Training and development 1

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1. INTRODUCTION
Goa shipyard Limited (GSL) established in 1957 is a leading ISO 9001 – 2008 certified
shipyard on the west coast of India, functioning under the administrative control of ministry
of defence, Govt. of India.
GSL is strategically located on the banks of river zuari in Goa, a major international tourist
destination well connected by its international airport & major port enroute all important
shipping lines.GSL begin with a barge building yard, it has garnered reputation as one of the
most sophisticated ship builders in the country.
For over four decades, GSLhas designed .built & commissioned a wide range of sophisticated
vessels for varied applications in the defence & commercial sectors with expertise in building
modern patrol vessels of steel & aluminium hull structure.
GSL Strength is:
An ISO 9001 certified company.
World class CAD/Cam facility for basic design, simulation &
advanced outfitting.
State – of – art manufacturing facilities which include four slipways
with a maximum weight of 3000 tonnes & 180m long outfitting jetty.
Unique distinction of implementing ERP for all functions.
Steel preparation shop for priming & cutting of steel, aluminium
nonferrous plates.

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Corporate Objective :-
Production& utilization of resources –
To design & build sophisticated ships for Navy & coast guard
organisation with the aim of achieving self – sufficiency in this
vital technology.
To carry out Ship repairs.
To promote use of indigenous equipment such as computers,
radar, communication equipments, auxiliary machinery,
electrical fittings & domestic equipments.
To substitute gradually indigenous equipment‟s in place of
imported equipment‟s.
Social Objectives:–
To help build up a strong industrial base through development
of ancillaries.
To ensure that the ecology balance is not disturbed due to
industrialisation, through pollution control, wherever required.
Encourage SC/ Tribe persons by giving them preference in
employment in the company & in the promotion of SC/ST
employees as specified by the Government.
Export promotion & import substitution:–
Earn foreign exchange through shipbuilding & ship repair
Employee relations &welfare:–
To improve productivity by harmonious industrial relations
Promote welfare activities to raise morale of the employees.
Promote development of managerial and technical skills of the
Company‟s employees through development programmes and

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technical training. Provide training to a large number of apprentices for
absorption in the Company‟s own unit and in other industries.
To improve standards of safety with the help of a sound safety
organisation and training personnel at all levels in safety so as to
reduce accidents and loss of man hours.
VISION
“To be a global leader in building and repairing ships and GRP vessels in the
medium sized sector”.
MISSION
“To be a Global Shipbuilder and Ship Repair Organization in the high
technology sector and to diversify into other related products”

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Organisation chart of Goa Shipyard limited:

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Services Offered:-
GSLhas the techno – commercial know – how in a whole range of marine products, enabling
it to offer comprehensive services which encompass almost every activity that is connected
with the total undertaking of shipbuilding contracts.

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Products provided by GSL:-
Offshore supply cum standby vessel
650 tonne oil tanker
300 passenger vessel
Defence products:-
 105 M Advanced Offshore Patrol Vessel
 90 M Offshore Patrol Vessel
 105 M Naval Advanced Offshore Patrol Vessel
 35 Knots High Speed FRP Interceptor Craft
 40 Knots High Speed Interceptor Craft
 Sail Training Ship
 Missile Craft
 Craft Landing
 Fast patrol vessel
 Advanced Offshore Patrol Vessel
 Offshore Patrol Vessel
 Extra Fast Patrol Vessel
 Oceanic Hydro-graphic Survey Vessel.
Various departments in Goa Shipyard:-
 Human resource Departments
 Company secretariat & legal Departments.
 Vigilance Department
 Finance Department
 Planning & outsourcing Department
 Commercial department
 Ship repairs & general Engineering service
 Production Department
 Quality assurance and reliability
 Safety health and environment
 EDP &ERP

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ROLE OF HUMAN RESOURCE MANAGEMENT:-
The term human resources at the macro level indicates the sum of all the components
(like skill, creative ability) possessed by all the people (employed, self-
employed,unemployed,employers,owners etc.) whereas the term personnel even at the macro
level is limited to employees of all organisations.
Human resources at the organisational level includes all the component Resources of
all the employees from rank & file to top management level, all the employers like managing
director, board of directors, persons who work on honorary basis, experts drawn from various
organisations, & those people (particularly family members) influencing the human resources
of the former group.
In short it includes the resources of all the people who contribute their services to the
attainment of organisational goals & others who contribute their services in order to create
hurdles in the attainment of organisational goals.
Human resources is much broader compared to the term personnel either at the
components level or at organisational level or even at the macro level. Human resources
management at organisational level does mean management of the dynamic components
(resources) of all the people (owner of employed or directly or indirectly related) at all levels
in the organisational hierarchy round the clock & throughout the year.

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HRD SECTION’S CHART
GM (P&A) – General Manager (Personnel & Administration)
CM(S&A) – Chief Manager (Security & Administration)
Manager (Human Resource Development/Training)
OIC (Trg.) - Officer-In-Charge (Training)
GM (P&A)
CM(S&A)
Mgr (Trng/HRD)
Clerical staff
Office staff

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SCOPE OF HUMAN RESOURCES AT
THEORGANISATIONAL LEVEL:-
GENERAL ASPECTS OF HUMAN RESOURCE
MANAGEMENT
Human Resource Planning :-
It is the process by which an organisation should move from its current
manpower position to its desired manpower position through planning, right
number & right kind of people at the right time.
Recruitment:-
Recruitment refers to those sets of activities an organisation used to attract job
candidates possessing the appropriate characteristics to help the organisation
reach its objectives.
Human
Resources of
employees,Ex
perts of other
Organisations
etc.
Human
Resources of
those who
Affect the
Employee
Negatively
Core of
organisational
Resoures
Human
Resources of
those people
Who Affect the
Employees
Positively

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Selection:-
Searching for prospective employees & stimulating them to apply for
jobs in an organisation, the management has to perform the function of
selecting the right employees at the right time.
Training :-
Training is the act of increasing the knowledge & skill of an employee
for doing a particular job.
Performance Appraisal :-
Performance Appraisal is a method of evaluating the behaviour of
employeesin the work spot,normally including both the quantitative &
qualitative aspects of job performance.
Training
After an employee is selected placed and introduced he/she must be provided
with training facilities. Training is the act of increasing the knowledge and skill of an
employee for doing a particular job. Training is a systematic and short term
educational process by which employees learn technical knowledge and skills for
definite purpose. Training improves, changes, moulds the employees knowledge,
skill, behaviour and attitude towards requirements of the job and the organization.
Training bridges the difference between job requirements and employee‟s present
specifications.
Employee training is different from management development or executive
development. While former refers to training given to employees in areas of
operations, technical areas, the latter refers to developing an employee in the area of
principles and techniques in the management, administration, and organisation.

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Need for Training
Every organisation should provide training to all employees
irrespective of their qualification, skills, suitability for the job etc.Training is
not done not only to new employees but also for updating the skills and
knowledge so as to retain the existing employees. Specific need for employees
arises due to following:
To match the employee specifications with the job requirements and
organizational needs
The management should find deviations between employee‟s present
specifications and the job requirements and organizational needs and should
provide training to fill these gaps.
Organisational viability and the transformation process
To get adapted to the changes first it has to train the employees to
impart specific skills and knowledge in order to enable them to contribute to
the organizational efficiency and to cop up with the changing environment.
Technological advances
For survival every organisation should adopt the latest technology for
this organisation should train the employees to enrich them in the areas of
changing technical skills and knowledge from time to time.
Organisational complexity
With the emergence of increased mechanization and automation,
manufacturing of multiple products and by-products organisation of most of
the employees has become complex. This leads to the growth in number and
kind of employees and layers in organizational hierarchy. This in turn creates
the problems of coordination and integration of activities

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Change in the job assignment
Training is also necessary when the existing employee is promoted to
higher level in organization and when there is some new job or occupation due
to transfer.
TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to that, there
are four other objectives: Individual, Organizational, Functional, and Societal.
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.
Technological advances
Organisational complexity
Job requirements
Top management support
Tearning principles
Personal functiuons
Process
Improved productivity
Prevention of obselence
Preparation for higher
level jobs
Improved morale

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Functional Objectives – maintain the department‟s contribution at a level suitable to the
organization‟s needs.
Components of training and development

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2. Concept of Training and development
Training is basically systematic procedure for transferring technical knowhow to the
employees so as to increase their knowledge and skills to do a particular job. Training and
development (T&D) encompasses three main activities: training, education, and development.
Garavan, Costine, and Hearty, of the Irish Institute of Training and Development, note that
these ideas are often considered to be synonymous. However, to practitioners, they encompass
three separate, although interrelated, activities:
 Training: - This activity is both focused upon, and evaluated against, the job that an
individual currently holds.
 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.
Training is an essential part of the orientation programme for a new recruit in an
organization. If the selected employee is not trained appropriately, then the investment made
by the organization in recruiting the employees might not give the expected benefits. Every
organization, irrespective of its size or nature of operation, needs to provide training to its
employees at various stages of their career
Training procedure:-
The training procedure is as follows:
Preparing the instructor
Preparing the trainee
Getting ready to teach
Presenting the operations
Try out the trainee‟s performance
Follow up

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Preparing the instructor:-
The instructor must know both the job to be taught and how to teach it. The
job must be divided into logical parts so that each can be taught at a proper time
without the trainee losing prospective of the whole
Preparing the trainee:-
The first step is to put the trainee at ease.
Getting ready to teach:-
This stage involves the following
Planning the programme
Preparing the instructor‟s outline
Do not try to cover too much material
Keep the session moving along logically
Discuss each item in depth
Take the material from standardised tax when it is available
Teach about the standards for the trainee like quality, quantity, waste or
scrap etc
Presenting the operations:-
There are various alternatives ways of presenting the operation viz,
explanation demonstration etc.an instructor mostly use the method of explanation.
Try out the trainee‟s performance:-
Trainee should now be asked to start the job independently. Some instructors
prefer that the trainee explains each step before doing it.
Follow up:-
Followup system should provide feedback o training effectiveness and on total
value of training system

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Contributions of training:-
The contributions of imparting to a company should be readily apparent.
Increased productivity
Increased morale
Reduced supervision
Reduced accidents
Increased organisational stability
Increased productivity:-
An increase in skill usually results in an increment in both quality and quantity
of output.
Increased morale:-
Training helps employees to improve their knowledge .it enables them to
remain up-to-date.
Reduced supervision:-
The trained employee is one who can perform with limited supervision. Both
employee and supervisor want less supervision but greater independence which is not
possible unless the employee is adequately trainee
Reduced accidents:-
More accidents are caused by deficiencies in equipment and working
conditions. Proper training in both job skills and safety attitudes should constitute
towards a reduction in accident rate.
Increased organisational stability :-
The ability of an organisation to sustain its effectiveness despite the loss of
key personnel

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TRADITIONAL AND MODERN APPROACHS OF TRAINING
Traditional Approach – Most of the organizations before never used to believe
in. 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 tobe 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.
Features
Training enhances the skills and capabilities of employees in the organisation.
The need for training can be emphasised in various work situations such as
harnessing skills for existing jobs planning out one‟s future job profile.
For training to be successful employee has to be convinced of its utility and
effectiveness
A successful training program improves the performance of the employees
which in turn improves the organisational performance
Training should bring positive changes in knowledge skills and attitude of
employees
Training inputs
There are three types of inputs viz. skills,attitudes and knowledge. The
primary purpose of training is to establish a sound relationship between the employee
and his job.
Skills
Training activities encompass activities ranging from the acquisition of a
simple mechanical skill to a complex administrative one.

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Attitude
Through orientation programmes the organisation has to mould and build up
favourable attitudes of employees towards organisation and organisation goals.
Knowledge
Knowledge about the job the factory industry and its organisation in general
Specific knowledge about the job, knowledge relating to the quality and standards of
the products services and knowledge about the particular discipline relating to the
job.
Training and Development Objectives
The principal objective of training and development division is to make sure
the availability of a skilled and willing workforce to an organization. In addition to
that, there are four other objectives: Individual, Organizational, Functional, and
Societal.
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.
Societal Objectives: – ensure that an organization is ethically and socially
responsible to the needs and challenges of the society.

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Training content for different categories of employees
Supervisory training:-
Here the emphasis is generally on on-the –job training methods. course
contents of training to this category include production control,
organisationmethods, work/activity control, method study etc.
Sales training :-
On-the-job as well as off-the-job training methods are followed in
training the sales personnel. Course content include job knowledge,
organisationalknowledge, knowledge about the company products, customers
etc
Clerical training:
Training content includes organisation and methods, company policies,
procedures and programmes background knowledge of the company etc.
PRINCIPLES OF TRAINING
Motivation
The effectiveness of the employee depends on how well he is
motivated by management; the effectiveness of learning also depends on
motivation
Progress information
The trainer should not bombard trainee with excessive information that
can misinterpreted. The trainee has a desire to learn new skills to remain up-
to-date.in order to sustain his interest it is necessary to provide only rightkind
of information.

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Reinforcement
The effectiveness of the trainee in learning new skills or acquiring new
knowledge should be reinforced by means of rewards and punishment.
Practice
A trainee should actively participate in the training programmes in
order to make the learning programmes an effective one.
Full vs. Part
It is better to desirable to teach employees the complete job at a stretch
or dividing the job into parts and teaching each part at a time.
Individual difference
Individual training is costly, and group training is economically viable
and advantageous to the organisation.
Areas of training
The organisation provides training to their employees in the following areas:-
Company policies and procedures:-
This area of training is to be provided with in order to make new employee
fully conversant with companyrules, practices, procedures, traditions, management,
organisation structure,environment,products or services.
Training in specific skills:-
Training in specific skills would make the employees more productive and
effective on the job
Human relations training:-
Human relations training have got greater significance in organisation as
employees has to maintain human relations not only with other employees but also
with their customers.

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Problem solving training:-
Problems are common to employees some of the problems of different
managers have same root cause.Hence management may call together all
managerial personnel to discuss common problems so as to derive at effective
solutions across the table.
Managerial and supervisory training:-
Even the non-managers sometimes perform managerial and supervisory
functions like planning, decision making,organising, and
maintaininginterpersonalrelations. Directing and controlling.
Apprentice training
It provides training in basic skills and knowledge in specified trades to educate
unemployed/apprentices with a view to improving their employmentopportunities or
to enable them to start their own industry
Training methods
On-the-job training:-
Under this method the individual is placed on a regular job and taught the
skills necessary to perform that job.
The different types of on-the-job training are:-
Job rotation
Coaching
Job instruction
Job rotation
This type of training involves the movement of the trainee from one job to
another. The trainee receives job knowledge and gains experience from supervisor or
trainer in each of the different job assignments.
Coaching
The trainee is placed under some supervisor who functions as a coach in
training the individual

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Job instruction
This method is also known as training through step by step. Under this method
trainer explains the trainee the way of doing jobs, job knowledge and skills and allows
him to do this job.
Off-the-job-training:-
Under this type of training, Trainee is separated from the job situation and his
attention is focussed upon learning the material related to his future job performance.
The different types of off-the –job training
Vestibule training
Role playing
Lecture method
Conference or discussion
Programmed instruction
Vestibule training
In this method, actual work conditions are simulated in the classroom.
Materials, files and equipments those are used in actual job performance are
used in training. This type of training is commonly used for training personnel
for clerical and semiskilled jobs.
Role playing
It is defined as a method of human interaction that involves realistic
behaviour in imaginary situations. This method of training involves action,
doing and practice. The participants play the role of certain characters such as
production manager, mechanical engineer, maintenanceengineers. This
method is mostly used for developing in method is interpersonal interactions
and relations.

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 Lecture method
The instructor organises the material and gives it to a group of trainees
in the form of talk. An advantage of lecture method is that it is direct and can
be used for large group of trainees.
 Conference or discussion
It is a method in training the clerical, professional and supervisory
personnel. This method involves a group of people who pose ideas,examine or
share facts, ideas.
 Programmed instructions:
The subject matter to be learned is presented in a series ofCarefully
planned sequential units. These units are arranged from simple to more
complex levels of instruction.
Training effectiveness
Training aims at imparting knowledge,im
Training aims at improving skills and developing attitudes.Though, evaluation of
transfer of knowledge and acquisition of skills is relatively easy to assess using qualitative
techniques,attitudinal development assessment is difficult to make.However evaluation must
aim at controlling and improving training in order to achieve desired objectives.
Trainee‟s reaction to programme content and training process
Knowledge or skill acquisition
Behavioural change
Improvements in tangible outcomes
such as turnover, accidents

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EVALUATION OF THE TRAINING PROGRAMME
After a training programme has been implemented, the organization should
evaluate the programme. This evaluation helps the organization identify the areas for
improvement, which can help in designing future training programmes. The basic
yardstick to measure the success of a training programme is the learning benefits that
have acquired to the trainees. The factors that can be used to evaluate a training
programme are:
Trainee‟s Feedback on the content and process of training
Knowledge or learning acquired by the trainees as a result of the training
experience
Changes in job performance or behavior as a result of training
Measurable improvements or results seen in individuals or the organization like
lower turnover, decreased absenteeism or fewer accidents.
Setting
Evaluation
Criteria
Assessing
the
knowledge
prior to
training
Trained
or
developed
workers
Assessing
the
knowledge
after
training
Transfe
r to the
job
Follow-up
Studies
The methods to be used for evaluating the training programme has to be determined at
the planning stage it. Evaluation helps in auditing and redesigning a training programme.
The various steps in evaluating a training programme are explained in the above
figure. The process stats with setting the evaluation criteria, based on the objectives of the
programme. This is done before the beginning of the training programme. The
knowledge/skills level of the trainees is also tested before the programme.
The result of this test is compared with the results of a post-training test to assess the
learning from the training programme.

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3. EXISTING SYSTEM IN GSL
Objectives of training in GSL
To develop a cadre of competent.
Motivated and committed work force,
To develop the competence and skills of the work forcecontinuously,
To impart training to the personnel forDeployment in higher andnew technology
areas.
To ensure the workers to face any kind of scientific technical and organizational
challenges
Duties & Responsibilities of OIC (TRG.)
o He reports to SH (Administration).The OIC (TRG) is responsible for the
following.
o To organize suitable workshops/seminars/training courses etc. to equip the
employees with necessary knowledge and skills as per training needs
identified by the HODs.
o To prepare a budget for HRD Training programmes annually for
approval by Finance Dept.
o To organize all training programmes for employees within and outside
the country.
o To assess effectiveness of HRD plans through feedback of training
programmes
o To liaises with other department regarding training activities
o To maintain the HRD Class Room and Equipments in good order and
ensure optimum, utilization of HRD resources.
o To carry out all other duties assigned by the HOD (P&A) pertaining to HRD
activities.

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Training policy
In every organizations or so, it has its own a Training Policy which is being prepared
for organizing/conduction in-house training programmes and deputing personnel for
attending external training programme being conducted by reputed institutes all over India for
updating their skill, knowledge & make them acquainted an aware of latest advanced
technologies.
The training policy contains detailed guidelines and action plan for making expenses
towards financial provisions made for every financial year and no of personnel to be trained
every intervals that is monthly, quarterly, half yearly & yearly basis.
It is at the responsibility of the Officer-In-Charge & at the discretion of the
management whether to depute a employee or an officer or whether conduct in-house training
programme in the GSL‟s premises which may benefit the organization in terms of finance &
benefit to more employees.
As on date there is a Training Policy following guidelines for smooth functioning of
training activities. However the HRD Section is implementing & following the management‟
instructions for organizing / conducting / deputing employees for attending various training
programmes
Government guidelines for training programmes
In addition to the management‟s decisions, sanctions & approvals for deputing
employees or organizing in-house training programme there need to depute various
committees, associations, union members prevailing in the organization following the
guidelines of Government of India.
The some of the committees, associations like Safety Committee, SC/ST Association,
and various Unions Members etc. need to be sent for training programmes. This is not
related to skills & knowledge development but it is the part of the training activities which
need to be kept for deputing members for various training programmes. The specialized
training programmes are not available for conducting in-house but it need to depute the
employees outside the premises of the organization, so that they get knowledge, shared
experiences of other union about this activities.

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ISO-9001:2000 Implementations & Training
It is the pride of GSL that in the year July 2002, GSL has been awarded with changed
version of ISO i.e. ISO-9001:2000. All the departments are been covered&interlinked with
the ISO implementation & functioning
Classification/Types of Training Programmes
During the past few years‟ greater attention is being paid to the improvement in
production and efficiency of the employees at every level. It can be observed that the great
importance has been given for training and development activities in GSL.
Types of training programme are being conducted/considered in GSL are:
In-house Training Programmes
External Training Programmes
Abroad Training programmes
Apprenticeship Training
Vocational Graduate Engineering Training
Training to Institutional Trainees/students
Pre-sea Engineering Training (M.O.T. Training)
In-house Training Programmes
The training programmes which are conducted in the premises of the organization
are titled to be In-house Training Programme.
On receipt of Training Needs Identified recommended through ACRs & HRD Plan
of the respective departments, a consolidated chart is being prepared by HRD Section
and accordingly „Annual Training Calendar” is prepared for implementation.
Depending up on the no personnel identified for training needs is more and the no of
participants are more the 10 or above, a decision is being taken by the OIC (Trg.) for
conducting the subjectprogramme at GSL‟s premises that in-house training
programme.Once it is decided to conduct in-house training programme, a
communication is being made to the leading institutes who conduct the respective
training needs identified. Quotations are obtained taking details like fees, faculty details,
their allowances, lodging/boarding arrangements, traveling details, study material to the
participants etc.The proposal submitted by the institutes whichever is reasonable and

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feasible submitted for approval of the management and accordingly convenient dates are
fixed.
Once the dates are fixed, HRD Section has to liaison with internal department for
making internal communication for in-house arrangements like, Canteen Section for
arrangement of tea, Administration Section for lodging/boarding, lunch arrange to the
faculty members, refreshments, contract assistant for assistance during training
programme, other department for LCD Projector, Laptop for the faculty members etc. for
future reference.So also Internal Communication / Circulars are made to the concerned
department where the particular employees are working so that his Officer-In-Charge
and Section Head have to relieve to attend the training programme.
Once the programme is over records of attendance is updated in the PC where the
records of training programmes attended by employees are maintained.
External Training Programmes
Any employees who are deputed to attend outside the premises of the
organization are titled to be External Training Progrmmes.
For deputing an employee for any type of training outside the premises of
GSL,it needs to seek the approval of CMD before deputing the employee.In the case of
external training programme, training brochures/calendars are received in HRD Section
every often. After receipt of brochures compiling the training programme with the
training needs identified with HRD Plan/ACR recommendation made for training
programme are done, if the similar programme is available a proposal is put for
approval through proper channel viz Section Head (Security & Administration), HOD
(Personnel & Administration), HOD Finance, Director Finance & finally to CMD who
is the approving authority for any type of training programmes.
Once the approval is obtained, a correspondence is made to the respective
institute for confirming the nomination of the recommended employee. After receipt of
confirmation of nomination from the institute, Office Order and Movement Order is
issued to the concerned employee through his OIC for information, so that the OIC
should relieve his to attend the subject training programme.

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Abroad Training programmes
The officers/employees are deputed aboard for attending training programme
which are not available within India on various subject concerned. Sometimes new
machinery/advancement of technology updates is required and also attending
repairs/services to the ships which being commissioned by GSL.
This involve major task of activates in obtaining individual passport, visa,
currency, air tickets, lodging/boarding arrangements etc. & communication with the
concerned institute are to be done well in time to depute the concerned personnel in
attending training programme at foreign countries.
Other Types of Training Programmes:-
The other types of training programme conducted/organized/placement
made for students of various institutions like, Industrial Training Institute pass-out
students, College/Institutional students for undergoing „In-plant/Industrial/On-the-Job
Training‟ & „Project Studies‟ as a part of their curriculum. Students of Marine
Engineering School are also undergoing „Pre-Sea-Training‟ in GSL, which are
categories as follows:
Apprenticeship Training (For ITI Pass-out Students)
Vocational Graduate Engineering Training (Graduate Pass-out Engg.
Students)
Training to Institutional Trainees/students (College/Institutional
Students)
Pre-sea Engineering Training (M.O.T. Training) (Marine Engineering
Students)
Training to New Recruits/Transferred/Promoted personnel
If any new recruitment is made at any level, an „Induction/Familiarization/
Orientation programme is made so that the new recruit gets acquainted with the
organization, organizational culture, rules, regulations, various departments, about the
activities of the organization & the atmosphere & working conditions of the
organization where he has to work. Once the said programme is over he has been
allotted certain duties and responsibilities to perform his duties.

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If any of the employee/officer is transferred from one department to other or
from one job to other, he is very new to the transferred department. He/she needs
certain training about the new assignment. If he has little knowledge or acquaints
himself with the function of the transferred department he need not has to be given
training. But, if he is very new to the assign duties/job, it is the responsibility of the
concerned OIC/SH/HOD to depute him for making familiar/ training.
When an employee/officer is promoted to next higher grade sometimes he
needs to be acquainted, oriented and imparted with required training. This factor may
motivate the promoted personnel in discharging more responsibilities and perform
effectively. Most of the time promoted personnel is not considered for any type of
training as they have already attended various training programme before promoted.
In certain cases they are being considered for specialized training programme or as
recommended by his OIC/SH/HOD.
Heads of Training Programmes
The training programmes which are conducted in-house/deputed personnel
external are counted on the below „Training Heads‟ for financial accountability. The
some of the classification of training made are given below which are called to be
„Heads of Training‟ in GSL
1. Corporate Management Programmes
2. General Management Programmes
3. Behavioural Science Programmes
4. Technical / Functional Management Programmes
5. Skills Up gradation Programmes
6. Current Trends Programmes
7. Others – Seminars/Workshops/conferences/Conventions etc.

31
Selection/Identification of Personnel for Training Programmes
The Officer-In-Charge of every individual officer/employee identifies the
training needs depending upon their skills, knowledge, intelligence, positive approach
towards the job. The training needs identified is forwarded through HRD Plan of
respective department to HRD Section. Some times in the technical field or the
administrative side new technologies, new machineries, due to advancement in the
present functioning the need of awareness and acquaintance is required and so
employees are deputed by the OIC/HODs for attending training programmes which
are on current trends. In some of the cases some technical expertise is required to
perform certain job or may be that particular skills is not identified in the employees
then OIC/HODs recommend personnel for attending training programmes. Training
needs is also recommended/forwarded through ACRs of the individual employees for
training programmes.
Once the training needs on priority basis is identified by the OIC, it is
forwarded through his concerned SH & HOD to HRD Section through P&A
Department. Necessary action is initiated to depute a concerned employee or officer
to the training institute.
Annual Training Plan of HRD Section
On receipt of training needs identified for individual employees from HODs
under HRD Plan & ACR recommendation from the entire department a consolidated
Calendar is prepared fororganizing/conducting/deputing the individual
employees.After primarily observation evaluation an “Annual Training calendar” if
prepared for implementation.

32
PROCEDURE OF IMPARTING TRAINING TO
OFFICER/SUPERVISORS / EMPLOYEES
HODs of various departments identify the training needs for officers and all
Section In Charges identify the training needs for Staff and Workmen under them
HODs themselves identify / CMD identifies the training needs on the basis of the
Information on various training courses offered by different institutions
Training Plan is prepared based on the input received from ACR and also identified
by the sections / Departments through Circular
As and when a training brochure is received, training section sends to HODs for
nomination of their personnel for the required training
An annual budgetary provision is made for training purpose and is put up through
HOD (P&A) for financial approval
A list of all GSL personnel with details of training courses attended is maintained
For new entrants, an induction familiarization programme is arranged and
information regarding the same is forwarded to OIC TRG for records.
HODs identify the training needs of officers in their departments annually and also
whenever necessary for specific jobs. Information regarding specific training
imparted/arranged by HOD is to be immediately forwarded to HRD for records
The details of training programmes contained in the Brochure/
Literature/Catalogue/Letters are sent to HODs concerned for nomination of
candidates in Form No. 04/QSF/01. After identification of suitable candidates by
the HODs send the Form No. 04/QSF/01 to HRD Section

33
The respective institution is intimated for confirmation of nominated candidates and
records are maintained after obtaining the acceptance of nomination,Approval is
sent to the Finance Department for preparation of Demand Draft/Cheque for the
fees, to be sent to the Institution.
After due confirmation of nomination from the Institute, the officers concerned are
informed individually about the training along with a copy of the
Brochure/Leaflet/Catalogue/Letter, CMD/HOD‟s approval and feedback . The copy
of the above circular is also sent to HOD, CGM & CMD for information.
For personnel other than officers an office order and a temporary duty movement
order for attending the above training programme are issued,the copy of above
circular is also sent to OIC, HOD concerned & CGMO for information.
A Feedback Form with a covering letter enclosing Demand Draft/Cheque is sent to
the Institution asking to give us a feedback on the candidate‟s performance during
the training programme
In case of cancellation of training programme either by the Institution or by GSL due
to exigency of work, the same is intimated to the candidate concerned and
acknowledgement is obtained, and if required the intimation is also sent to institutes
concerned about the cancellation due to exigencies of work.
Receipts of the training fees from the Institution or Refund Amount (Demand
Draft/Cheque) is sent to Finance Dept. in Form
For assessment of effectiveness of the training programme, an annual feedback in
Form from the respective HODs is obtained and put in personal file of the officer

34
FLOW CHART OF TRAINING PROCESS
Identification of Training Needs
Receive Training Needs Through ACR/HRD Plan/
Training Brochures as desired by Mgmt
Preparing consolidated training calendar
based on training needs received
Liasioning with various Institutes/Faculties
for conducting/organizing training
Financial concurrence/approval is obtained
from CMD after recommendations
of HODs in Principle
Liaising with concerned Institutes
for confirmation of nominations
Training needs identified to transferred officers/
employee nominees in Form
Financial approval in form will be sent to
Finance dept. for issuing DD/Cheque
as the cost of training in Form

35
Annual Feedback is obtained from HODs
for the training programme attended
by nominee in Form
Record of training programmes attended by
Officers / Employees nominees
is maintained. in Form
After receiving the confirmation of nomination,
Office Order/I.C. along with related documents
& financial approval are given to the nominee
with Feedback Form
and Movement Order issued in case
of employee nominee in Form
After Training programme attended by Nominee
Feedback on Training collected from
Nominee in Form

36
Evaluation on Training Programme Attended
The evaluation of training imparted is being done by the immediate officer-In-
Charge of the respective employee. It is the responsibility of the immediate officer to
send the evaluation on training programme attended by employees on his skill
improvement, knowledge gained, attitude towards holding higher responsibilities,
improvement in doing the present duties etc. However, HRD Section is sending an
“Annual Feedback Form” to the respective HODs for effectiveness of training, who
fill the form and send to HRD Section. The said form is then enclosed with the
ACRs of the respective officer for CMD‟s perusal
Feedback System
Every individual employee has to submit his feedback on the training
programme attended by him. So also, Feedback form from Institute is also obtained
and an annual feedback on the evaluation & assessment made by SH/HOD is obtained
for evaluation purpose of the employee by HRD Section. The annual feedback
received of the respective officers is enclosed with the ACRs of the respective officer
for CMDs perusal whether the concerned personnel has improved in his skill, working
knowledge or not.

37
4. Conclusion
It is observed that more & more importance is given to training programme in
GSL in deputing officers/supervisors, ministerial staff, employees for improving their
skill, knowledge, technical/functional responsibilities, making them familiar with the
latest technologies, current trends etc. & in all round programmes.
Employees are also imparted training on important subjects like, safety, health
& environment, self development, towards shouldering higher responsibly,
motivation, leadership, communication, behavioural sciences, towards participation
in the management etc.
The executive/management personnel are also trained on the above subjects
too. They are deputed to attend programme on various topics like corporate
Management, General Management, Functional/Technical Management, and Skills up
gradation, Current Trends & other programmes like workshops, seminars,
conferences, conventions etc.
Carrier opportunities are also offered by the management to all the personnel
at every level.
More emphasis is being given to „In-House Training” programmes to cover
maximum personnel for attending training programmes.

38
Suggestions
In order to make training programmes more effective and interesting one to
learn the participants the following suggestions are offered by the employees :-
Training programmes to be taught in local languages like Konkani, Marathi, and
Hindi etc.
Role Play, Games, Quiz, Individual presentation be included in training
programmes
Minimum duration of the programme should be 3-5 days
Programmes to be conducted outside the premises so that full attention can be
paid during training programmes
Study material should be given in local as well as English language
Personnel to be considered from a same department so that team leadership and
spirit of working together be done
After conducting classroom lecture/theory class in the morning session, shop floor
workshop is conducted immediately evening so that physical exposure can be
gained & difficulties be solved in front of faculty members.
Certificated be issued to every individual participants

39
5. ANNEXURE
FORMS USED FOR TRAINING PROGRAMMES
File No. ________________________ Date: ___________
FORM NO.1
NOMINATION FOR TRAINING PROGRAMME
Kindly find enclosed herewith a Brochure, detailing ____________________________
_________________________________ conducted by _______________________________
From ____________ to ____________ at ______________________.
Nominations, if any may please be forwarded to HRD Section for further action on or before
_______________.
OIC (TRG.)
(Please check for names, as mentioned below
recommended through ACR/HRD Plan/by HOD/OIC)

40
File No. ________________________ Date: ___________
FORM NO.2
PROPOSAL FOR DEPUTING PERSONNEL FOR TRAINING
Programme Title : __________________________________________________________________
Organized/conducted by : _____________________________________________________________
Location : _________________________ Category : _______________________
Fees (Per Head) : Rs. ___________________ Residential/Non-residential
Duration: __________ days Period from ___________to __________
Si.No. Candidate Name Emp. No. Emp. Type Department Name
1
2
3
4
5
By : AIR / TRAIN / OTHERS
Expenses on the Programme
Budget Amount forwarded Rs.
Total Fees Rs. HOD (F)
Total TA Rs.
DA & Others Rs. D (F)
Total Expenses Rs.
Balance Carried forward Rs. CMD
sd/-
OIC (Trg.)

41
File No. ________________________ Date : ___________
FORM NO.3
Sub: TRAINING PROGRAMME PAYMENT
1. Title : __________________________________________________
2. Institute : __________________________________________________
3. Duration : From to (Residential/Non-residential)
(_______ day(s)
4. Fees : Rs. ___________ (Per head) (Rs.________ X ________
= Rs._____________
5. Venue & Place : __________________________________________________
6. Nomination(s) : 1. ___________________________________________________
2. ___________________________________________________
3. ___________________________________________________
7. Enclosures : Original Proposal No._________ dtd. ____________ along with
Brochure/Leaflets
8. Kindly issue a Cheque/Demand Draft in favour of __________________________
_______________________________ Payable at __________________________
and send the same to HRD Section before ________________ so as to enable us to
Dispatch it to the above Institute in time.
__________________
Encl : a/a OIC (TRG.)
To,
HOD (F) :

42
File No. ___________________________ Date : __________
FORM No.09
FORMAT FOR TRAINING TO TRANSFERRED OFFICERS/EMPLOYEES
NAME OF THE OFFICER/EMP. : ______________________________________________________
EMP.No. : ____________ DESIGNATION : _________________________________________
TRANSFERRED FROM ____________________ TRANSFERRED TO _______________________
TRAINING REQUIRED : YES / NO
IF YES, TYPE OF TRAINIG REQUIRED :
(a) ON THE JOB
(b) TRAINING BY OUTSIDE AGENCY
(Details to be indicated)
HOD (NEW DEPT.)
DETAILS OF TRAINING ATTENDED :
(As below/separate sheet enclosed)
HOD (P&A)

43
File No. ________________ Date : ___________
FORM No.05
To,
Name : _______________________________________
Emp. No. _______________________________________
Designa& Dept : _______________________________________
MOVEMENT ORDER
You are hereby detailed to proceed on Company‟s official duty as under :-
Nature of Duty
________________________________________________________________
Journey period (to & from) ______________________ days
Number of days on duty _______________________ days
Date & time of departure ___________________________
Date & time of reporting for duty at GSL ___________________________
Mode of travel Train/Bus/Taxi/any other (specify)
Route _______________ , ___________________ , _____________________
You are required to strictly follow the above schedule.
Signature ________________
Designation of Officer ________________

44
File No. ________________ Date : _________
FORM No.07
To,
The OIC,
Account Section,
Finance Dept.
SUB : RECEIPT / REFUND OF PAYMENT
Kindly find enclosed herewith a RECEIPT / REFUND
No. ____________________ dtd. __________ for an amount of
Rs. _________ (Rupees _________________________________________) paid by GSL
to M/s. ______________________________________ being the training programme
course fees (Residential / Non-Residential (vide Demand Draft /Cheque No.
______________ dtd. _____ of ____________________________ , Vasco-Da-Gama) for
attending _______________________________________ at (venue) _________________
w.e.f. _____________ to ________________ for Shri/Smt/Miss
_____________________________of ______________ Dept.
Kindly acknowledge receipt of the above.
_______________
OIC (TRG.
Encl : Original Receipt/Cheque/Demand Draft No._____________ dtd. _______
of __________________________________ Rs. ____________.

45
Feedback Forms
File No. ________________________ Date : ___________
FORM NO.04
FEEDBACK ON TRAINING COURSES/SEMINARS/WORK SHOP ETC.
Kindly arrange to return the „Feedback Form‟ duly completed (with HODs/SHs Remarks) & send to HRD
Section (P&A), at the earliest, for our records.
Nature of Course : ______________________________________________________________
Organized By : ______________________________________________________________
Venue : ______________________________________________________________
Duration : From _____________ to ______________ No. of Days _______________
1. Was the training material
provided, clear & informative Yes No NA
2. What was your opinion about the Below
faculty interms of knowledge Excellent Very Good Good Expectations
& instructional techniques
3. What was your opinion Below
of the course contents ? Excellent Very Good Good Expectations
4. Did you find the Course
Relevant to your needs? Immediate needs Future needs
4a) If yes, what are those
1. Please elucidate in few sentences
your view on the course
2. Please list suggestions based on
knowledge gained, for application
in your area of work/Dept. & in GSL.
Name of Participants: Emp.No. : Designation :
Dept./Section Signature & Date of
Participant
HODs/SHs Remarks Signature & Date
OIC (TRG.)

46
Format-5
File No. ________________________ Date : ______________
FROM No.08
ANNUAL FEEDBACK FROM HODS REGARDING EFFECTIVENESS OF
TRAINING PROGRAMMES
Select Employee : __________________________________________________________________
Training Programme : __________________________________________________________________
Institute : __________________________________________________________________
Venue : ________________________________ From : ___________ to ____________
No. of Days _______
HODs/SHs evaluation of effects of training on skills, attitude & achievements :
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Sign of HOD
Dist : 1. Original for Officer‟s ACR File (CMD/P&A) Date :
2. HRD Section
_______________
OIC (TRG.)

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