The project report titled "A Study on Training & Development Procedures in the HRD Department of Singareni Collieries Company Limited" focuses on examining the training and development practices within the organization, emphasizing their critical role in enhancing employee performance and organizational productivity. The report outlines the methodology, data analysis, and recommendations for improving the training programs based on a sample survey of employees. It highlights the significance of aligning training strategies with organizational goals to foster growth in both the workforce and the company.

1. A PROJECT REPORT ON
“TRAINING & DEVELOPMENT”
At
THE SINGARENI COLLERIES COMPANY LIMITED
Submitted In Partial Fulfillment of the Requirement for the Award Of The
Degree Of
POST GRADUATION
IN
MASTER OF BUSINESS ADMINISTRATION
SUBMITTED BY
S.ALEKHYA KUMARI (13P71E0042)
Under the Guidance of
Mr. D.SANDEEP
(Faculty of MBA dept.)
Dept. of Master of Business Administration
SWAMI VIVEKANANDA INSTITUTE OF TECHNOLOGY
Affiliated to Jawaharlal Nehru Technological University Hyderabad
Mahabub College Campus, SECUNDERABAD-500003
2013-2015.
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2. DECLARATION
I hereby declare that the Project Report entitled "A Study on
TRAINING & DEVELOPMENT Procedures in the area of HRD
Department in Singareni Collieries Company Limited" is solely done by me in
partial fulfillment for the award of the degree of Master of Business
Administration, JNTUH, HYDERABAD.
The facts and figures represented in the report are as per the Rules
of the survey done by me. This Project Report has not been
submitted elsewhere for the award of any degree, either in partial or
in full. I declare the above mentioned information is true for the best
of my knowledge and belief.
Place:
Date:
S. ALEKHYA KUMARI
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3. ACKNOWLEDGEMENT
"There are innumerable supporting hands behind ones success"
A person may conceive an idea but for it to get materialized and take a shape
between many people need to lend their hands and minds and this project work is no
realization of this work.
I take this opportunity to express my profound gratitude to
Sri.N.S.R.MURTHY, Staff member of HRD & vice president of INTUC for granting
me permission to do my project work in Singareni Collieries Company Limited,
Kothagudem.
I am deeply indebted to Sri Khaderendra Rao, Dy. GM (Personnel)
Welfare wing, Sri S. N. Vara Prasad Rao, welfare wing, for taking special care in my
project work and extending cooperation for successful completion of project.
It is with immense pleasure that I thank profusely D.Sandeep sir,
Lecturer in HR, and for her kind help. I will be failing in my duty if I do not express
my heart full gratitude to my parents and family members who encourages me in all
possible ways for the completion of this project.
Last, but not least, it is my pleasures to express my gratitude and
Sincere thanks to all my friends who helped me in giving final touches to this projects
and making this project really presentable.
S. ALEKHYA KUMARI
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4. FORWARD
In accordance with the prescribed curriculum of JNTUH University
for the award of M.B.A every student has to undergo interesting
training for a period of 45 days and project on a topic selected by
the student. In accordance with the above rules, I'm here with submitting
my project report done in the Singareni Collieries Company Limited
at HRD Dept, Kothagudem. The contents include the objectives
towards TRAINING & DEVELOPMENT Procedures. Due to time
constraint
and size of Organization only some of the aspects of department have
been studied with help of various printed materials etc., were quite
useful in preparation of the report.
CONTENTS
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5. Page no.
Chapter-I -- Introduction to the topic (Section A)…………………….8
Methodology of the study (Section B) …………………..16
Chapter-II -- Profile of the Organization………………………………18
Chapter-III -- Training & Development Procedures -
'A theoretical frame work' ……………………………….32
Chapter-IV -- Training & Development in SCCL……………………… 27
Chapter-V -- Data Analysis and Interpretation………………………… 42
Chapter- VI -- Conclusions and Suggestions…………………………… 55
Appendix – Questionnaire ……………………………………………40
Bibliography………………………………………....….57
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6. CHAPTER-1
INTRODUCTION
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7. TRAINING AND DEVELOPMENT
INTRODUCTION
"Tell me, and I will forget. Show me, and I may remember. Involve me, and I
will understand" (Confucius, 450 BC).
Organization and individual should develop and progress simultaneously for
their survival and attainment of mutual goals. So every modern management has to
develop the organization through human resource development. Employee training
is the most important sub system of human resource development. Training is a
specialized and is one of the fundamental operative functions for human resource
management.
MEANING
After an employee is selected, placed and introduced in organization he/she
must be provided with training facilities in order to adjust him/her to the job.
Training is the act of increasing the knowledge and skill of an employee for doing
particular job. Training is short term educational process by which employee learns
technical knowledge and skills for a definite purpose.
DEFINITION
Dale S Beach defines the training as “The organized procedure by which
people learn knowledge and / or skills for definite purpose”.
In other words training improves, changes and moulds employee’s knowledge,
skills behavior and aptitude and attitude towards the job requirements of the job and
the organization. Training refers to the teaching and learning activities carried on
for the primary purpose of helping members of an organization to acquire and apply
the knowledge, skills and attitudes needed by a particular job and organization.
In simple terms, training and development refer to the imparting of specific
skills, abilities and knowledge to an employee.
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8. More clearly, training and development may be understood as any attempt to
improve current or future employee performance by increasing an employee’s
ability to perform through learning, usually by changing the employee’s attitude or
increasing his or her skills and knowledge. The need for training and development
is determined by the employee’s performance deficiency, computed as follows:
Training and Development need = Standard Performance – Actual Performance
We can make a distinction among training, education and development. Such
distinction enables us to acquire a better perspective about the meaning of the
terms. Training, as was stated earlier, refers to the process of imparting specific
skills.
Development refers to those learning opportunities designed to help employees
grow. Development is not primarily skills-oriented. Instead, it provides general
knowledge and attitudes which will be helpful to employees in higher positions.
Efforts towards development often depend on personal drive and ambition.
Development activities, such as those supplied by management developmental
programmes, are generally voluntary.
Training and Development Movement in India :
• India is passing through convulsive changes due to advancement in science and
technology but at the same time, 1000million people of this country are caught
in the twilight zone of development and under development.
• Despite the fact of viewing human resource as an asset, there is a gloomy side
to this issue.
• An element, which has surfaced in the warning signal of the World Bank, as
related to India is that by the turn of this century, India will have abundance of
human resources, the brain trust of a nation and on the other side, we are in a
state of emergency to convert the human resources as asset.
• This is possible only through continuous recycling of human resources through
formal, informal and non-formal education involving training and retraining.
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9. • Most of the Public Enterprises have taken up HRD in a big way, however, in
private sector it is less continuous but more enterprise focused and need based.
• It is also a fact that in private sector formal assessment of training needs and
strategies of fulfilling them are absent.
• It is often viewed as a retreat for reflection and recruitment.
• But things are changing under the new economic policy and globalization of
operations.
• Increasingly private sector industrial houses are setting up training centers and
planning to establish even private universities.
TRAINING AND DEVELOPMENT
Employee training is distinct from management development or executive
development. While the former refers to training given to employees in the area of
operation, technical and allied areas, the later refers to developing an employee in
the areas of principles and techniques of management, administration organization
allied areas.
Training and development encompasses three main
activities: training, education, and development.
 Training : This activity is both focused upon, and evaluated against, the job that an
individual currently hold.
 Education : This activity focuses upon the jobs that an individual may potentially
hold in the future, and is evaluated against those jobs.
 Development : This activity focuses upon the activities that the organization
employing the individual, or that the individual is part of, may partake in the future,
and is almost impossible to evaluate.
DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT:
Area Training Development
Content Technical skills and
knowledge
Managerial and behavioral skills
and knowledge.
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10. Purpose Specific job related Conceptual and general
knowledge
Duration Short term Long term
For whom Mostly technical and non
managerial personnel
Mostly for managerial personnel.
IMPORTANCE OF TRAINING
The importance of human resource management to a large extent depends on
human resource development and training is its most important technique. As stated
earlier no organization can get a candidate who exactly matches with the job and the
organizational requirements. Hence training is important to develop the employees and
make him suitable to the job. Training works towards value addition to the company
through HRD.
Job and organizational requirements are not static they are changed from time to
time in a view of technological advancement and change in the awareness of the total
quality and productivity management (TQPM) . The objective of TQPM can be
achieved only through training which develops human skills and efficiency. Trained
employees would be a valuable asset to an organization. Organizational efficiency,
productivity, progress and development to a greater extant depend on training. If the
require training is not provided it leads to performance failure of the employees.
Organizational objectives like viability, stability and growth can also be achieved
through training. Training is important as it constitutes a significant part of
management control. Training enhances 4C’s i.e. competence, commitment, creativity,
and contribution for the organization.
BENEFITS OF TRAINING
HOW TRAINING BENEFITS TO THE ORGANIZATION
• Leads to improve profitability and/ or more positive attitude towards profit
orientation
• Improves the job knowledge and skills at all levels of organization
• Helps people identify with organizational goals
• Improves the morale of workforce
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11. • Helps to create a better corporate image
• Foster authenticity, openness and trust
• Improves the relationship between boss and subordinate
• Aids on organizational development
• Learns from the trainee
• Helps to prepare guidelines for work
• Aids in understanding and carrying out organizational policies
• Provides information for future needs in all areas of the organization
• Organization gets more effective in decision making and problem solving
• Aids in development for promotion from within
• Aids in developing leadership skills, motivation, loyalty better attitudes and
other aspects that successful workers and managers usually display.
• Aids in increasing productivity and/ or quality of work
• Helps to keep cost down in many areas eg production, personnel ,
administration etc
• Develops sense of responsibility to the organization for being competent and
knowledge
• Improves labor , management relations
• Reduce outside consulting cost by utilizing competent consulting
• Stimulate preventive management as opposed to putting out fires
• Eliminates sub-optimal behavior
• Creates an appropriate climate for growth and communication
• Aids in improving organizational communication
• Helps employees adjust to change
• Aids in handling conflict there by helping to prevent stress and tension.
Benefits to the individual which in turn ultimately should benefit the organization
• Helps the individual in making better decisions and effective problem solving
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12. • Through training and development, motivational variables of recognition,
achievement, growth, responsibility and advancement are internalized and
operationalized
• Aids in encouraging and achieving self-development and self-confidence
• Helps a person handle stress tension frustration and conflict
• Provides information for improving leadership knowledge communication skills
and attitude
• Increase job satisfaction and recognition
• Moves a person towards personal goals while improving interactive skills
• Satisfies personal needs of the trainer
• Provides the trainee an avenue for growth and a say in his/ her own future
• Develop a sense of growth in learning
• Helps a person develop speaking and listening skills also writing skills when
exercises are required
• Helps to eliminate fear in attempting new task
NEED FOR TRAINING
Specifically the need for training arises due to following reasons
1) To match the employees specification with the job requirements and
organizational needs
Management finds deviation between employee’s present specification and the job
requirements and organizational needs. Training is needed to fill these gaps by
developing and molding the employee’s skills, knowledge, attitude, behavior etc. To
the tune of the job requirements and organizational needs as felt in Glaxo India,
Colgate-Palmolive etc.
2) Organizational viability and the transformation process
The primary goal of most of the organizations is that their viability is
continuously influenced by environmental pressure. If the organization does not adopt
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13. itself to the changing factors in the environment it will lose its market share. If the
organization desires to adopt these changes first it has to train the employees to import
specific skills and knowledge in order to enable them to contribute to organizational
efficiency and cope up with the changing environment. Core Health care InfoTech
Enterprise and Polaris software lab provided training in order to ensure a smooth
transformation process.
3) Technological Advances
Every organization in order to survival and to be effective should adopt the
latest technology, i.e. mechanization, computerization and automation. Adoption of
latest technological means and methods will not be complete until they are manned by
employees possessing skills to operate them. So the organization should train the
employees to enrich them in the areas of changing technical skills and knowledge from
time to time.
4) Organizational complexity
With emergence of increased mechanization and automation manufacturing of
multiple products and by product s or dealing in service of diversified lines extension
of operations to various regions of the country or in overseas countries, organization
of the most of the companies has become complexity. This creates the complex
problems of co-ordination and integration of the activities adaptable for the expanding
and diversifying situation. This situation calls for training in the skills of co-ordination,
integration and adaptability to the requirements of growth diversification and
expansion.
5) Human relations
Trends in approach towards personnel management has changed from the
commodity approach to partnership approach crossing the human relation approach. So
today management of most of the organizations has to maintain human relations
although hitherto the managements are not accustomed to deal with the workers
accordingly so training inhuman relations is necessary to deal with human problems.
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14. 6) Change in the job assignment
Training is also necessary when the existing employee is promoted to the higher
level in the organization and when there is some new job or occupation due to transfer.
Training is also necessary to equip old employees with the advanced disciplines,
techniques or technology.
• The need for training also arises to
• Increase productivity
• Improve quality of the product/service.
• Help accompany to fulfill its future personal needs
• Improve organizational climate
• Improve health and safety
• Prevent obsolescence
• Effect personal growth
• Minimize the resistance to change and
• To act as mentor
TRAINING OBJECTIVES:-
Generally line managers are the personal managers to formulate the training
policies. The personnel manager formulates the following training objective in keeping
with the company’s goals and objectives.
1. To prepare the employees both new and old to meet the present as well as the
changing requirements of the job and the organization.
2. To prevent obsolescence
3. To import the new entrants the basic knowledge and skills they need for an
intelligent performance of a definite job.
4. To prepare employees for higher level task.
5. To assist employees to function more effectively in their present positions by
exposing them to the latest concept information and techniques and developing
the skills they will need in their particular fields.
6. To build up a second line of competent officers and prepare them to occupy
more responsible position.
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15. 7. To broaden the minds of senior managers by providing them with opportunities
for an interchange of experiences with in and outside with a view to correcting
the narrowness of outlook that may arise from over specialization.
8. To develop the potentialities of people for the next level job.
9. To ensure smooth and efficient working of a department.
10. To ensure economical output of required quality.
11. To promote individual and collective morale, a sense of responsibility to
operative attitudes and good relationship.
Assessment of training needs:-
Training needs are identified on the basis of organizational analysis job analysis
and man power analysis. Training programme, training method and course content are
to be planned on the basis of training needs. Training needs are those aspects necessary
to perform the job in an organization in which employee is lacking attitude/aptitude,
knowledge and skills.
Training needs = job and organizational requirement – Employee specification.
TRAINING METHODS:
As a result of research in the field of training a number of programmes are
available. Some of these are new method while others are improvements over the
traditional methods the training programmes commonly used to train operative and
supervisory personnel are discussed below.
These training methods are classified into
1. On -the – job training
2. Off-the- job training
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16. NEED FOR STUDY
• Training and development is essential to every organization because the
growth of the organization depends on it
• The profitability and productivity of an organization is mostly linked to
training and development
• If employees are trained in the organization there is possibility of
development of organization
SCOPE
The scope of the study is limited to the training and development programme to
SCCL employees. The study will be conducting from various dimensions.
Training and development is one of the very important process in any
organization, companies are spending more and more into this segment, because
through this they will get perfect employees for their organization.
In this report I tried to give all the possible information about SCCL training
and development, how they related with each other? How they relate with the company,
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17. what are the possible factory which affect the whole process of training and
development.
This report also includes various kinds of training program which the company
follows, and how those programs will good for the organization or employees.
I also tried to include needs of training their objective and conceptual
framework of training.
This report also includes some training programs which are held in SCCL of the
development of employees. By doing this project I am able to understand the
satisfaction levels of employees who are the part of the training. After studied this
report I conclude some facts about the training needs and make some suggestions’ and
recommendation for their training and development program.
METHODOLOGY
For ascertain the needs of training and development in SCCL. Using random
sample methodology as statistical tools the sample size is 50 members from that
company. The data will be collecting from both primary data and secondary data
source.
1. The primary data consisting of
• Observation
• Questionnaire
• Personnel Interview
2. Secondary data consisting of
• Company reports and records
• Journals
• Magazines
LIMITATIONS:
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18. Study may not be free from certain limitations.
• The findings of the study can be applied to comparable organization with
similar characters and situations only.
• The view and opinions of 50 sample respondents (executives and non-
executives) may not be representing the universe.
• Beside this personal procedures of respondents may also act as hindrances
to the study.
• The time which allocated is only 45days.
• Another limitation is money.
• There is a chance of bias from survey point of view.
• In some cases data is collected from the companies past records.
• The study is limited to the part of the personnel functions only, not for the
entire organizations.
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19. CHAPTER-2
COMPANY
PROFILE
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20. COMPANY PROFILE
I. INTRODUCTION OF COAL MINING IN INDIA:
Man is blessed with abundance of natural resources, including mineral wealth
that play vital role in the development of a country and promote the economic
growth when explored and made best use of them.
Coal, which is one of the important minerals, is known to man since ages and
this natural wealth has put to diverse use in the modern world. Coal regarded as
the fuel for growth, the coal is an important input for power generation and
many other industries like iron and steel, railway, shipping and construction
industries etc, a vital infrastructure for economic development.
Despite the development of alternative fuel sources like electricity, petrol and
solar energy, coal continues to be major fuel material in many industries. Thus
coal industry plays an important role in the industrial development of any
country, like India.
The world coal consumption is projected to go up from 4.7 billion tonnes in
1999 to 6.4 billion tones by 2020, primarily in China and India, which are
expected to account for 75% of the increased consumption.
II. SINGARENI COLLIERIES COMPANY LIMITED:
Origin:
A remarkable little adventure gave birth to this giant corporate entity those us
today the Singareni Collieries Company Limited
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21. Way back on a dark night in 1870, a group of Pilgrims who on their way to
have a Darshan of Lord Rama at Badrachalam Temple (near Singareni Village)
has lit a fire to prepare their meal. One of the supporting stones on their
makeshift stove caught fire. The incident was immediately reported to the local
Government.
This led to an extensive, survey by Dr.William King, an eminent Geologist,
which confirmed the revolutionary discovery of mammoth deposits of coal in
the Godavari Valley.
III. THE REST, AS THEY SAY, IS HISTORY:
The year 1886 witnessed the formation of the Hyderabad Deccan Company
Private Limited and it acquires the mining rights for exploiting the coal
reserves. The first commercial operation commenced at Yellandu (Khammam
District) in Andhra Pradesh in 1889. In 1921 the company was re-christened the
"Singareni Collieries Company Limited" and its script listed on the London
Stock Exchange.
The mining rights for exploiting the coal reserves were acquired by the
Hyderabad Deccan Company, which was incorporated at London Stock
Exchange. Hence the first extracting of coal was started at Yellandu in 1886 by
Hyderabad Deccan Company.
The company became Government Company after Nizam purchased its shares
from London Stock Exchange in 1945. With this, SCCL became the first-ever
Government managed Coal Company in India. Later in the year 1949, SCCL
came under the control of Governments of India and Andhra Pradesh as a joint
venture with equity ration of 49% and 51% respectively.
The SCCL is engaged in coal mining in four districts of Andhra Pradesh namely
Khammam, Karimnagar, Adilabad and Warangal. In overall India it spreads to
6% geographical area producing 10% of total coal.
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22. OBJECTIVES:
The following objectives underline the HRD policy in the Company:
a) A clear mission statement, which enables constant qualitative up-gradation of
skills of SCCL executives and non-executives.
b) Utilizing modern management methodologies for conducting Training
programmes.
c) Making intensive use of Internet and I.T. for keeping abreast of the latest
developments relating to mining and allied sectors.
d) Critically evaluating Best Global Practices available in mining industry and
examining their applicability to our mining conditions.
IV SCCL-MISSION:
 To retain strategic role of a premier coal producing company in the
country and excel in a competitive business environments.
 To strive for self-reliance by optimum utilization of existing resources and
earn adequate returns on capital employed.
 To exploit the available mining blocks with maximum conservation and
utmost safety by adopting suitable technologies and practices and
constantly upgrading them against international bench marks
 To supply reliable and qualitative coal in adequate quantities and strive to
satisfy customers needs by constantly sharing their experience and
customizing our product.
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23.  To emerge as a model employer and maintain harmonious industrial
relations with the legal and social frame work of the state
 To emerge as a responsible company through good corporate Governance,
by laying emphasis on protection of environment & ecology and with due
regard for corporate social obligations.
V. GLOOM TO GLORY;
The SCCL was receiving budgetary support from both Government of
India and Government of Andhra Pradesh till some time age, but they later
abandoned. Also the pricing of coal was decided by Government of India
keeping its impact on other major sectors like, power, Railways, cement etc.
The prices were not revised regularly; also hike in input cost due to periodical
revisions of National Coal Wage agreements (NCWA), stores and interest were
also not fully compensated by Government.
The frequent strikes by the workers, law and order problems, low
productivity, apart from un-remunerative coal price vis-à-vis cost of production
during the period 1989-90 to 1991-92 affected the financial health of the
company and refer referred to BIFR in May 1992, but due to liberal financial
package extended by the Govt. of India in consultation with Govt. of AP, and
sustained efforts made by the Management of SCCL and Trade Unions, a
modest financial turnaround was achieved.
The company earned profit of Rs.17.76 Crore and 26.64 Crore in 1993-94 and
1994-95 respectively. My March 1994, SCCL came out of the BIFR purview.
Following remedial measures/reforms were taken by the company for Success:
i) Unifying Trade Unions through Path Breaking Elections.
ii) High Pitch communication Drive harnessing media, launching literacy
programmes.
iii) Focused multi-faceted worker's welfare programme.
iv) Established outsourcing for non-core and ancillary activities.
v) Innovative programmes Launched (Dial-your-GM, Field Visits,
Interactions, Follow-ups).
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24. vi) Fuel Supply Agreements - Technology infusion for Quality Testing,
Workforce visits to client sites.
vii) Focus on Safety, Environment Protection and Labour Welfare.
The process of turning around a Sick Company, which commenced
in 1997-98, reached its logical conclusion when SCCL totally wiped out its
accumulated losses and entered the financial year 2003-04 with a net profit of
Rs.80.45 crore after issuing a dividend of Rs.86.70 Crores.
VI. The Operation Areas of SCCL are as follows:
KHAMMAM DISTRICT - Kothagudem, Yellandu and Manuguru
ADILABAD DISTRICT - Srirampur, Bellampally, Mandamarry
KARIMNAGAR DISTRICT - Ramagundam -1, II, & III
WARANGAL DISTRICT - Bhoopalpally.
The Coal reserves stretch over 350 kms, in length of Pranahita
Godavari valley of above Districts of Andhra Pradesh with proven deposits of 9,193.61
million tones of coal. Since the inception of the company, 928.92 million tonnes of coal
has been extracted upto 31-3-2010, by adopting different mining techniques. SCCL
now operates at present 48 Mines i.e., thirty seven (32) Under Ground Mines and
sixteen (16) Open cast Mines in these four (4) Districts.
No. of coal producing mines:
Opencast 16
Underground 32
Total 48
TECHNOLOGIES IN UNDERGROUND MINES:
• Conventional Mining
• Side Discharge Loader(SDL)
• Load Haul Dumper(LHD)
• Road Header
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25. • Long wall
• Blasting Gallery
• Continuous Miner
TECHNOLOGIES IN OPENCAST
• Surface Miner
• Dragline
• Shovel & Dumper
• IN pit crusher – Conveyer – Spreader
• Highwall
VII. MILE STONES OF TECHNOLOGY INTRODUCTION :
1948 : Introduction of machine mining (Shuttle Car).
1951 : Electric Coal Drills.
1953 : Electric Cap Lamps.
1954 : Frame Proof Mining Machinery.
1975 : Open Cast Mining.
1979 : Side Dump Loaders (SDLs).
1981 : Load Haul Dumpers.
1983 : Mechanized Long Wall.
1986 : Introduction of computers & walking dragline in Opencast
Mines.
1989 : French Blasting Gallery Technology.
1994 : Input crushing & conveying technology in Open Cast Mining.
2002 : Surface Miner Technology.
2007 : Strike Free Year with the Cooperation of all the Unions.
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26. VIII. TECHNOLOGIES & THEIR OUTPUT IN SCCL (Table 2)
Name of the Technology
Percentage to total output
in 2014-15%
Open cast mining 80.14%
Long wall technology 1.34%
Blasting gallery technology 0.79%
Underground Mining (Traditional, LHD,
SDL….)
19.86%
IX. MANPOWER OF SCCL (Table 3)
SL.
NO
CATEGORY AS OF MARCH 31st
2015
1 Top executives 04
2 Executives 2,380
3 Supervisory Staff 3,295
4 Secretarial staff 1,642
5 Technical staff 8,247
6 Skilled (Daily rated) 16,186
7 Semiskilled (Daily rated) 4,935
8 Unskilled(Daily rated) 18,705
9 Unskilled(Piece rated) 3,433
10 Apprentices -
Total 58,837
This forms the basis for expansion / modernization / creation of training
facilities. investments also will be made in this direction. Manpower is decreasing
year by year to reduce cost of production rate.
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27. X. PERFORMANCE OF SCCL AT A GLANCE (Table 4)
PERFORMANCE OF SCCL AT A GLANCE
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15
Coal Production (Mill.Tons) 36.14 37.71 40.60 44.54 50.43 51.33 52.21 53.19 50.47 52.54
Coal dispatches (Mill.Tons) 35.32 37.48 41.79 44.41 50.42 50.05 51.40 53.27 47.89 52.66
Productivity(overall OMS)
(T)
2.16 2.39 2.63 3.01 3.35 3.59 3.94 3.94 3.86 4.20
OB Removal(Mill.Cu.Mtr) 115.58 139.86 140.72 184.64 247.05 216.96 209.73 175.84 170.29 262.82
Manpower (as on 31st
March of that financial year
ending)
86,025 82,224 75,573 70,586 69,043 67,615 66,466 64,600 61,778 58,837
XI. COMPUTERIZATION IN SCCL:
 SCCL has initiated computerization activity in the early eighties utilizing
outside faculties and installation of in-house computer in the corporate
office in 1986 since then number of systems is developed such as pay roll,
stores. Accounting Management Information System, Personnel,
Personnel data (EPR), inventory Management etc.
 Computerization has been introduced in the supply and allotment of coal
to the industries in the non-crore sector by the marketing Department. All
documentation of data pertaining to over 2000 industrial consumers has
been totally computerized.
 The marketing department has been issuing computerized sale notes to all
the industrial consumers with in 24 hours of receipt of requests from the
consumers. Daily a computerized statement indicates the sale notes issued
to consumers and the requests pending at the each day is displayed on the
Notice Board of the Marketing Department.
Computerized recruitment system by which selection of candidates was
completed within 24 hours of written test evolved to remove the subjectivity in
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28. the selection process and this was appreciated by the candidates as well as the
general public.
SINGARENI - NEW BUSINESS
• Underground Coal Gasification, Surface Coal Gasification & Coal Bed
Methane.
• Power Generation : 20 MW Captive Power Plant & 500 MW Merchant Power
Plant.
• Explosives : Manufacturing of Site Mixed Slurry (SMS) Explosives.
• Mining of Iron ore and other minerals.
• Development of SEZ.
BUSINESS PARTNERS OF SINGARENI
• Andhra Pradesh Gas Power Corporation Ltd : to co-operate and promote
one or more Joint Venture Companies with the aim of jointly undertaking Coal
Mining, Mining Beneficiation, processing, operation & maintenance in India.
• Carbon Energy Pty. Ltd (CEPL), Australia: for investigation of the potential
for Underground Coal Gasification in SCCL command areas.
• National Thermal Power Corporation: for co-operation and promotion for
Joint Venture companies for jointly undertaking various activities related to
coal mining, integrated coal based power projects and related consultancies, in
India and abroad.
• Oil & Natural Gas Commission : to Cooperate in the service, operation,
process Development and Research related to Underground Coal Gasification
(UGC), Surface Coal Gasification (SCG) and Coal Bed Methane(CBM).
• COMMON WEALTH SCIENTIFIC AND INDUSTRIAL RESEARCH
ORGANISATION (CSIRO), Australia : To facilitate R & D projects in
Strata Mechanics, ventilation and other related subjects with specific reference
to Longwall Mining.
28

29. CHAPTER-3
ABOUT
TRAINING & DEVELOPMENT
IN SCCL MINES
29

30. MISSION OF HRD IN SCCL
The HRD is developed based on our Company’s mission as outline below:
1. Strive relentlessly for improving the competencies of all Singareni (Executives,
Non-Executives and Trade Union Leaders of SCCL) so that our organization
can achieve outstanding results in a sustainable manner.
2. To enable all the Singarenians to lead healthy, peaceful, stress-free and
prosperous lives.
3. To develop Singareni as excellent performers, responsible citizens, best team
and ideal family members by harnessing their full potential.
II. GOVT. OF INDIA GUIDELINES ON TRAINING
A) 1.5% of the wages and salaries to be spent on HRD.
III. DIRECTOR GENERAL OF MINES SAFETY GUIDELINES ON
TRAINING:
A) All employees list in the schedules to be given induction training at the time
of joining and refresher at an interval of not more than five (5) years.
B) Supervisors to be given structured training on safety for two (2) weeks once
in five (5) years apart from refresher training.
IV. RECOMMENDATION OF THE NATIONAL CONFERENCE SAFETY:
Top priority is being given to implement training programmes as per the
recommendations of THE NATIONAL CONFERENCE ON SAFETY.
30

31. V. DIMENSIONS OF HRD WITH REFERENCE TO SCCL
 PHYSICAL CAPACITY (FITNESS)
 LITERACY HEALTH & NUTRITION
 KNOWLEDGE
 SKILLS
 PERSONALITY DEVELOPMENT
 TEAM BUILDING (GROUP DYNAMICS)
 INFORMATION TECHNOLOGY.
VI. PROCESSES OF HRD WITH REFERENCE TO SCCL
 LITERACY MISSION.
 TRAINING.
 GUEST LECTURES.
 MULTIMEDIA.
 TECHNICAL JOURNALS.
 HRD BULLETIN.
 KNOWLEDGE DAY.
 LITERACY.
 YOGA & MEDITATION CAMPS.
 STUDY TOURS
 MENTORING
 SEMINARS, WORKSHOPS & CONFERENCES.
 IN-HOUSE JOURNAL (SINGARENEEYULA SAMACHARAM).
 PERFORMANCE COUNSELLING.
31

32.  KNOWLEDGE MANAGEMENT.
 JOB ROTATION.
 LIBRARIES.
 E-LEARNING.
 IN-HOUSE EXPERT GROUPS.
 ACQUIRING HIGHER/EXTRA QUALIFICATION IN SERVICE.
VII. TRAINING CENTRES
1) MINES VOCATIONAL TRG. CENTRES - 8
2) TECHNICAL TRAINING CENTRE, MANUGURU - 1
(OPEN CAST PERSONNEL)
3) UNDERGROUND MECHANISATION CENTRE - 1
(GODAVARIKHANI).
4) NARGUNDKAR INSTITUTE OF MANAGEMENT - 1 (GDK
FOR EXECUTIVES)
INFRASTRCTURE
 THERE ARE LIBRARIES AT ALL THE TRAINING CENTRES.
 LCD PROJECTORS ARE PROVIDED TO ALL THE TRAINING.
 COMPUTERS ARE PROVIDED AT ALL TRAINING CENTRES.
 WELL EQUIPED CLASS ROOMS.
 ALL TECHNICAL TRAINING MODELS
32

33. STATUTORY TRAINING IN MINES VOCATIONAL TRAINING CENTRES
(MVTCs) AS PER MVTC RULES 1966:
i) Basic Training
ii) Change of job training
iii) Special Training:
a) Statutory Examinations:
 FMMC/SMMC
 Overmen Certificate
 Surveyors certificate
 Mining Sardars
 First-Aid
b) Others: Coal Cutting, Timbering, Gas Testing, First-Aid, Booster
training & Contract labour.
 Structured Training. For Supervisors,
 Pit Safety Committee Members,
 Train the Trainers,
 Basic Firefighting & Electrical Safety.
TECHNICAL TRANING CENTRE, MANUGURU
It is purely train the open cast personnel and following types of training are being
imparted:
 INDUCTION TRAINING.
 CHANGE OF JOB TRAINING.
 REFRESHER TRAINING.
 SPL. TRAINING BY EQUIPMENT SUPPLIERS
33

34. UNDERGROUND MECHANISATION TRG, CENTRE
It started functioning from 22.05.2003 at Ramagundam-II Area,
Godavarkhani in Karimnagar District to train the executives and non-executives on
Side Discharge Loaders & Load Haul Dumpers arid on other Mining machinery. It is
first of this kind to introduce at coal mining industry in India.
NARGUNDKAR INSTITUTE OF MANAGEMENT (NIM). RAMAGUNDAM-II
It was named after Late Padmashri S.K.Nargundkar, who was the first Mining
Engineer to become the Managing Director of SCCL and its objectives to equip the
senior executives with requisite knowledge and competencies to manage a coal
company in a competitive environment. It was started during November 2000.
It is a state of art Management Development Institute with a bench mark
achieved for conducting In-house training programmes for 255 days in a year for
executives.
VIII) NON STATUTORY TRAINING
Almost 75% to 80% of HRD work is covered in training process. Rigorous training
will be given for at least one year after recruitment. The details of training policy are
given below:
Miners (Excluding Tradesmen & Supervisory staff);
Almost all underground designations are covered by training modules as
per MVT Rules, 1966. They are given basic and refresher training. The
frequency of refresher training is once in five (5) years (six days). Guidelines of
34

35. DGMS will be followed in case of other designations, which are not included in
schedules.
TRADESMEN:
In addition to the Para mentioned above, it is proposed to send
Tradesmen & Technical Supervisors to Advanced Training Institute (ATI),
Hyderabad or any other institute of equal standing once in ten (10) years, for
updation of technical knowledge/skills. In case of trades like Moulders, they
will be sent to Chennai/Bangalore because the training facilities are not
available at ATI, Hyderabad. Training by equipment suppliers, at site and their
factory, to the concerned tradesmen, is also arranged whenever necessary.
SUPERVISORY STAFF (MINING):
(a) As per the recommendations of the National Safety Conferences (six
days).
(b) All supervisory staff are given structural training for a period of two
weeks once in five (5) years on safety matters as per the
recommendations of 9th Tripartite National Conference on Safety in
Mines(Twelve days).
(c) Supervisory development programme for four (4) days in five (5) years.
SUPERVISORY STAFF ( E&M):
a) As per the recommendations of the National Safety Conferences (six
days).
35

36. (b) All supervisory staff are given structural training for a period of two
weeks once in five (5) years on safety matters as per the
recommendations of 9th Tripartite National Conference on Safety in
Mines(Twelve days).
(c) Supervisory development programme for four (4) days in five (5) years.
IX) INDUCTION TRG. PROGRAMMES:
Table 5: TECHNICAL AND NON TECHNICAL STAFF:
SN Discipline
Duration of
training
Remarks
1 Asst. Foreman Trainees 3 weeks At the time of entry
2
Asst. draughtsman/Sub
overseer trainees
One week At the time of entry
3 Tradesman trainees Two weeks At the time of entry
4 Overman Four weeks At the time of entry
5 Mining Sardars/Shot Firer One week At the time of entry
6 JAOs, POAs and Clerks Two Weeks At the time of entry
Junior Executives (E-l, E-2 & E3):
Induction training Programme: 4 to 6 months for Officers recruited in E.1/E.2 Grades
depending on the discipline. In respect of GDMOs/LMOs and those taken on lateral
entries at E3 & above, a two week induction course will be conducted. However, in
respect of specialist doctors, a one week induction course will be conducted.
IN-HOUSE TRAINING:
36

37. Man-days of training:
By preparing tailor made course material and presentations to meet specific
needs, in-house training is arranged. The training mandays proposed by
different HODs for executive development are given below.
Table 6: Training mandays
S. No. Discipline Periodicity Duration
1. Mining
Once in 3 years 6 days
2 E&M
3 Personnel Once in 2 years 3 days
4 F&A Once in 2 years 3 days
5 Exploration Once in 3 years 6 days
6 Civil Once in 3 years 3 days
7 IED Once in 2 years 3 days
8 EDP Once in 2 years 3 days
9 Law Once in a year 3 days
10 Survey Once in 3 years 6 days
11 Medical & Health Once in 3 years 2 days
12 Estates Once in a year 2 days
13 Environment Once in a year 3 days
Middle Level Executives (E-4 & E.5);
 In house training : One week in two years.
 External training : Once in three years.(minimum one
week)
 Study tour : Once in six years.
 All middle level executives in the 12-18years of seniority will be given a
two week refresher course. This will be in place of in house training.
37

38. Sr. Executives (M.I & M.2 -Dv.GMs/Addl.G.Ms):
 In house training : One week every year.
 External training : Once in three years.
 Study tour : Once in four years for M.1 Officers & Once in two
years for M.2Officers.
 Training on Minex, AutoCAD to 50% of employees mining, E&M and
Survey, Exploration shall be given over a period of time and maintained at
that level.
CGMs/G.Ms/HODs:
 In house programs : 3 days in a year.
 Professional Conferences : Once in a year.
 External Training / Study tour : Once in two years.
As far as possible, study tour and professional conference
may be combined.
Topics for in house training programs:
Non-executives (Cat I - VI):
a) Literacy
b) Emotional Intelligence „
c) Management of Stress and Neuronal Empowerment
d) Health & Nutrition
e) Savings and Terminal Benefits
Non-executives (Clerks/PAs/POAs/OSs):
 Basic Computer Training
 Management of Stress on Neuronal Empowerment
38

39.  Emotional Intelligence
 Health & Nutrition
 Modern Office Management.
Supervisors:
a) Management of Stress & Neuronal Empowerment
b) Emotional Intelligence
c) Supervisory Development (3 days)
d) Health & Nutrition
e) Total Productive Maintenance (TPM)
f) Total Cost Management
Executives:
a) Emotional Intelligence
b) Basic Computers
c) Health & Nutrition
d) Management of Stress & Neuronal Empowerment
e) Work Study.
f) Productivity Techniques
g) Modern Office Management
Training of Trade Union Representatives:
After completion of secret ballot for trade unions, the Personnel Department will
send a list of office bearers of newly elected trade unions. A three day residential
training will be arranged to them. External and internal faculty will conduct
interactive sessions.
39

40. EXTERNAL TRAINING PROGRAMMES: (IN INDIA)
External training is arranged for around l/3rd
of the executives every year, with the
following objectives:
(a) Exposure to the new methods of work, new technology and new
environment.
(b) Updating of domain knowledge.
(c) Interactive learning from experiences of participants from other
organizations.
(d) Net-working with professionals in the field.
(e) To improve aptitude on the subject.
(f) To change the attitude towards new ideas, work culture, Discipline,
technology, etc. by seeing excellence.
(g) Motivation i.e. rewarding good performers.
FOREIGN TRAINING PROGRAMMES:
 This is for improving professionalism and to know the latest
improvements in the fields of mining, management skills and also to learn
operation and maintenance of latest equipment supplied to the Company
Global standards
And strategy will be studied by the participant which will help in working
for global standards of excellence.
HRD BUDGET:
HRD Budget (2014-15 & 2015-16) was approved with the following parameters
Table 8: HRD budget for training planned Rs. In Crores
40

41. Particulars 2014-15 2015-16
A Variable Expenditure 25.41 29.98
B Fixed Expenditure 21.83 26.71
C Total A+B 47.24 56.69
SOME OF THE APPROVED TRAINING INSTITUTES
1. Engineering Staff College of India (ESCI), HYD
2. Administrative Staff College of India (ASCI), HYD.
3. National Productivity Council (NPC), DELHI.
4. Indian Institute of Coal Management (IICM), RANCHI.
5. Central Mining Research Institute (CMRI), DHANABAD.
6. Indian School of Mines (ISM), DHANABAD.
7. Centre for Electronic Test Engg, HYD.
8. National council for CEM. & Building Research, HYD.
9. Indian institute of MGT. AHMEDABAD/LUCKNOW/BANGALORE.
10. Central Labour Institute, MUMBAI.
11. Indian Institute Of Plant Engineers, HYD.
12. Loss Prevention Association Of Indian, HYD.
13. Gandhi Labor Foundation, PURL
14. Hyderabad Management Association (HMA), HYD.
15. Indian Institute Of Technology, KHARAGPUR.
16. Andhra Pradesh Productivity Council (APPC), HYD.
17. Centre For Organization Development (COD), HYD.
18. Indian Society For Training & Development HYD/DELHI.
19. Inst. of Chartered Accountants Of India, CHENNAI/DELHI.
20. Institute Of Public Enterprise (IPE), HYD.
41

42. 21. National Inst. Of Small Industries Extn. Training (NISIET) HYD
22. Indian Mine Managers' Assn., BHUVANESHWAR.
23. Indian Institute of Industrial. Engg, MUMBAI.
24. Institution of Engineers (I) LTD., HYD
25. Mining, Geo. & Met Inst. of India (MGMI), KOLKATA.
27. TATA Management Training Centre, PUNE.
28. Adv. Training, Institute For Electronics, HYD
29. DR.MCR HRD Institute of AP, HYD
30. Geological Survey of India, HYD 31.ICWAI.CHENNAI.
32. Institute of Company Secretaries, CHENNAI.
33. J.N.T University, HYD
34. Management Of Development Institute GURGAON.
35. SHRIRAM Center for IR, DELHI.
36. Computer Maintenance Corporation Of India (CMC), HYD
37. NUT LTD., HYD/MUMBAI.
38. Gandhi Institute Of Technology &Management (GITAM), VIZAG.
39. All India Management Association (AIMA), NEW DELHI.
40. Mining Engineers Association Of India (MEAI), HYD /KOLKATA.
41. National HYD NETWORK.
42. Power System Training Institute (PSTI), BANGALORE.
43. National Safety Council, MUMBAI.
44. Academy OF HYD, AHMEDABAD
45. Centre for excellence in project management, NOIDA.
46. Institute Of Drilling Technology, DEHRADUN.
47. TATA Energy Research Institute, MUMBAI
42

43. 48. Indian Institute Of Internal-Auditors
49. Income Tax Bar Association
50. Federation Of Indian Chamber Of Commerce & Industry (FICCI).
51. FAPCCI.
52. Confederation of Indian Industries (CII).
53. Centre for Energy Technology (AUTONOMOUS), OU, HYD
54. Foremen Training Institute, (FTI), BANGALORE
55. Institute Of Energy Of Management HYD
56. National Power Training Institute, NAGAPUR
57. National Inst. Of Personnel Management HYD
58. Indian School Of Business HYD
59. Central Mine Planning & Design Institute Ltd., Ranchi
60. Institute Of For Miners & Metal Workers Education, Kolkatta
61. Institute Of Business Administration & Training, Bhuvaneshwar
62. Grid Consultants Pvt Ltd., Mumbai.
63. Intellects Biz, Hyderabad.
64. Indian Council of Arbitration, New Delhi
65. Indian Instate Of Materials Management, New Delhi.
43

44. CHAPTER-4
DATA ANALYSIS
&
INTERPRETATION
44

45. A QUESTIONNAIRE ON TRAINING & DEVELOPMENT
NAME________________________ DESIGNATION__________________
PLACE OF WORK______________
MALE/FEMALE_________________
1) For how many years you are working in the company?
a. 0 - 5 years
b. 5 - 10 years
c. 10 - 15 years
d. More than 15
2) Your organization considers training as a part of organizational strategy. Do you
agree with this statement?
a. Strongly agree
b. Agree
c. Somewhat agree
d. Disagree
3) Which method is most suitable for training you?
a. On the job training
b. In-house training
c. Induction/basic training
d. All of the above
45

46. 4) How many training programmes have you attended in your entire service?
a. Less than 3
b. 3-5
c. 5-7
d. Above 7
e. Nil/self-training
5) What do you understand by training?
a. Learning
b. Enhancement of skills
c. Sharing information
d. All the above
6) How much learning experience you have obtained in your present job by
attending training programmes?
a. Little
b. Lot
c. Average
d. None
7) Trainings are must for enhancing productivity & performance. Do you agree
with this statement?
46

47. a. Completely agree
b. Partially agree
c. Disagree
d. Unsure
8) How often the training programmes is conducted in your organization?
a. Once in a year
b. Once in 2 years
c. Once in 3 years
d. Uncertain
9) How satisfied you are with the effectiveness of training programmes?
a. Excellent
b. Very good
c. Average
d. Nil/poor
10) Identify the short comings in training programmes if any, in the following?
a. Physical arrangements
b. Faculty
c. Training methods
d. Contents of the program
e. Time
47

48. f. None/Nil
11) What do you expect from the training programmes?
a. Theoretical guidance
b. Practical knowledge
c. Vocational guidance
d. Technical skills
e. All of the above
12) The time given for the training period is?
a. Sufficient
b. Manageable
c. To be extended
d. To be shortened
48

49. [Signature]
49

50. QUESTIONNAIRE INTERPRETATIONQUESTIONNAIRE INTERPRETATION
1) For how many years you are working in the company?
s.no Type of response No. of respondents %
1 0-5 0 0%
2 5-10 2 4%
3 10-15 6 12%
4 More than 15 42 84%
Total 50 100%
INTERPRETATION:
Analysis: From our survey of respondents, no members are working between 0-5
years in this company, 4% of the respondents are working between 5-10 years in this
organization, 12% of the respondents are working between 10-15 years in this
organization & 84% of more respondents are working here.
50

51. Interpretation: This tells us that nobody wanted to leave the company for its high
packages, facilities, welfare measures, safety & security provided by the company. The
employees are well satisfied with the training programs provided & are able to continue
with the jobs with change in technology.
51

52. 2) Your organization considers training as a part of your organizational strategy.
Do you agree with this statement?
s.no Type of response No. of
respondents
%
1 Strongly agree 18 36%
2 Agree 25 50%
3 Somewhat agree 5 10%
4 Disagree 2 4%
Total 50 100%
INTERPRETATION:
Analysis: 36% of the respondents gave response to strongly agree with the statement
provided, 50% of the respondents gave response to agree with the statement provided,
10% of the respondents gave response to somewhat agree with the statement provided,
4% of the respondents gave response to disagree with the statement provided.
52

53. Interpretation: This explains that most of the employees & employers are well
satisfied with the training provided by organization & considers training &
development as part of organizational strategy only little disagrees, may be due to diff
perceptions in their minds.
53

54. 3) Which method is most suitable for training you?
S.no Type of response No. of respondents %
1 On-the job 11 22%
2 In-house 7 14%
3 Induction/Basic 3 6%
4 All the above 29 58%
Total 50 100%
INTERPRETATION:
Analysis: 22% of respondents are opted that they are convenient by on-job
training only.14% of respondents are convenient by in-house method & 6% of
respondents like only induction/basic. Mostly 58% of respondents are convenient
by all the above 3 methods of training.
Interpretation: This explains that, sample consisting of different departments of
executives/non-executives are given different type of training programmes based
54

55. on their designations & job requirements that are convenient in the method opted
for respective methods. According to their needs of job, they feel convenient in
those methods.
55

56. 4) How many training programmes have you attended in your entire service?
S.no Type of response No. of respondents %
1 Less than 3 12 24%
2 3-5 17 34%
3 5-7 5 10%
4 More than 7 13 26%
5 Nil/self-training 3 6%
Total 50 100%
INTERPRETATION:
Analysis: 24% of the respondents have attended 3/less than 3 programs in their entire
service, 34% of the respondents have attended 3-5 programs in their service, 10% of
the respondents have attended 5-7 programs in their service, 26% of the respondents
have attended above 7 programs in their service,6% opted for nil/self-training.
56

57. Interpretation: This clearly explains about attemption of training programmes by the
executives & non-executives. Some high profile executives preferred for self-trainings,
which are privately taken by them.
57

58. 5) What do you understand by training?
S.no Type of response No. of
respondents
%
1 Learning 0 0%
2 Enhancement of skills 12 24%
3 Sharing information 2 4%
4 All the above 36 72%
Total 50 100%
58

59. INTERPRETATION:
Analysis: 4% of the respondents think that training is only for sharing information.
22% of respondents support for enhancing skills whereas none opted training for
learning. Mostly i.e.., 72% opted for all the above.
Interpretation: This explains how basically employees/employers are aware on the
conduction & its importance in their present jobs. This shows that most of the
employees are aware & know the purpose of training.
59

60. 6) How much learning experience you have obtained in your present job by
attending training programmes?
S.no Type of response No. of respondents %
1 Little 4 8%
2 Lot 20 39%
3 Average 25 49%
4 None 2 4%
Total
50
100%
INTERPRETATION:
Analysis: 8% of the respondents opted they gained a little bit from training
programmes, 49% have opted for gaining overall average benefits from training. 4% of
respondents feel that they have gained nothing from trainings & 39% of respondents
that they have gained from training sessions.
60

61. Interpretation: This explains us that the employees/employers who have attended to
training programmes gained benefits on an average according to statistics of survey
made. This will lead to employee development & in turn leads to company’s
development.
61

62. 7) Training is must for enhancing productivity & performance. Do you agree
with this statement?
S.no Type of response No. of respondents %
1 Completely agree 41 82%
2 Partially agree 9 18%
3 Disagree 0 0%
4 Unsure 0 0%
Total
50
100%
INTERPRETATION:
Analysis: 82% of respondents agree completely that training enhances productivity
& performance whereas 18% of respondents partially agree for this statement.
62

63. Interpretation: This shows us that employers & employees are aware of benefits
provided by the training & tells that training is must for enhancing performance of an
employee which in turn leads to change in good orgal culture, structure,… which helps
in improving productivity of the company.
63

64. 8) How often the training program is conducted in your organization?
S.no Type of response No. of respondents %
1 Once in a year 9 18%
2 Once in 2 years 1 2%
3 Once in 3 years 14 28%
4 Uncertain 26 52%
Total
50
100%
INTERPRETATION:
Analysis: 18% of respondents opted for once in a year training provided by the
company, 2% of respondents are provided training once in 2 years and 28% of
respondents are provided training once in 3 years. 52% of respondents are provided
training according to the needs of job i.e.., uncertain.
Interpretation: This shows that according to globalization, changes in technology &
other factors training needs should be analysed properly, training should be provided.
64

65. Some training programmes are unplanned, but needed to implement fastly by
considering time factors.
9) How satisfied you are with the effectiveness of training programmes?
S.no Type of response No. of
respondents
%
1 Excellent 6 12%
2 Very good 26 52%
3 Average 15 30%
4 Nil/poor 3 6%
Total 50 100%
INTERPRETATION:
Analysis: 12% of respondents have excellent satisfaction with the effectiveness of
training programmes, 52% of respondents very good satisfaction with the effectiveness
of training programmes, 30% felt average satisfaction with the effectiveness of training
sessions & 6% felt nothing with effectiveness of training sessions conducted.
65

66. Interpretation: This explains that after conducting training sessions, it is good to
know about satisfaction levels of employers & employees. This helps in involvement of
employers & employees in jobs and other organizational activities.
66

67. 10) Identify the short comings in training programmes if any, in the following?
S. no Type of response No. of respondents %
1 Physical arrangements 1 2%
2 Faculty 9 18%
3 Training programmes 10 20%
4 Contents of program 12 24%
5 Time 15 30%
6 None/Nil 3 6%
Total 50 100%
INTERPRETATION:
Analysis: 20% feel that training programmes need to be conducted more.24% of
respondents feel contents of program need to be revised.30% feel that training period
timings should be extended.18% feel that they need more good faculty having good
knowledge.6% feel physical arrangements should be more & 2% feelings are none/nil.
Interpretation: This tells us that after training programmes conduction, we need to
take feedbacks on how the trainees are feeling about the sessions conducted.
Identifying the shortcomings & rectifying them, so that no resources are wasted we can
provide best training for trainees.
67

68. 11) What do you expect from the training programmes?
S.no Type of response No. of respondents %
1 Theoretical guidance 7 14%
2 Practical knowledge 20 40%
3 Vocational guidance 1 2%
4 Technical skills 12 24%
5 All the above 10 20%
Total 50 100%
INTERPRETATION:
Analysis: 14% expect theoretical guidance from training programs.40% of
respondents expect practical knowledge.2% in need of vocational guidance whereas
24% of respondents would like to have technical skills & 20% wanted all the above.
Interpretation: This explains that employees & employers designations are different
& jobs also vary. So everyone in need of different training, wanted to acquire skills
regarding their jobs, so we need to evaluate what type of training to whom that requires
the most.
68

69. 12) The time given for the training period is?
S.no Type of response No. of respondents %
1 Sufficient 12 24%
2 Manageable 12 24%
3 To be extended 24 48%
4 To be shortened 2 4%
Total
50
100%
INTERPRETATION:
Analysis: 24% of respondents are satisfied with training period provided by the
company.24% felt that they can manage the training period given, 48% need more
training period & 4% wants the training period to be shortened.
Interpretation: This explains that each & everyone are different from others & take
different times. Some require less time to grasp more from training period & some take
more, some can manage the things. The time duration given for training period should
be evaluated correctly, if not leads to waste expenditure.
69

70. FINDINGS
The major findings of the project are enumerated as follows:
• Training is considered as a positive measure by SCCL for effective utilization
of skills and knowledge of employees.
• The training programmes were adequately designed to cater to the
developmental needs of the respondents.
• Some employees suggested that the time period of the training programmes
were less and need to be increased.
• Some of the respondents also suggested that use of latest training methods will
enhance the effectiveness of the training programmes.
• Some respondents believe that the training sessions could be made more
exciting if the sessions had been more interactive and in line with the
technological changes.
• The training aids used were helpful in improving the overall effectiveness of the
training programmes.
• The training programmes were able to improve on-the-job efficiency. Some
respondents also recommended that the number of training programmes be
increased.
• Majority of the employees agreed that training program helping a lot to increase
productivity and performance
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71. Recommendations & Suggestions
Based on the data collected through the questionnaire and interactions with the
Executives and Non-executives of SCCL, the following recommendations/ suggestions
are made:
• The organization may utilize both subjective and objective approach for the
training programmes.
• The organization may consider deputing each employee to attend at least one
training programmes each year.
• The In-house training programmes will be beneficial to the organization as well
as employees since it will help employees to attend their official work while
undergoing the training.
• The organization can also arrange part time training programmes in the office
premises for short durations, spanning over a few days, in order to avoid any
interruption in the routine work.
• The organization can arrange the training programmes department wise in order
to give focused attention towards the departmental requirements.
• Suppose, an employee's skill level has not been improved over a period of time,
his immediate supervisor should counsel him and try to know the problem.
• An employee can be rewarded if he attains a skill level rating, so that the co-
employees would be motivated to perform their job effectively.
• The training may be given to clerical staff atleast refreshment training once a
year to them.
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72. Conclusion
Analysis of all the facts & figures, the observations and the experience during the
training period gives a very positive conclusion/ impression regarding the training
imparted by the Human Resource Department of Singareni Collieries Company Ltd
(SCCL) to its employees. HRD of SCCL is performing its role up to the mark and the
employees enjoy the training imparted especially the reality learning and simulation.
The training imparted meets the objectives like:
• Effectiveness of the training and its resultant in the performance of the
employees.
• Assists the employees to acquire skills, knowledge and attitude and also
enhance the same.
• Helps to motivate employees and helps in avoiding mistakes.
It becomes quite clear that there is no other alternative or short cut to the development
of human resources. If we have to meet the challenges of technology, social and
economic we have to train the HR irrespective to their category at which they work in
the organization.
As it is recognized fact that we cannot survive in tomorrow business‘s world with
yesterdays method. And hence the continuous development of HR is prime need of
today’s organization.
***
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73. BibliographyBibliography
1. SCCL Company’s operational statistics manual.
2. HRD manuals of SCCL
3. Monthly magazines/Bulletins of HRD of SCCL
4. www.google.com
5. www.scclmines.com
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