On the job traning program @ bagalkot shakti cement project report mba hr

ON THE JOB TRANING PROGRAM AT BAGALKOT SHAKTI CEMENT

EXECUTIVE SUMMARY

The Bagalkot cements and industries ltd was incorporated on 6th September
1955.it was started by late shri. A.G.Tendulkar. the Company started its
production with installation of wet process kiln with a capacity of 300TPD in
1960. Initially it was started with one Kiln, one raw mill and one cement mill
as its machinery assets, 1200 strong workforce and 990 acres of landed
property.
Project title: Study on impact of on the job training provided to mid-
level employees at Bagalkot cements and Industries ltd.
Statement of the problem:
This particular topic is selected because in today’s competitive environment
every organization is more focused on their Human resource and there is a
lot of scope for improvement in the performance of an organization through
training, in this regard I have selected this topic to understand the
importance of HR activity particularly the on the job training which can
increase the skills and competency of employees.
Scope of the study:
The study is conducted for the employees working in organization and it is
only restricted to the employees of BCIL.
FINDINGS:
• Most of the employees are fresher i.e. 66% are new comers so lack
the experience at BCIL.
• 99% employees have attended the training programme i.e. almost all
are given training.
• 57% employees are given with 1-3 trainings where as only 10% are
provided with 7-9 trainings.

BABASAB PATIL Page 1


• According to rating of efficiency only 37% employees feel that it is
average rest feel that it is below the average level
• From rating of effectiveness 40% feel it as average effectiveness rest
feel it is below average.

SUGGESTION:

.

• It is recommended to enhance the duration of practical training
programs for clear understanding of the skill.

• Appointment of internal or external career counselors provides
direction to employees in navigating their career by choosing the
appropriate training programs based on their interest, need and
aspiration

• Though the employees are getting training programs it is found that
there is a need to improve or introduce new training methods like off
job training, Cross functional, role plays which will help them in
improving their knowledge & performance.

CONCLUSION:

Taking the organization to its zenith is a very challenging and very
toughest job where employees and officials face lot of problems like
resistance of the workforce and lack of readiness to cope up with changes in
workplace. So we can say that to rebuild any organization commitment and
hard work is very essential so to cope up with these changes we have to



train them according to the needs of the organization which will push
organization in a right direction and also helps in achieving success.

The method of training is well received by the employees. The training in the
organization is having greater impact on the efficacy and morale of the
employees and also instrumental to increase the overall quality of work
The techniques of on the job training provided by the company are average
and up to the mark as more no of employees are satisfied by training.

INDEX

S.NO. PARTICULARS
Chapter 1 HISTORY OF THE CEMENT INDUSTRY
INDUSTRY PROFILE

Chapter 2
COMPANY PROFILE
• MISSION
• SWOT ANALYSIS
• ORGANISATION STRUCTURE

Chapter 3 • DEPARTMENTAL FUNCTIONS

PRODUCT PROFILE

• PRODUCTION PROCESS
• PROCESS CHART
Chapter 4
• GROWTH OF THE BCIL

DESIGN OF STUDY

Research methodology



Sample size , units, elements

Chapter 5

.

ABOUT THE TOPIC

Introduction of HRM

Need of HRM

Scope of HRM

Training

Objectives of training
Chapter 6
Methods / Techniques of Training

Evaluation of Training

ANALYSIS AND INTERPRETATION

FINDINGS

SUGGESTIONS

CONCLUSION



QUESTIONNAIRE
BIBLIOGRAPHY



Chapter 1

HISTORY

HISTORY OF CEMENT INDUSTRY:

The history of Cement can be reviewed from the olden days of Babylonia
and Assyria. The Egyptians used clay motor in the Pyramids, and the
Romans produced the type of cement by combination and mixture of
Volcanic Ash with Quicklime which today , is often entirely free from
fissures whenever manual work is to be carried on . It has been found
that some form and some part of Cement is an indispensable
construction material.



Before the invention and usage of Portland cement the main
and core Cements were Natural Cement and Puzzolan. Natural Cement is
prepared from Cement rock, naturally existing limestone which needs only to
be burned and pulverized. Puzzolan Cement is a mixture of slaked lime and
granulated blast furnace slag.

The history of Portland cement takes us to past back to 18 th
Century when a patent for making of Portland cement was obtained by
Joseph,who was a brick layer of Leeds,at England in 1824. The Cement was
named as Portland cement because when it was hardened it formed a
yellowish Grey mass which looked like the stone from the famous quarry of
Portland, England. The new Cement did not receive instant acceptance
because of the reputation of the natural Cements. it was only after the 1850
that Portland cement came into existence and by 1860 the industry had
developed to a large extent in the Europe, particularly in Belgium, Germany
and France. The industry was perfectly established in Europe before the first
patent to produce Portland cement was permitted and granted in 1872 in the
US.It was only after the year 1904 when the Portland cement entered to our
country and from then till now it is one of the leading industry in our
economy and contribute a major share..

INDUSTRY PROFILE:

India is 3rd largest producer of cement with total production capacity
which is more than 102.2 MT, including mini sector. China ranks 1 and japan
ranks 2 in the world for production of cement.



The cement industry has more power of centralization and control
over the industry as compared to any other sector or any other industry in
our country.the industry has well established roots all over the country i.e it
has very strong existence..
Cement plays an important role in the development of the country.
Usage of cement is from quite long past i.e it is being used from more than
150 years for the purpose of various man made things like
roads,houses,buildings,bridges,etc. The consumption of cement evaluates
and determines the infrastructure, strength and development,and position of
the country.
Since the manufacture of cement require huge raw materials like
limestone, clay & gypsum. The industry has been attracted at the point of
minimum transportation costs in relation to raw materials .Lime stone of
excellent quality exists in abundance in many parts of the country.
The history of cement industry in India started when the first plant
was set up in 1904 at Chennai (Madras) in their earlier stage.

Now-a-days cement has become the essential unit used for the
construction works. The cement industries have been growing with global
competence for quality and satisfaction of the products.



CHAPTER-2
COMPANY PROFILE



COMPANY OVERVIEW

Name of the company: Bagalkot cements and
Industries Ltd

Chairman : Ajay Kanoria

Board of directors : K.A.Kandelwala
Vinayak Kanoria
D.B.Mundra
Shettar

Location : Bagalkot Dist, Karnataka.

Registered office : Air – India Building
14th floor, Nariman Point.
Mumbai-400021

Year of establishment: 6th September 1955.

Products : Bagalkot Shakti
Bagalkot supreme

Website :
www.bagalkotudyoglimited.com

MISSION STATEMENTS



a. We will provide products of superior Quality at competitive price and
ensures sustained profitability and growth.

b. We will protect the interest of all concerned Promoters, Shareholders,
Customers, Distributors, Employees, Community.

c. We believe in fair trade practices, principles of integrity standard and
strive for total customer satisfaction, keeping the environment
friendly.

d. We believe that our people are the most valuable assets, personal
and organizational growth synonymous.

e. We will treat our people with dignity, look after the safety, welfare of
individuals and their Families.

f. We will be a World Class organization through leadership, in
production, efficiency, cost of leadership by achieving the lowest
consumption levels of fuel energy and raw materials.

g. We will continue to be a moving force in our national progress.



SWOT ANALYSIS

STRENGTH:

 Abundance of Lime stone (raw material) available in the
region.
 Its local brand & can be supplied and distrubuted around
Bagalkot surrounding area.
 It has a formal technical collaboration with M/S Blue Circle
Industries Ltd., PLC,UK

WEAKNESS:
 Problems due to old machinery i.e the plant is old so it
requires lot of traditional manual work which affects the
production speed so as to compete with other brands.
 Due to night shifts employees get teeth aches and dental
problems.



OPPORTUNITIES:

 By utilizing existing dealer’s network and skill force, they can
look forward for more ventures in coastal areas.

 Until Company attains reputation in the market and captures the
heart and mind of people, company should promote there brand
by selling at lower price than their rivals brands.

THREATS:

 Due to more consciousness towards pollution control social
groups in the region will provoke public to stop the production.
 Due to environmental problem and global warming there is
shortage of rain in the state, which will effect the generation of
power. The company has to solely depend on its DC
.
 Compared to other company the technology of the plant is
quite old..As the utilization of Slag in the production of
Bagalkot



Mktg A/C L&P HR R/M VP Mgr Mgr Sr. Mgr
Mgr Mgr D Officer (Power) Kiln Mines

Person Burner
Mgrs(store Asst Mines
Regional A/C al
Office Engg
Officer rHR s) Mgr
Mgr Elect Mgr Elect
D Worker
Manager Asst Asst Mgr
Security Asst Engg
Officer Asst Mgr Mgr DG
Elect
Area Peons Clerk
Purchase
Sales Officer Asst Engg
C
Clerk Foreman
Jr. Engg
Sr. Sales Asst Operator
Officer Workers ORGANISATION STRUCTURE Workers
Workers
Workers
Sales PRO
Representative
s

Sales Asst

Sr.Mgr Mec Sr.
Mgr Instr
Mgr(P&QC)

Sr.Plant Asst Engg Asst
Engg

Plant
Mechanic Chemist
Engg
Asst Engg
Worker Tester

Junior
Engg Worker


ORGNISATION ENVIRONMENT



 Culture  Tools, equipment
 Management style  Machinery
Goals  Interaction process  Information tech
Strategies  Informal patterns network
 Job design
Structure  Individual attributes
Policies  Workflow design
Systems  Technical expertise
Reward
Punishment  Technical procedures
Ownership  Technical system



DEPARTMENTAL
OVERVIEW



HUMAN RESOURCES DEPARTMENT

HR FUNCTIONS

1. Meetings:

HR functions the first and basic part which the organization performs on
daily basis is meetings,these are the meeting carried on between the
managers of the organization.i.e the HR manager,finance and rest all
executives the meeting is conducted from 11:30 to 12:30.

2. Recruitment & Placement:

Firstly the notifications are made by the Company based on the
vacancies present among different units of the organization. Then
further procedure is carried on by deputy general manager Mr Asit
Chakravorti

3. Induction:



The fresh candidates are firstly oriented i.e they are made known about
various aspects of the organization and in this they are guided by
supervisors under whom later on they start working as trainee.

4. Training& Development:

The selected candidates are treated as trainees and are given training
depending upon their capability and requirements.Not only to freshers
they also provide training to the senior staff by using both on the job and
off the job methods, for learning skills, information and attitude related to
job for existing employees.

5.Performance appraisal:

In this the performance of employees is being supervised and
monitored by HR department periodically with the time intervals.the
appraisal forms are prepared then the employees are listed to whom
performance appraisal is to be rewarded it is then appraisals are sent to
respective HOD then it is approved by them and resent back to HRD for
its appraisal.The criteria on which appraisal is done is
attendance,behaviour,discipline,skills,punctuality etc.

6. Compensation & Benefits

Company provides many kinds of benefits to their employees such as
the insurance,accident funds,promotions,bonus etc.

FINANCE DEPARTMENT:



Finance is the main aspect i.e the most important part of any
Organization and therefore managing this dept efficiently leads
organization to greater altiudes and zenith. The functions and various
sections of the finance dept are listed below:

1. MAIN ACCOUNTS: This deals with accounts of the official assets,
interplant reconciliation, MIS etc.

2. PURCHASE ACCOUNTS: This account deals with the payments and
supplies Bills of purchase of raw materials and also the bills of goods
supplied.

3. CASH ACCOUNTS:This acconunt deals with the cash affairs and
matters of the organization,and also the receipt of cash as per bills
passed by the officers of various sections..

4. PROVIDENT FUND A/c: Deals with the accounting of provident
fund, gratuity etc.

PRODUCTION DEPARTMENT:
It is the one of the essential unit of the organization, which converts
available raw material into saleable goods. It looks after the production of
the cement and without this department there is no question of running the
industry. All the functions like crushing, kiln, heating, packing will be taken
care by department.

LABORATORY AND QUALITY CONTROL DEPARTMENT:



He laboratory of BCIL, is well equipped with all modern instruments of
testing cement, here the cement sample is taken for test & is tested on the
base of specialization as recommended by the ISI & cement association of
India. The features like setting time, compressive strength, color limestone,
quality, clinker quality, gypsum, iron & grade of cement is tested to its
satisfaction & the similar process is carried on for all production of cement
tones.

STORE DEPARTMENT:
In store department the things, which are required by the various
department of factory, are stored in proper way & in systematic racks. Every
item from pin to bag is stored & made available to the department as & when
required so that there won’t to be any stores manager & is assisted by this
staff ever requirement of the employees like dress etc stored.
ELECTRICAL DEPARTMENT:
It is the department which stores the power so generated in & center
of power supply & thus it regulates the power supply to the department in an
economical way.



ENVIRONMENT PROTECTION
The Company is situated in a full greenery atmosphere and has given
prime importance for environment protection.
At the time of installation and modernization of the plant, adequate
measures were taken to install pollution control equipment for the all
process equipment’s. Two number of Electrostatic Precipitators (ESP),
one each for Kiln and Raw mill. Number of pulse jet bag type dust
collector were installed for cement mill, coals mills and packing house
etc., at an expenditure of over Rs 1.25 Crs, to maintain dust emission
level within the stipulated levels. Apart from this, the company has
invested in the most modern and advanced equipment’s for blasting
operations. In order to operate all the pollution control equipment’s
about 97kw of electric power is required. Therefore the Company has
installed second DC set in 1989 and with this the pollution control
equipment’s has been monitoring strictly in spite of power cuts from
KEB by utilizing installed DC sets.
The company has planted about 65000 trees to give aesthetic look to
the plant and protect the environment. The company has fulfilled all
the obligations of statutory and non-statutory requirements of
pollution control and obtained consent from the pollution control
board, Government of Karnataka.



CHAPTER -3
PRODUCT
PROFILE



PRODUCTS OF THE COMPANY
Bagalkot Cements & industries division produces two types of
cement namely,

1. BAGALKOT SHAKTI (PSC Portland slag cement) it does not have
any grade. As even after the final reading on 28th day, the strength
will increase so the grade is not assigned, In this the slag is added as
extra material.



2. BAGALKOT SUPREME (OPC Ordinary Portland cement) it is 43-
Grade cement, on 28th day the final reading is taken, Thereafter the
strength of the cement remains the same.

Features of Bagalkot Shakti:
 long term strength
 Resistance to attack by sea water
 No risk of early Thermal cracking
 Highly resistant

Application of cement:
 Bridges & Fly-over
 Roads & pathway
 Deep Foundation & Marine works
 Water storage tanks & Reservoirs
 Marine constructions like Ports, Harbors & Jetties
 Effluent treatment plants & swages treatment plants
 Chemical factories where acids & alkali aggregates are present.
 Canal Linings



PRODUCTION PROCESS OF CEMENT PLANT

Cement is manufactured from various methods for like wet process and dry
process. Bagalkot Cement Industries Ltd., manufacturers cement adopting
Dry process method. Various processes in the production are as follows.



1. Limestone:

The process starts with quarry where the limestone is found. Lime
stone is chief raw materials used. The contents of limestone are
calcium carbonate (caco3 98%).
Lime is formed after heating the limestone & carbon dioxide is
released as by product. Further the limestone has to be processed by
reducing them in there size. This is done by feeding the limestone
into the crusher. The limestone is reduced to the size round about
20-25mm.
2. Stockpile/blending:

The crushed raw materials are stored ready for use in many plants; a
buildings stockpile is used in order to assist in checking any chemical
variations in the raw materials coming from quarries. A stocker builds
up a layer upon layer to from the stockpile.
Depending on area of the quarry it comes from each layer may have
slightly different composition.
3. Raw milling/Ball mill



After milling in the correct proportions the limestone & the shale are
fed to a mill where they are ground to a fine powder called raw meal.
In most modern plant, a closed circuit hall milling system is used.
The ball mill basically a steel tube containing steel balls ranging is
size typically from 90mm downwards. The balls gradually grind the
raw materials to a fine powder. The mill is usually of single chamber
design & may be fitted with a classifying liming.
The lining has the effect of grinding the ball sizes of that the larger
balls at the inlet end when the larger pieces of raw material have to
be broken & smaller balls at the outlet end where the finger grinding
takes place
4. Raw meal blending

The raw meal is then conveyed to silos for the future blending. It is
essential for raw meal to be of consistent chemical quality, if
problems at the kiln stage are to be avoided.
The base of the blending silo is divided into segments covered with
porous tiles or canvas blending is achieved by arranging for up to
three times as much air to be blown through one action of the base
compared to the others tumbling mixing action is imported the raw
meal after predetermined mixing time, or when the technical
department is satisfied, that the raw meal is of consistent chemical
composition.

5. Raw meal storage

The raw meal is from blending silo’s blow. It is now ready to be
introduced to the next stage of the process, the kiln system.

6. Pre-heater (4 stage suspension):



The raw meal passes through a pre-heater. This 4 stages suspension
pre-heater is just one of the many types in use. It consists the 4 stage
of cyclones. Hot exhaust gases from the kiln enter the bottom of the
pre-heater column at the stage 4 cycle one & travel upwards through
each of the other stage. The raw meal is fed the gas dust from the
stages 2 cyclone. The meal is immediately picked up by the hot gas &
carried into the stage 1.
This process continues until the meal falls from the stage 4 cyclone &
into the kiln in let chute or hearth. At reaching pre-heat stage, heat
from the hot gases is transferred to the meal. Then gases from the
kiln enter the pre-heater at about 1000 degree centigrade & leaves
stage 1 at about 350*c the raw meal leaves stage at about 800*c.
7. Calcinations

At this temperature of 800 c, the calcinations of the calcium carbonate
in the raw meal, that is conversion of cac3 to line has started. About
30% of calcinations will have take place by the time the raw meal
reaches the kiln
8. Dust control electrostatic precipitators:

To prevent dust from the kiln or raw milling system entering the
atmosphere, the gas is passes through electrostatic precipitators. To
condition the dust laden gas using a water spray, either in the
preheater or in as external conditioning lower.
As the dust laden gas enters the chamber in which electrodes &
earthed collector plates By vibrating the collector plates periodically
the dust drops into the happer & is returned with the raw meal to the
kiln system.
The cleaned exhaust gas, mainly carbon dioxide nitrogen & water
vapour, can then be safely released into the atmosphere.



The kiln:

The partially pre-heated clacinized raw meal is fed to kiln through a
steel tube typically with a length to diameter ratio of 16:01 & in clined
at an angle of about 3*.
It rotates at a speech of 3rpm on a system of rollers & is driven
through a mounted belt around the circumference. The seals at either
end of the kiln are designed to prevent the ingress of cold air & to
accommodate expression & rotation. The kiln is lined refractory bricks
& fired either by oil or gas at the lower end.
If coal is used, it must be pulverized often using a ring roller mill such
as this. If heavy fuel oil is used, it must first be heated to reduce its
viscosity & aid atomization. Raw meal from the pre-heater enters at
the end & gradually moves down that the kiln

rotates. At firstly of the calcination takes place so that the feed
consists mostly of lime, silica, alumina & iron all in a hot reactive
state.
The hottest part of the kiln is near the tip of the frame. This is the
burning zone where the feed as at temperature of around 1450*c & is
in a partially molten state it is here that the four main constitutes of
the feed by chemical reaction from cement clinker.
9. Clinker:

A mix of complex compounds referred to in cement chemist’s nations
as c2s, c3a and c4af.
10. Grate cooler:



Another type of cooler is commonly used in the grate cooler. There is
an empty cooler; the reciprocating grate through which air is blown is
visible.
As the clinker moves along the grate air cools it & the air itself cools
the pre-heater prior to relating the kiln as secondary combustion air.
However, more air is required for combustion is blown through the
gate some of this excess hot air is used to dry & cool the fired plants
after cooling the clinker is stored ready for grinding into cement.
11. Cement milling:

The mixture of clinker & gypsum now passes to the cement mill.
Ordinarily, the cement ball mill is similar to the raw mill. The cement
mill is divided into 2 or 3 chambers by perforated steel diaphragms,
each chamber containing a range of ball sizes, but because cement
required finer grinding the smallest balls is smaller than those in a raw
mill.
Classifying lining are often used in the 2nd chamber mill to separate
the ball size.
12. Open circuit milling:

Open circuit milling is often used for ordinary Portland cement (opc).
Here the cement is ground to required fineness in one pass through
the mill. Open circuit mills are generally longer than closed circuit
mills for this reason. The ground cement is conveyed directly away &
the mill is vented in a dust filtration system.
13. Closed circuit milling:

In a certain circumstances closed milling can have advantage
consuming less power overall. The closed circuit system is similar
classifier to that used raw milling a separating out the coarse fiction of
the mill production & returning it to the mill for further grinding. This



particularly suitable for hardening cement RHC that has to be ground
very finally.
14. Storage:

From milling the system, the cement is often pumped through pipes
by what is basically a screw fed blower. The speed screw delivers the
cement into a high volume airflow provided by compressors. The air
conveys the cement along a pipeline to storage silos.

16. Dispatch:
Cement is bagged, prior to bulk dispatch by either rail or road. The
latest packing plants are fully automatic. For packing, various types of the
bags are used like HDPE, polythene bags, paper bags.

PROCESS CHART



GROWTH OF THE COMPANY

The present Management of Kanoria Group Keeping in view of the good
prospect for the Cement Industry has made many changes. In order to
economize the Cost of production, Management modernized the
machinery’s and changed the production process from Wet to Dry method.
As a result, its capacity of production changed from 90 thousands tones/
annum to 3.3 lakh tones/annum. To bring more Technological changes in
production the management reached an agreement with M/s Blue Circle
Industries PLC in 1985. Under the services of BCI, it has been envisaged
that the existing capacity 1000TPD will reach to 1200 to 1500 TPD under
existing resources only.

To meet the growing needs of the nation, another Wet process Kiln
of 300TPD was installed. The entire machinery for the two kilns was
imported from M/s Krupps of West Germany. In order to upgrade the
capacity of the Kiln and bring operational improvement, the company
entered into a technical agreement with PLC UK, who is one of the largest
operating cement companies in the world.
The chief advantages of this technical agreement with Blue Circle are:-

1. Sustained increased production of cement.
2. Improved thermal efficiency of the Kiln.
3. Energy conservation.
4. Training.
5. Improved method of plant maintenance



In September 1982, to achieve fuel saving, the two wet process Kilns were
replaced by a new 1000TPD dry process Kiln, supplied by ACC Ltd. The
precision and care observed at bagalkot cements and Industries Ltd.,
throughout the manufacturing process, reflects in quality and product which
surpasses the specifications laid down by the Indian Standards Institution
(ISI).The cement produced undergoes a number of physical tests such as
Compressive strength, Fineness, Setting time, Soundness etc.

In order to overcome the chronic power shortage of the state
electricity grid, Bagalkot has installed a Diesel Generator set of 4000Kw
capacity from Japan. With the assistance of M/s Blue Circle BCI Ltd as set
up a separate training department in the company, which caters to complete
training needs of the managerial, supervisory & operating staff? BCI Ltd
enjoys a unique distinction of offering cement in a variety of packing bags
viz. jute, & paper bags etc. according to customer needs & preferences.



Chapter 4
DESIGN
OF
STUDY



As per the requirement of the modern era human resource is recognized as
an important tool for the development of the company. Proper utilization of
human resources is interlinked to the utilization of other resources in any
organization. So we can say that it is essential to manage the human
resource in any organization to achieve the organizational objective.

Hence, “HUMAN RESOURCE DEVELPOMENT” has become an essential
function of any organization in the world today.

In developing human resources, personal department of the company plays
an important role and the personal manager who heads the department
plays pivotal role in employment of skilled employees and their proper
development through various training programs.

As knowledge expanded in this role, the manager began to understand the
necessity for ascertaining and accommodation to the needs of human
beings who constituted that work force. In today’s modern, dynamic and fast
phased life and cut-throat competition, a company simply cannot do without
a personnel manager and a personnel department, which takes care of
personnel in the company by taking proper and effective care of their
grievances and shortcomings and seeing to it that their problems and
grievance do not affect the company in any way, either during the process of
sales or during any other process, and also seeing to it that the company in
any given point of time does not incur losses because of the personnel’s



shortcomings.

After the employee has been recruited, selected and inducted he or she
must next be developed to better fit the job and the organization. No one is
perfect at the time of hiring, and some education must take place. No
organization has choice of whether to develop employees or not; the only
choice is that method, if no organized program exits, then development will
be self development while learning on the job. Development would include
both training to increase skill in performing a specific job and education to
increase general knowledge and understanding of out total environment.

Training is defined as a process of learning, a sequence of programmed
behavior; it is an awareness of the rules and regulations, procedure to guide
the behavior. It attempts to improve their performance on the current or the
intended job.

Hence the study on Training and Development in “BAGALKOT CEMENTS
AND INDUSTRIES LTD”.

After personnel have been obtained, they must be to some degree trained
for up gradation of their acquired skills. The development has to do with the
increase of skill, through training, that is necessary for proper performance.

OBJECTIVES OF STUDY:

In this study an attempt is made to examine the training and development in
Bagalkot Cement and Industries Ltd. Some specific objectives are:



• To identify the overall impact of on job training programme provided
by BCIL.

• To find out different techniques used for providing training at BCIL.

• To identify the training factors which have decessive impact on
productivity and quality enhancement of the employee.

• To find out the satisfaction level of employee towards on the job
training.

METHODOLOGY OF RESEARCH:

• Primary data will be collected by holding both formal discussion with
the HR manager and the employees of the organization.
• Questionnaires will be prepared for employees containing questions
aimed at collecting most essential data for ascertaining, analyzing
and drawing conclusion for making suggestions to the findings of the
study.
• Secondary data will be collected by using company’s Annual Reports,
Project- Reports, company’s website and magazines of the company.
• Respondents for data are selected on the basis of random sampling.

Population: All 140 employees who work under each dept constitute



population.

Sampling units: Each dept concerned employees of BCIL are considered
as sample units.
Sampling method selected: Random sampling method.
Sample size: 30
Sampling frame: Direct approach with the company officials and employees
within the organization.
Sample Element: Each employee of sample unit is element.
Sample Extent: BCIL department.
Instrument Used: Questionnaire and personal interview.
Research Methodology: Descriptive methodology.

Tools used for the study:

• The collected data is tabulated, analyzed and validated by using
SPSS package to compute various statistical values wherever it is
necessary.
• Suitable pie diagrams are used to exhibit the analyzed data.

PLAN OF ANALYSIS:

• The data collected from questionnaire will be presented in the
form of tables and pie charts.
• Percentage will be calculated for better appreciation of the data



collected.
• Data analysis and interpretation will be done on the primary data
collected.
• Inferences will be drawn to attain objectives of the study.
• Summary of findings will be recorded based on the data collection.
• Primary data collected will be interpreted and will be presented as
required.

LIMITATIONS OF THE STUDY:

• The study is restricted to a sample group at Bagalkot cement and
Industries Ltd, the findings of the study cannot be generalized.
• As the study is based on convenience sampling, the study suffers the
disadvantages of such sampling procedure.

Human Resource Management (HRM) is the function within an organization
that focuses on recruitment, management, and providing direction to the
people who work in the organization. Human Resource Management can
also be performed by line managers.

Human Resource Management is the organizational function that deals with
issues related to people such as compensation, hiring, performance
management, organization development, safety, wellness, benefits,
employee motivation, communication, administration, and training.

Employee involvement requires providing employees with much more
information then previously and consulting them more about the operation of
the work place. The key is two-way communication. Near team briefings or
cascading information down the management chain are not enough.
Organisational operating HRM policies devote resources to staff recruitment,
selection, appraisal, training, and development. They are particularly keen to



employ individuals who can operate flexibly and adapt to different tasks as
opposed to keeping in rigidly defined job demarcations. They must also be
able to adapt to rapidly changing working arrangements such as annualized
hours. These organizations would expect to eliminate old-fashioned
hierarchies between white collar and the blue collar workers. Employees
would be treated similarly regarding method of payment, recording starting
and finishing times, and subsidized meals.

SIGNIFICANCE OF HUMAN RESOURCE MANAGEMENT:

The Human Resources (HR) function provides significant support and
advice to line management. The attraction, preservation and development of
high caliber people are a source of competitive advantage for any business,
and are the responsibility of HR.Human Resource management is based in
the efficient utilization of employees in achieving two main goals within a
corporation or other type of organization. The first goal is to effectively make
use of the talents and abilities of employees to achieve the operational
objectives that are the ultimate aim of the organization. Along with realizing
the goals of the organization, Human Resource management also seeks to
ensure that the individual employee is satisfied with both the working
environment and the compensation and benefits that he or she receives.

At times, the two main functions of Human Resource management (HRM)
seem to be at odds with one another. There are certain instances where it is
impossible to arrive at solutions that are in line with both the aims of the
company and the desires of the employee. When this happens, effective
Human Resource management is faced with the task of finding a resolution
that protects the interests of the company, but at the same time provides
and acceptable level of satisfaction to the employee. This process can
sometimes take a great deal of expertise on the part of the Human Resource
personnel, but ultimately will help establish the best solution for all



concerned parties.

Among the human resource issues that are generally handled by Human
Resource Management personnel are the drafting of position descriptions
for all levels of employment within the company, setting the standards and
procedures that are used for hiring new employees, and determining
benefits that are extended to existing employees. Disciplinary procedures,
as well as procedures for recognizing employees for exemplary work, also
fall under the province of Human Resource management. Human Resource
management often seeks to provide the highest quality benefit packages
possible, given the current financial position of the company. To this end,
personnel concerned with HR will seek the best in group health insurance,
retirement programs, profit sharing, and vacation and personal profits.

Preparing and maintaining a company employee handbook is often the
province of Human Resource management. As part of that process, the
management team will ensure that all guidelines and regulations contained
within the text are in compliance with local, state, and federal laws that
impact the status of employees. Human Resource management will also
provide all employees with opportunities to understand the provisions within
the handbook, both as part of new employee orientation and as an ongoing
employee education process.

Often, Human Resource management and personnel are called upon to
mediate grievances between employees and immediate supervisors. In
these situations, the mediator will seek to represent the best interests of the
company, ensure that the dialogue and process is in compliance with laws
governing employment within the country of residence, and seek to affect
resolution and reconciliation of all parties.

NEED FOR HRM:



The human resource management which has been gaining the attention of
management professionals during the last decade has become the need of
the hour due to various reasons.

• Humanisation of work environment in developed countries has
influenced other countries to attain better organization.

• Changes in business environment have substantially affected the
approach to manpower.

• Globalization of business is another important aspect which is
necessitating a human resource to manpower.

• Large scale production, increasing effects of recession, technical and
technological development have opened of new training needs, for
the people at work.

Human resource development has therefore, become the need of the hour.
Government policies of importing technology have also necessitated
introducing new facilities and avenues for training and development. Fresh
initiatives and emphasis on research and development in the realm of
industry also led to a new policy of human resource development to cope
with the increasing demand for technically capable people. Resultantly a
need arouse for new approach to human resource.

Scope of HRM:



Without a doubt is vast. All the activities of employee, from the time of his
entry into an organization until he leaves, come under the horizon of HRM.

The divisions included in HRM are Recruitment, Payroll, Performance
Management, Training and Development, Retention, Industrial Relation, etc.
Out of all these divisions, one such important division is training and
development.

TRAINING:

It is a learning process that involves the acquisition of knowledge,
sharpening of skills, concepts, rules, or changing of attitudes and behaviors
to enhance the performance of employees.
Training is activity leading to skilled behavior.
• It’s not what you want in life, but it knows how to reach it.
• It’s not where you want to go, but it knows how to get there.

• It’s not how high you want to rise, but it knows 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 through
professional development.



TRAINING AND DEVELOPMENT is a subsystem of an organization. It
ensures that randomness is reduced and learning or behavioral 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 AND DEVELOPMENT:
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.
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.

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 counterargument 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.

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.



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.

There are various methods of training, which can be divided in to cognitive
and behavioral methods. Trainers need to understand the pros and cons of
each method, also its impact on trainees keeping their background and skills
in mind before giving training.
Cognitive methods are more of giving theoretical training to the trainees. The
various methods under Cognitive approach provide the rules for how to do
something, written or verbal information, demonstrate relationships among
concepts, etc. These methods are associated with changes in knowledge
and attitude by stimulating learning.

The various methods that come under Cognitive approach are:

•Lectures.

•Demonstrations.

•Computer Based Training (CBT).

•Intelligent Tutorial System (ITS).



•Programmed Instruction (PI).

•Virtual Reality.

Behavioral methods are more of giving practical training to the trainees. The
various methods under Behavioral approach allow the trainee to behavior in
a real fashion. These methods are best used for skill development.

The various methods that come under Behavioral approach are:

•Games and Simulation.

•Behavior modeling.

•Business Games.

•Case Studies.

•Equipment Stimulators.

•In-Basket Techniques.

•Role Plays.

Another Method is MANAGEMENT DEVELOPMENT METHOD –

MANAGEMENT DEVELOPMENT –
The more future oriented method and more concerned with education of the
employees. To become a better performer by education implies that
management development activities attempt to instill sound reasoning
processes.

Management development method is further divided into two parts:
ON-JOB TRAINING:



The development of a manager’s abilities can take place on the job. The four
techniques for on-the job development are:

•Coaching.

•Mentoring.

•Job Rotation.

•Job Instruction Technique (JIT)

COACHING is one of the training methods, which is considered as a
corrective method for inadequate performance. According to a survey
conducted by International Coach Federation (ICF), more than 4,000
companies are using coach for their executives. These coaches are experts
most of the time outside consultants.

A coach is the best training plan for the CEO’s because
A It is one to one interaction

A It can be done at the convenience of CEO

A It can be done on phone, meetings, through e-mails, chat

A It provides an opportunity to receive feedback from an expert

A It helps in identifying weaknesses and focus on the area that needs
improvement his method best suits for the people at the top because if we
see on emotional front, when a person reaches the top, he gets lonely and it
becomes difficult to find someone to talk to. It helps in finding out the



executive’s specific developmental needs. The needs can be identified
through 60 degree performance reviews.

ProcedureoftheCoaching:

The procedure of the coaching is mutually determined by the executive and
coach. The procedure is followed by successive counseling and meetings at
the executive’s convenience by the coach.

1. Understand the participant’s job, the knowledge, skills, and attitudes,
and resources required to meet the desired expectation

2. Meet the participant and mutually agree on the objective that has to be
achieved

3. Mutually arrive at a plan and schedule

4. At the job, show the participant how to achieve the objectives, observe
the performance and then provide feedback

5. Repeat step 4 until performance improves

For the people at middle level management, coaching is more likely done by
the supervisor; however experts from outside the organization are at times
used for up and coming managers. Again, the personalized approach assists
the manger focus on definite needs and improvement.



MENTORING is an ongoing relationship that is developed between a senior
and junior employee. Mentoring provides guidance and clear understanding
of how the organization goes to achieve its vision and mission to the junior
employee.

The meetings are not as structured and regular than in coaching. Executive
mentoring is generally done by someone inside the company. The
executive can learn a lot from mentoring. By dealing with diverse men tee’s,
the executive is given the chance to grow professionally by developing
management skills and learning how to work with people with diverse
background, culture, and language and personality types.

Executives also have mentors. In cases where the executive is new to the
organization, a senior executive could be assigned as a mentor to assist the
new executive settled into his role. Mentoring is one of the important methods
for preparing them to be future executives. This method allows the mentor to
determine what is required to improve mentee’s performance. Once the
mentor identifies the problem, weakness, and the area that needs to be
worked upon, the mentor can advise relevant training. The mentor can also
provide opportunities to work on special processes and projects that require
use of proficiency.

Some key points on Mentoring



• Mentoring focus on attitude development

• Conducted for management-level employees

• Mentoring is done by someone inside the company

• It is one-to-one interaction

• It helps in identifying weaknesses and focus on the area that needs
improvement

JOB ROTATION takes on different perspectives. The executive is usually
not simply going to another department. In some vertically integrated
organizations, for example, where the supplier is actually part of same
organization or subsidiary, job rotation might be to the supplier to see how
the business operates from the supplier point of view. Learning how the
organization is perceived from the outside broadens the executive’s outlook
on the process of the organization. Or the rotation might be to a foreign
office to provide a global perspective.

For managers being developed for executive roles, rotation to different
functions in the company is regular carried out.

This approach allows the manger to operate in diverse roles and understand
the different issues that crop up. If someone is to be a corporate leader, they
must have this type of training. A recent study indicated that the single most
significant factor that leads to leader’s achievement was the variety of
experiences in different departments, business units, cities, and countries.



An organized and helpful way to develop talent for the management or
executive level of the organization is job rotation. It is the process of preparing
employees at a lower level to replace someone at the next higher level. It is
generally done for the designations that are crucial for the effective and
efficient functioning of the organization.

Benefits of Job Rotation

Some of the major benefits of job rotation are:

• It provides the employees with opportunities to broaden the horizon of
knowledge, skills, and abilities by working in different departments,
business units, functions, and countries

• Identification of Knowledge, skills, and attitudes (KSAs) required

• It determines the areas where improvement is required

• Assessment of the employees who have the potential and caliber for
filling the position



JOB INSTRUCTION TECHNIQUE uses a strategy with focus on
knowledge (factual and procedural), skills and attitudes development.

Procedure of Job Instruction Technique (JIT)

JIT consists of four steps:

• Plan – This step includes a written breakdown of the work to be
done because the trainer and the trainee must understand that
documentation is must and important for the familiarity of work. A
trainer who is aware of the work well is likely to do many things and
in the process might miss few things. Therefore, a structured
analysis

and proper documentation ensures that all the points are covered in the
training program. The second step is to find out what the trainee knows and
what training should focus on.

Then, the next step is to create a comfortable atmosphere for the trainees’
i.e. proper orientation program, availing the resources, familiarizing trainee
with the training program, etc.

w Present – In this step, trainer provides the synopsis of the job while
presenting the participants the different aspects of the work. When the
trainer finished, the trainee demonstrates how to do the job and why is that


OFF THE JOB TRAINING:

There are many management development techniques that an employee
can take in off the job. The few popular methods are:

•Sensitivity Training.

•Transactional Analysis.

•Straight Lectures/ Lectures.

•Simulation Exercises.

Advantages of Training:

•This type of training gets employees away from their work environment
to a place where their frustrations and bustle of work are eliminated. This
more relaxed environment can help employees to absorb more
information as they feel less under pressure to perform.

•Can be a source to supply the latest information, current trends, skills
and techniques for example current employment legislation or other
company law and regulations, current computer software or
computerized technologies or improved/innovative administrative
procedures. These new skills can be brought back and utilized within the
company.

•Experts in their field would cover these courses, and this would mean
that training for staff members would be taught to a reasonable standard.

•As the courses are held externally, our company would not have added



costs incurred as a result of extra equipment or additional space.

•Sending an employee on a course could help to make an employee feel
more valued as they would feel as if they are receiving quality training.

•As many courses or seminars invite employees form other companies to
attend, this would allow employees to network and perhaps drum-up
business.

•Disadvantages of Training:

•Depending on the course, the overall cost could prove quite expensive
for example; many courses may require an overnight stay at a hotel if the
course is outside the area or the course itself may prove to be expensive
due to the level of expertise or equipment need to deliver the course.

•As there is no real way to know the abilities both as a trainer and their
subject knowledge of the people delivering the external training courses,
there is no guarantee that sufficient skills of knowledge will be transfers
or valuable.

•Many courses do not have a system of assessment or standardization
of learning, so there is no set yardstick that can be guarantee learning
has been achieved to a specified standard.

•Sending employees to a training program for one or two days would
mean loss of production within the company.

Companies that fully train their workforce benefit from:

•Increased productivity.

•Reduced employee turnover.

•Increased efficiency resulting.
In financial gains.



•Decreased need for supervision.

Employees who are fully trained:

•Are more satisfied with their jobs.

•Are more motivated.

•Have a lower turnover rate.

•Are more innovative and efficient.

The prospective benefits of training outsourcing are well recognized.
Organizations go for outsourcing to save training costs, gain access to
practical and technical proficiency, concentrate on core competencies and
offer an overall enhanced training to their employees.
Also, outsourcing allows companies to deliver best training to their
employees and get the clients the best of their abilities. The key to increase
in customer turn over is customer satisfaction. With rapid globalization,
increase in competition, technological innovation, increase in access to
information, and improve in customer services, the customer loyalty
programs have become an integral part of the organizations. Retaining
existing customers is now much more important than acquiring new
customers.

Some facts:

•Recommendations from the existing customer are 107% greater than
the fresh customer.

•Loyal customer spend 33% more than fresh customer.

•Selling to a prospect requires 6% more than selling to an existing



customer.

Outsourcing is a competent tool that ensures and offers convincing Return
on Investment (ROI). Outsourcing subtracts the risk in setting up a
complicated function that is not a core competency. If outsourced to
competitive and right consultancy then the cost savings could be as high as
50%. In addition to that, outsourcing leads to customer retention, customer
loyalty, customer satisfaction, and greater efficiencies on the part of
employees.

Training Implementation:

To put training program into effect according to definite plan or procedure is
called training implementation. Training implementation is the hardest part of
the system because one wrong step can lead to the failure of whole training
program. Even the best training program will fail due to one wrong action.

Training implementation can be segregated into:
• Practical administrative arrangements.
• Carrying out of the training.

Implementing Training:

Once the staff, course, content, equipments, topics are ready, the training is
implemented. Completing training design does not mean that the work is
done because implementation phase requires continual adjusting,
redesigning, and refining. Preparation is the most important factor to taste
the success. Therefore, following are the factors that are kept in mind while
implementing training program:



The trainer – The trainer need to be prepared mentally before the delivery
of content. Trainer prepares materials and activities well in advance. The
trainer also set grounds before meeting with participants by making sure that
he is comfortable with course content and is flexible in his approach.

Physical set-up – Good physical set up is pre-requisite for effective and
successful training program because it makes the first impression on
participants. Classrooms should not be very small or big but as nearly
square as possible. This will bring people together both physically and
psychologically. Also, right amount of space should be allocated to every
participant.
Establishing rapport with participants – There are various ways by which a
trainer can establish good rapport with trainees by:

• Greeting participants – simple way to ease those initial tense moments.
• Encouraging informal conversation.
• Remembering their first name.
• Pairing up the learners and have they familiarized with one another.
• Listening carefully to trainees’ comments and opinions.
• Telling the learners by what name the trainer wants to be addressed.
• Getting to class before the arrival of learners.
• Starting the class promptly at the scheduled time.
• Using familiar examples.
• Varying his instructional techniques.
• Using the alternate approach if one seems to bog down.

Reviewing the agenda – At the beginning of the training program it is very
important to review the program objective. The trainer must tell the



participants the goal of the program, what is expected out of trainers to do at
the end of the program, and how the program will run.

The following information needs to be included:
• Kinds of training activities.
• Schedule.
• Setting group norms.
• Housekeeping arrangements.
• Flow of the program.
• Handling problematic situations.

Training Evaluation:

The process of examining a training program is called training evaluation.
Training evaluation checks whether training has had the desired effect.
Training evaluation ensures that whether candidates are able to implement
their learning in their respective workplaces, or to the regular work routines.

Purposes of Training Evaluation:

The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the
objectives and linking it to learning outcomes.

Research: It helps in ascertaining the relationship between acquired
knowledge, transfer of knowledge at the work place, and training.

Control: It helps in controlling the training program because if the training is
not effective, then it can be dealt with accordingly.

Power games: At times, the top management (higher authoritative



employee) uses the evaluative data to manipulate it for their own benefits.

Intervention: It helps in determining that whether the actual outcomes are
aligned with the expected outcomes.

Process of Training Evaluation:

Before Training: The learner’s skills and knowledge are assessed before the
training program. During the start of training, candidates generally perceive it
as a waste of resources because at most of the times candidates are
unaware of the objectives and learning outcomes of the program. Once
aware, they are asked to give their opinions on the methods used and
whether those methods confirm to the candidates preferences and learning
style.

During Training: It is the phase at which instruction is started. This phase
usually consist of short tests at regular intervals.
After Training: It is the phase when learner’s skills and knowledge are
assessed again to measure the effectiveness of the training. This phase is
designed to determine whether training has had the desired effect at
individual department and organizational levels. There are various
evaluation techniques for this phase.

Techniques of Evaluation:

The various methods of training evaluation are:
• Observation
• Questionnaire
• Interview
• Self diaries



• Self recording of specific incidents



CHAPTER 6

DATA ANALYSIS



experience in BCIL

Cumulative
Frequency Percent Valid Percent Percent
Valid 0-2yrs 20 66.7 66.7 66.7
2-5yrs 10 33.3 33.3 100.0
Total 30 100.0 100.0

experience in BCIL

2-5yrs

0-2yrs

ANALYSIS: From the above table and graph it is observed that 66% of the
staff is fresher and are working only since last 1-2 years. and 34% of the
employees are working since last 2-5 years.



INTERPRETATION: as per the survey we observe and understand that
maximum no of employees are recent joiners and lag experience in BCIL.

training attended

Cumulative
Valid yes 29 96.7 96.7 96.7
3.00 1 3.3 3.3 100.0
Total 30 100.0 100.0

training attended

3.00

yes

ANALYSIS: From the above graph it is observed that 99% of the employees
have attended the training programme and only 1% haven’t.

INTERPRETATION: As per the survey we observe that maximum
employees i.e the utmost employees have attended the training
programmes and generally the training is provided to all.



no of training programmes attended

Cumulative
Valid 1-3 17 56.7 56.7 56.7
4-6 12 40.0 40.0 96.7
7-9 1 3.3 3.3 100.0
Total 30 100.0 100.0

no of training programmes attended

7-9

4-6

1-3

ANALYSIS:from the above graph it is observed that 56% of the employees
have attended 1-3 trainings,40% of employees have attended 4-6 trainings
and only 4% of employees have attended 7-9 trainings.

INTERPRETATION:As per the survey it is observed that maximum mo of
employees have attended 1-3 trainings and least have attended 7-9
trainings.



rating of on job training

Cumulative
Valid very helpfull 18 60.0 60.0 60.0
average 9 30.0 30.0 90.0
not so helpfull 3 10.0 10.0 100.0
Total 30 100.0 100.0

rating of on job training

not so helpfull

average

very helpfull

ANALYSIS:from the above graph it is understood that 60% of employees
find that training is very helpful and 30% find that the on job training provided
to them was average and 10% feel that it was not so useful.

INTERPRETATION:as per the survey it is understood that majority of
employees find that on job training provided to them is very useful.



effeciency

Cumulative
Valid efficiency1 1 3.3 3.3 3.3
efficiency2 10 33.3 33.3 36.7
efficiency3 11 36.7 36.7 73.3
efficiency4 7 23.3 23.3 96.7
efficiency5 1 3.3 3.3 100.0
Total 30 100.0 100.0
high

effeciency

efficiency5 efficiency1

efficiency4

efficiency2

efficiency3

ANALYSIS:from the above graph it is understood that 3.35 of employees
feel that efficiency level is very low i.e only 3% of employees have rated
efficiency as rest more than 72% have rated it as below average.

INTERPRETATION:as per the survey it is observed that efficiency level is
rated very low by the employees.



effectiveness

Cumulative
Valid effectiveness1 1 3.3 3.3 3.3
effectiveness2 3 10.0 10.0 13.3
Total 30 100.0 100.0

effectiveness

effectiveness1
effectiveness5
effectiveness2

effectiveness4

effectiveness3

ANALYSIS:from the above graph it is observed that the effectiveness of on
the job training is above the average as 47 % of employees have rated this
above average

INTERPRETATION:As per the survey it is found that the effectiveness of on
the job training is above the average



productivity

Cumulative
Valid productivity1 3 10.0 10.0 10.0
productivity2 1 3.3 3.3 13.3
productivity3 7 23.3 23.3 36.7
productivity4 13 43.3 43.3 80.0
productivity5 6 20.0 20.0 100.0
Total 30 100.0 100.0

productivity

productivity1
productivity5
productivity2

productivity3

productivity4

ANALYSIS:from the above graph it is observed that productivity is
comparatively higher than other quality factors as more than 64%
employees have rated it as above average.

INTERPRETATION:as per the survey it is found that after the inducement of
on the job training on employees the productivity is increased.



training as stepping stone to carrer growth

Cumulative
Valid yes 29 96.7 96.7 96.7
4.00 1 3.3 3.3 100.0
Total 30 100.0 100.0

training as stepping stone to carrer growth

4.00

yes

ANALYSIS: from the above chart it is observed that 97% of employees find
that their career graph has increased after getting trained in various aspects
and areas.



INTERPRETATION: As per the survey it is found that employees have
gained more knowledge and skills after getting trained as majority of
employees have positively reacted towards the question.

over all opinion

Cumulative
Valid effenciecy is increased 3 10.0 10.0 10.0
productivity has increased 3 10.0 10.0 20.0
work method improves 10 33.3 33.3 53.3
training given was not
8 26.7 26.7 80.0
sufficent
facculty was not
5 16.7 16.7 96.7
competent
training duration was too
1 3.3 3.3 100.0
short
Total 30 100.0 100.0

over all opinion

training duration wa effenciecy is increa

facculty was not com
productivity has inc

training given was n
work method improves



ANALYSIS: From the above chart it is been understood that there is mixed
overall opinion as 10% find their productivity is increased,10% find their
efficiency is increased,33% feel that their work method improves,27% feel
that the training was not sufficient,17% feel that faculty was not so
competent, and 3% feel that As per the survey it is observed that there is
overall mixed training duration was too short.

INTERPRETATION: opinion among the employees, both positive and
negative feedback is found.

future needs

Cumulative
Valid off job training 4 13.3 13.3 13.3
different training
12 40.0 40.0 53.3
techniques
longer duration 14 46.7 46.7 100.0
Total 30 100.0 100.0

future needs

longer duration
off job training

different training t



ANALYSIS: from the above chart it is observed that 40% employees are in
need of different training techniques, where as 47% of employee seek for
longer duration of training period, and 13% of people want to be trained by
off the job training method.

INTERPRETATION:As per the survey it is found that there is mixed
response for future training technique to be adapted but majority of
employees are demanding for longer duration of training programme.

FINDINGS AND
SUGGESTIONS



FINDINGS:

From the survey conducted for 30 employees, following findings are
revealed;

• Most of the employees are freshers i.e 66% are new comers so lack
the experience at BCIL.
• 99% employees have attended the training programme i.e almost all
are given training.



• 57% employees are given with 1-3 trainings where as only 10% are
provided with 7-9 trainings.
• According to rating of efficiency only 37% employees feel that it is
average rest feel that it is below the average level
• From rating of effectiveness 40% feel it as average effectiveness rest
feel it is below average.
• The productivity of organization is above average as 43% employees
have rated it as above the average 10 as excellent and rest as below
average.
• On the rating of satisfaction of employee towards on the job training it
is observed that 40% find it is very helpful and 10% feel that it is not
so helpful.
• 99% of employees have given their positive opinion that training has
helped in their carrer growth.
• There is mixed overall opinion i.e 33% find that their work method has
improved after training where as 27% find that the training given was
not sufficient.
• 40% of employees are in need of different training techniques where
as 47% want the longer duration of training.

SUGGESTIONS:

.

• It is suggested to enhance the duration of practical training programs
for clear understanding of the skill.



• Appointment of internal or external career counselors provides
direction to employees in navigating their career by choosing the
appropriate training programs based on their interest, need and
aspiration

• Though the employees are getting training programs it is found that
there is a need to improve or introduce new training methods like off
job training, Cross functional, role plays which will help them in
improving their knowledge & performance.

• The company should strive for its improvement in quality factors like
efficiency,effectiveness and productivityfor the increase and
improvement in these quality factors training techniques may be
upgraded to incorporate on-line methods which can be administered
at any time, enabling all employees to participate at their convenience
so after which they can contribute atleast bit of their skills which can
increase these factors.

• The training provided by the company should be using different
techniques of training and also with longer duration so that
employees get adjusted and then gain interest in training
programme,i.e the training period should be properly adjusted as per
the convenience of the employees so that they can gain knowledge
with their own mindset and with interest the period may be from 1 day
or may extend upto a month or year.



• Lastly I would also like to suggest that company should develop
separate counseling department where employees can share their
problems and they feel free to communicate about the problems and
it encourages them to work in the organization.

CONCLUSION:

Taking the organization to its zenith is a very challenging and very toughest
job where employees and officials face lot of problems like resistance of the
workforce and lack of readiness to cope up with changes in workplace. So
we can say that to rebuild any organization commitment and hard work is
very essential so to cope up with these changes we have to train them



according to the needs of the organisation which will push organization in a
right direction and also helps in achieving success.
The method of training is well received by the employees. The training in the
organization is having greater impact on the efficacy and morale of the
employees and also instrumental to increase the overall quality of work
The techniques of on the job training provided by the company are average
and upto the mark as more no of employees are satisfied by training.



QUETIONNAIRE
Dear Sir/Madam,
Questionnaire

1. Personal data:

Name:
Age:
Sex: Male ( ) Female ( )
Designation:
Qualification:

2. Since how long are you in this organization?
0-2yrs 2-5yrs 6-10yrs 11yrs & above
3. Have you attended any training programs?
Yes ( ) No ( )
4. If no, why? _______________________________
5. If yes, which among the following have you attended?
1-3 4-6 7-9 9-10 above 10
6. Give a rating for on-job training provided to you to fulfill the gap (need of
training)
Very helpful Average not so helpfulwaste of time
7. Rate the following factors w.r.t. improving the quality.
1 2 3 4 5

8. Has the training programs facilitated you in your career growth?
Yes ( ) No ( )
9. If no, do u expect other training program to be conducted?
10. What is your overall opinion about on-job training program provided to
u?
 Efficiency has increased ( )
 Productivity has increased ( )
 Work method improves ( )
 Training given was not sufficient ( )
 Faculty was not competent ( )
 Training duration was too short ( )
 Others

11. What do you expect in your future training program?
a) Off job training



b) Different training techniques
c) Longer duration

SIGNATURE

THANK YOU

BIBLIOGRAPHY

Human Resource development
- By P Subba Rao
-
Training techniques — why some succeed and many fail

www.bagalkotudyoglimited.com
www.google.com


On the job traning program @ bagalkot shakti cement project report mba hr

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