the problem.Assessment of training needs must also focus on anticipated skills ofan employee. Technology changes fast and new technology demandsnew skills. It is necessary that the employee be trained to acquire newskills. This will help him/her to career path. Training is essential toprepare the employee to handle more challenging tasks.Individual may also require new skills because of possible jobtransfer. Although job transfers are common as organizationalpersonnel demands vary, they do not necessarily require elaboratetraining efforts. Employees commonly require only an orientation tonew facilities and jobs.Assessment of training needs occurs at the group level too. Anychange in the organizations strategy necessitates training of groups ofemployees. For example, when the organization decides to introduce anew line of products, sales personnel and production workers have tobe trained to produce, sell and service the new products. Training canalso be used when high scrap or accident rates, low morale andmotivation, or other problems are diagnosed. 47
  48. 48. [ Training & Development ]Need Assessment Methods: 2009Following methods are useful for organizational-level needsassessment and individual needs assessment. Methods Used in Training Needs AssessmentGroup or Organizational Individual AnalysisAnalysisOrganizational goals and Performance appraisalobjectives Work samplingPersonnel/skills inventoriesOrganizational climate indices InterviewsEfficiency indices QuestionnairesExit interviews Attitude surveyMBO or work planning systems Training progressQuality circles Rating scalesCustomer survey/satisfaction dataConsideration of current andprojected changes 48
  49. 49. [ Training & Development ]Training Effectiveness: 2009Any training implemented in an organization effort must be costeffective. That is, the benefits gained must outweigh the costs of thelearning experience. Only analyzing such programs determineseffectiveness. It is not merely assume that any training an organizationoffers is effective; substantive data must be developed to determinewhether our training effort is achieving its goals – that is, if itscorrecting the deficiencies in skills, knowledge, or attitudes weaccessed as needing attention. It is easy to generate a new trainingprogram, but if the training effort is not evaluated, any employeetraining efforts can be rationalized. Trainees’ reactions to the trainingmay, in fact, provide feedback on how worthwhile the participantsviewed the training. Beyond general reactions, however, training mustalso be evaluated in terms of how much the participants learned, howwell they use their new skills on the job (did their behavior change?)and whether the training program achieved its desired results (reducedturnover, increased customer service, etc.).Effective training should provide the trainee with a given model tofollow, specific goals to achieve, an opportunity to perfect the skill,feedback on how well the trainee is progressing, and praise fortransferring the acquired skills to the job. Training should focus onways of orienting new employees, giving recognition, motivating apoor performer, correcting poor work habits, discussing potentialdisciplinary action, reducing absenteeism, handling a complainingemployee, reducing turnover, and overcoming resistance to change.Evaluation:Evaluation literally means the assessment of value or worth. It wouldsimply mean the act of judging whether or not the activity to beevaluated is worthwhile in terms of set Criteria.According to Hamblin (1970) defined evaluation of training as: “Anyattempt to obtain information (feedback) on the effects of trainingprogram and to assess the value of training in the light of thatinformation for improving further training”. 49
  50. 50. [ Training & Development ]Evaluation is of crucial importance in ascertaining whether or not the 2009training program is proving to be effective and its objectives are beingachieved. This is a most critical phase that assesses not only thequality of training imparted but also the training plan in order to seewhether future changes can make it more result-oriented. As with anyactivity, evaluation is important since in evaluating, one tries to judgethe value or worth of the activity, using the available information. Anattempt is made to obtain information and feedback on the effects of atraining program and to assess the value of the training in the light ofthat information. Evaluation also enables the effectiveness of aninvestment in training to be appraised. Given the quantum of time andmoney that is put into training programmes, managements requireknowing about the methods of instruction being employed, whethertraining inputs are having an impact on improved productivity andhow efficiently and usefully training courses are being conducted.Evaluation helps management to weigh up and take a view on thefollowing questions: a) How relevant are the programmes to the organizations needs and objectives? b) What changes are necessary in the existing programmes in order to realign them to the organizational goals? c) Which are the areas where training is of real and lasting value? d) What are the opportunity costs? Could money have been better spent on any other activity that would have yielded better results in terms of organizational effectiveness? e) Is the investment in terms of time and money inadequate or too much? How can an optimum standard be evolved? 50
  51. 51. [ Training & Development ]Principles of Evaluation: 2009Training evaluation is the process of establishing a worth ofsomething. The worth (the value) merit or excellence of the things.Evaluation is a state of mind, rather that a set of techniques.To achieve the desired results, evaluation has to based on soundprinciples such as: 1. Evaluation specialist must be clear about the goals and purposes of evaluation. 2. Evaluation must be continuous. 3. Evaluation must be specific. 4. Evaluation must provide the means and focus for trainers to be able to appraise themselves, their practices, and their products. 5. Evaluation must be based on objective methods and standards. 6. Realistic target dates must be set for each phase of the evaluation process. A sense of urgency must be developed, but deadlines that are unreasonably high will result in poor evaluation.Methods of Evaluation:Five distinct approaches leading to a comprehensive evaluation oftraining program. 1. Observation - Here the trainees are closely observed during the programme in order to assess their behavioral strength and 51
  52. 52. [ Training & Development ] weaknesses in different situations. The observation must, however, be specific, systematic, quantitative and recorded. It 2009 must be conducted by trained experts who know what they are looking for. This method, the manner of assessing the quality of training and identifying improvements and deficiencies is the most direct.2. Ratings – The training programme or system is broken into its various components parts such as presentation, educational matter or content, audio-visual aids, trainee interaction etc. These individual elements are then rated according to a predetermined scale by experienced and qualified raters who assess each aspect independently. Based on their rated assessments, management can take decisions on future changes/ modifications.3. Trainee surveys – This refers to the reactions of the participants as to how they have found or reacted to a particular training programme. This is usually done at the end of the last session where participants are asked to fill up a form. The form contains information on the objectives of the programme and how well they have been achieved during the course of the training. It also seeks information on contents, reading material, presentation, trainer’s ability and relationship with other participants. Additionally, participants are required to indicate their experience with classroom facilities, boarding, lodging etc. and provide suggestions for improvement. Since trainees may feel apprehensive or embarrassed to reveal their true perceptions, they are usually given the option of not disclosing their identities. The feedback received from the participants is of immense value in obtaining ideas, pinpointing weaknesses and shortcomings and improving upon the problem areas. The use of the form facilitates work of caution. Too much reliance must not be placed on their opinions since they cannot always be relied upon to be objective. 52
  53. 53. [ Training & Development ]4. Trainee interview – This method is some what similar to the 2009 previous one with one major difference – the views and opinions of the participants are determined individually or in groups by skillful questioning instead of in writing. Here the expert is usually able to obtain more precise information and gauge the strengths and weaknesses of the programme. Interpretational ambiguities can thus be removed and objective and useful recommendations can be formulated.5. Instructor interviews – Finally the observations and recommendations of instructors can be collected and tabulated. This may be done both in writing as well as orally; i.e. by the method of filling up forms or by speaking to them. Their views on various components provide a valuable source of feedback in ensuring that the system is consistent with the needs of both trainees and the organization. 53
  54. 54. [ Training & Development ]Points to be remembered during evaluation process: 2009 a) Care must be taken to see that the data collected is pertinent, objective and error free. b) Tabulation and summarization must be accurate, c) It is advisable to use as many strategies as can possibly and conveniently be employed, d) Where tests are used, there must be valid and reliable, e) In order to save costs, only that information must be collected which is vital for production evaluation.Analytical skills development programs (ASDP): After the initial common induction programmes the management trainees are given intensive training in expanding thought process & analyticl ability in order to uncover & examine problems and there be able to take decisions in the best interestof the company.Following topics are covered in the programmes; • Industry Engineering & Analytical techniques in productivity management • Materials management • Process engineering • Environment engineering & managementManagerial skills development programmes (MSDP): • Managerial skills development programmes are to be held for deputy manager. 54
  55. 55. [ Training & Development ]Management competency development programmes 2009(MCDP): These are to be held functions wise for- • Manufacturing • Finance • Marketing • Corporate human resources • Projects • Materials • Information’s technology & systemCross functional skills development programmes (CFSD): CFSD Programmes like finance for non-finance programmes & HR for Non- HR Progrrammes are held to provide the partcipants with an overall perspective of the company’s business for achieving competitive advantage in the global information age.General management course (GENMANCO) : • General management course will be held for senior managers. • Strategic leadership development programs (SLDP). • The strategic leadership development programmes are to be held for vice-presidents, Sr. Presidents.RESEARCH METHODOLOGYStudy Area: 55
  56. 56. [ Training & Development ]The study area is confined to the various departments of ACCLakheri. The organization which is covered for the purpose of the 2009study pertains to cement industry.Universe:The universe of the study comprise of all the Managers of ACCLakheri.Sample Size:For the purpose of the study, the selection of the Managers is donewith the help of department. The samples are selected randomly. Thefollowing table summarized the sample size in terms of units in natureof job.NATURE OF JOB ACC LAKHERI CEMENT WORKSManager 30Total 30Sources of data collection:The data was collected using both primary sources and the secondarysources. 1. Primary sources: The researcher collected the primary data by means of structured questionnaire along with personal interviews, since a few open ended questions require clarification.Questionnaire and Interview: 56
  57. 57. [ Training & Development ]The data is collected from managers, supervisors with the help ofquestionnaire generated for this purpose. The questionnaire consists of 2009single parts.The questionnaires have been thoroughly discussed with therespondent to clarify doubts, if any, regarding what has been asked. Ithad taken the researcher nearly six weeks to complete the surveywork. The respondents have been required to give their answer byputting tick mark across the multiple choice questions and in openended questions the respondents were asked to express their views intheir own words. Almost all the respondents have been contracted andinterviewed personally at the time of filling up the questionnaire.Then their replies have been received and further clarification andsupplementary information considered to be necessary have beensecured.Overall, I have completed 30 questionnaires from managers grouprespectively. All managers are supplied with a copy of the set ofquestionnaire for filing up. 2. Secondary Data:The researcher has also collected the secondary data by means of thedocumentary sources such as: • Company records • Registers files booklets • Magazine • Journals • Booklets 57
  58. 58. [ Training & Development ] 2009 Analysis of DataMANAGERS ANALYSIS & FINDINGSTABLE - 1Q .1 Do you agree that the training and development programmes are effective in ACC? Parameter No of Respondent % STRONGLY AGREE 03 10 AGREE 21 70 UNDECIDED 01 3.3 DISAGREE 00 00 STRONGLY DISAGREE 05 16.66 80 70 60 50 40 30 20 10 0 Strongly Agree Undecided Dis Agree Dis Agree Strongly AgreeThrough the survey we found that 21 managers agree that the trainingprogram in ACC delivered as an effective way to learn the matters. 58
  59. 59. [ Training & Development ]Where as, 5 managers strongly disagree while 3 managers stronglyagree and 1 managers didn’t give any response. 2009TABLE - 2Q.2 Do you agree that enough time was provided to learn about thesubject covered in the training program ? Parameter No of Respondent % STRONGLY AGREE 03 13.33 AGREE 20 66.66 UNDECIDED 02 6.66 DISAGREE 03 10 STRONGLY DISAGREE 01 3.33 70 60 50 40 30 20 10 0 Strongly Agree Undecided Disagree Disagree Strongly AgreeThrough the survey 20 managers agree that the enough time isprovided to learn the subject matters covered in training programme 59
  60. 60. [ Training & Development ]but 3 managers disagree with the statement .4 managers stronglyagree while 1 managers strongly disagree and 2 managers didn’t give 2009any response.TABLE - 3Q.3 Do you think that the training leads to enhancement of yourskill? Parameter No of Respondent % STRONGLY AGREE 11 36.66 AGREE 16 53.33 UNDECIDED 00 00 DISAGREE 01 3.33 STRONGLY DISAGREE 02 6.66 60 50 40 30 20 10 0 SA Agree Undecided Dis Agree SD16 managers agree that the training leads to enhancement of skills and11 managers strongly disagree but 1 of them disagree and 2 of themstrongly disagree. 60
  61. 61. [ Training & Development ] 2009TABLE - 4Q.4 Do you think that the knowledge and skills gained from the training programme directly apply to your work? Parameter No of Respondent % STRONGLY AGREE 09 30.00 AGREE 16 53.33 UNDECIDED 03 10.00 DISAGREE 00 0.00 STRONGLY DISAGREE 02 6.66 60 50 40 30 20 10 0 SA Agree Undecided Dis Agree SD16 managers agree that the knowledge and skills gained from thetraining programme directly apply to work. Whereas 9 managers 61
  62. 62. [ Training & Development ]strongly disagree while 2 managers strongly disagree and 3 managersdidn’t respondent. 2009TABLE - 5Q. 5 To what extend change in moral attitude and behavior was noticeable as a result of the training function? Parameter No of Respondent % STRONGLY AGREE 07 23.33 AGREE 15 50.00 UNDECIDED 03 03.33 DISAGREE 02 06.66 STRONGLY DISAGREE 03 10.00 60 50 40 30 20 10 0 SA Agree Undecided dis Agree SD15 managers agree that the change in moral attitude and behavior wasnoticeable as result of training function 7 managers strongly agreewith the statement .2 managers disagree, while 3 managers stronglydisagree and 3managers didn’t give any response. 62
  63. 63. [ Training & Development ]TABLE - 6 2009Q. 6 To what extend training program contribute to the company goal and employees individual goals? Parameter No of Respondent % STRONGLY AGREE 04 43.33 AGREE 18 60.00 UNDECIDED 05 16.66 DISAGREE 00 0.00 STRONGLY DISAGREE 03 10.00 70 60 50 40 30 20 10 0 SA Agree Undecided Dis Agree SD18 managers agree that the training programme contribute to thecompany goal and employees goals.4 managers strongly agree ,3managers are strongly disagree with the statement and 5 managersdidn’t give any response. 63
  64. 64. [ Training & Development ]TABLE – 7 2009Q. 7 Do you think that freedom is given to you to show your skills and knowledge during training program? Parameter No of Respondent % STRONGLY AGREE 08 26.66 AGREE 15 50.00 UNDECIDED 06 20.00 DISAGREE 01 3.33 STRONGLY DISAGREE 00 00.00 60 50 40 30 20 10 0 SA Agree Undecided Dis Agree SD15 managers agree that freedom is given to you to show your skillsand knowledge but 8 managers strongly agree with the statement.1manager disagree and 6 managers didn’t give any response. 64
  65. 65. [ Training & Development ]TABLE – 8 2009Q. 8 Do you have a good cooperation / support from your superiors during training program? Parameter No of Respondent % STRONGLY AGREE 10 33.33 AGREE 12 40.00 UNDECIDED 06 20.00 DISAGREE 01 03.33 STRONGLY DISAGREE 01 03.33 45 40 35 30 25 20 15 10 5 0 SA Agree Undecided Dis Agree SD12 managers agree that a good cooperation from your superiors duringtraining programme but 10 managers strongly agree with thestatement, 1 manager disagree while 1 manager strongly disagree and6 managers didn’tgive any response.TABLE – 9 65
  66. 66. [ Training & Development ]Q. 9 Do you think that ACC develop employee through need based 2009 training program? Parameter No of Respondent % STRONGLY AGREE 11 36.66 AGREE 12 40.00 UNDECIDED 03 10.00 DISAGREE 02 06.66 STRONGLY DISAGREE 02 06.66 45 40 35 30 25 20 15 10 5 0 SA Agree Undecided Dis Agree SD12 managers agree that ACC develop employees through need basedtraining programme but 11 managers strongly agree with thestatement. 2 managers disagree while 2 managers strongly disagreeand 3 managers didn’t give any response.TABLE – 10 66
  67. 67. [ Training & Development ]Q. 10 Do you think that ACC is a learning organization for theemployee? 2009 Parameter No of Respondent % STRONGLY AGREE 18 60.00 AGREE 10 33.33 UNDECIDED 00 00.00 DISAGREE 01 03.33 STRONGLY DISAGREE 01 03.33 70 60 50 40 30 20 10 0 SA Agree Undecided Dis Agree SD10 managers agree that ACC is a learning organization for theemployee but 18 managers strongly agree with the statement.1managers disagree while 1 manager strongly disagree.TABLE – 11Q. 11 Do your performance has changed after the training program? 67
  68. 68. [ Training & Development ] Parameter No of Respondent % 2009 STRONGLY AGREE 07 23.33 AGREE 16 53.33 UNDECIDED 02 06.66 DISAGREE 02 06.66 STRONGLY DISAGREE 03 10.00 60 50 40 30 20 10 0 SA Agree Undecided Dis Agree SD16 managers agree that performance has changed after the trainingprogramme but 7 managers strongly agree with the statement.2managers disagree while 3 managers strongly disagree and 2managers didn’t give any response.TABLE – 12Q. 12 Do you agree that the program would have been more beneficial if some more material was provided in advance? 68
  69. 69. [ Training & Development ] Parameter No of Respondent % 2009 STRONGLY AGREE 07 23.33 AGREE 18 60.00 UNDECIDED 03 10.00 DISAGREE 00 00.00 STRONGLY DISAGREE 02 06.66 70 60 50 40 30 20 10 0 SA Agree Undecided Dis Agree SD18 managers agree that the training programme would have been morebeneficial if some more material was provided in advance but 7managers strongly agree with the statement.2 managers stronglydisagree and 3 managers didn’t give any response.TABLE – 13Q. 13 Are you aware of the objectives of the program at the time of your nomination for this program? Parameter No of Respondent % 69

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