The document discusses the training and evaluation system at JCT Fabrics. It provides details about the company, its products, markets, and departments. Regarding training, it describes the current process which includes a yearly calendar, identifying topics, internal or external training, and feedback forms. Employee feedback found issues like no individual feedback or learning evaluation. The objectives of the study were to examine the current system and draft an improved evaluation process. Suggestions include using Kirkpatrick's model and forms to evaluate technical, behavioral and performance aspects of trainings.

1. Improvements in Evaluation System of Trainings at JCT Fabrics Presented by- Timsy Jyoti M.B.A 2 C 94972238246

2. Indian Textile Industry India has been well known for her textile since ancient times. Modern textile took birth in early 19 th century. First textile mill in the country – Fort Gloster near Calcutta in 1818. First cotton mill in Bombay 1850 then in Ahmedabad in 1861. By 1945 there were 417 mills.

3. According to the Annual Report 2009-10 of the Ministry of Textiles, Indian textile industry contributes around 14% to industrial production, 4% to country’s GDP, and 17% to country’s export earnings. Total textile exports increased to US$ 18.6 billion during April’09-January’10, from US$ 17.7 billion during the corresponding the previous year.

4. India’s Major Competitors in the world India’s share in global exports is only 3% compared to Chinas 13.75% percent. Export shares, Korea (6%) and Taiwan (5.5%) are ahead of India, while Turkey (2.9%) has already caught up and others like Thailand (2.3%) and Indonesia (2%) are not much further behind. Reasons – lack of investment levels, technology and quality.

5. JCT LIMITED JCT Limited, one of the leading manufacturer of textiles and filament yarn is flagship company of Thapar Group. It has operations in two distinct businesses – cotton, synthetic & blended textiles nylon filament yarn

6. The company’s other operations include Filament Yarn. Its Filament Plant is one of the largest in India with a capacity of 14000 MT per annum. In 1946 Karam Chand started textile business by starting the Jagatjit Cotton Textiles Mills Ltd. At Phagwara in the Punjab.

7. JCT limited setup its Filament Yarn division in 1980 in technical collaboration with Zimmer AG of West Germany. The modern high tech plant started commercial production in 1989.

8. VISION “ So long as we have confidence in the value of the goal and excitement at the prospect of setting forth into unfamiliar territory and the will to do new things, I have no doubt that the future of India and the future of Indian enterprise are both safe and glorious.” Lala Karam Chand Thapar (1900 – 1962) Founder of the Thapar Group

9. Product overview Product range of materials including – 100% Cotton. 100% Polyester. 100% Nylon as well as various blends like Cotton/Polyester, Cotton/Nylon and Polyester/Viscose.

10. Single and Plied Yarns as well as Cotton Lycra and P/C Lycra Stretch material. Depending on the requirement, even bamboo and linen fibres are used to create special effects. The company pioneered the manufacture of Organic Cotton, a special eco-friendly type of fabric.

11. This Organic Cotton is grown on land free of any harmful chemicals, insecticides etc. and is regularly exported to the USA. End products include fashion wear, sportswear, outerwear, active wear for Defence purposes and school uniforms. The organic cotton fabric is used for everything from infant wear to technical segments like medical wear.

12. Markets and Exports SEGMENTS CATERED- Work wear, Fashion wear, Sports wear, Outerwear, Defence, Institutional Uniforms, Home Textile, Hospital and Hospitality Industry. EXPORTS TO- USA, Europe, Far East, Middle East, Mauritius, and other countries. The fabric is made for leading international brands complying with their standards.

13. Exports for Filament JCT Filament Products have a leading presence in the International markets. They supply Nylon yarn to markets in Europe, South America, Africa and South-East Asia. They supply both raw white as well as dyed yarns to the export markets.

14. Welfare Activities Employee programs- Trips Diwali Mela Sports- Cricket, Swimming Welfare activities- Educational Textile Workers Educational Institute Blood Donation/Hospital

15. Environmental policy. Waste management. Sustainability- Rain Water Harvesting Effluent Water Treatment Plant Sustainable Textiles- BAMBOO and Cotton Bamboo Blends Recycle Polyester fabrics

16. JCT FABRICS Phagwara It is a composite unit having spinning, weaving, and processing facilities. It was incorporated on 28 th October, 1946 under the name of Jagatjit Cotton textiles Mills. Annual Turnover: Exceeding Rs. 300 crores . Manpower: Workers: 4500(app.)

17. Departments Three main divisions- Production dept. Non Production depts. Service depts. Production dept . Spinning. Weaving. Processing.

18. Non Production depts. Warehouse. Marketing dept. Raw material dept. Fabric development. Production planning. Research and development. ISO cell.

19. Service depts. Engineering dept. Human resource dept. Information technology. Finance and accounts. Purchase dept. Administration. Factory.

20. SWOT Analysis STRENGHTS- One of the oldest known fabric manufacturers. Good name in the market for superior stuff of cloth. One of the biggest manufacturers of the widest range/ variety of cotton fabrics. Highly modern and sophisticated machines.

21. Competent and well disciplined staff. No labour trouble. Good network of loyal dealers. Company provides the maximum facilities to its employees.

22. WEAKNESSES- Do not manufacture high or premium quality fabrics. No training is imparted to employees to progress further or to acquire position in an organisation. Designing of cloth is not very good. Overheads are high which leads towards the financial crisis.

23. Lack of new and fresh skill. Very less decentralization of authority. Advertisement of its product as compared to other textile companies such as Raymonds and Reliance is very less.

24. OPPORTUNITIES- Bring into practise the new business policies and practises which are being used elsewhere in the industry for better utilization of resources. Should go directly to the end user through more exclusive showrooms. Could recruit form business schools for new and fresh talent.

25. THREATS- Heavy competition due to other MNC. Delay in implementation of any kind of assignment could prevent from keeping pace with newer technology. New blood/ competent person not ready to join the firm.

26. RATIO ANALYSIS

27. LIQUIDITY RATIOS Current Ratio- Current Assets Current Liabilities

28. Quick Ratio Liquid Assets(Current Assets- Inventory and Prepaid expenses) Current liabilities

29. EFFICIENCY RATIOS Inventory/ Stock Turnover Ratio – Cost of goods sold Average inventory at cost Where COGS = Sales – Gross profit or gross Loss Average inventory = Opening stock + Closing Stock 2

30. Debtor’s Turnover Ratio- Net credit annual sales Average Trade Debtors

31. Creditor’s Turnover Ratio Net credit annual purchases Average trade creditors

32. SOLVENCY RATIOS Debt Equity ratio Total Debt Shareholders fund

33. Equity Ratio Shareholders fund Total assets

34. PROFITABILITY RATIOS Gross profit ratio Gross profit *100 Net sales

35. Net Profit ratio Net profit *100 Net sales

36. Introduction to the Project Definition- 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.

37. Methods of Training On the job training Coaching. Job rotation. Mentoring. Off the job training Lectures/Conferences. Films. Simulation exercise. Cases. Experimental exercise. Vestibule training. Role playing. Management games. In basket exercise.

38. Training evaluation Evaluation helps determine the results of the training and development programme. In practice, however, firms either overlook or lack facilities for evaluation. Need of evaluation

39. Evaluation Model Kirkpatric’s evaluation levels- Reaction. Learning . Behavior . Results.

40. TITLE OF THE STUDY Improvements in Evaluation System of Trainings at JCT Fabrics.

41. OBJECTIVES To study the present Training and Development system at JCT. To take feedback from employees regarding their present training evaluation system. To make the required changes and draft an improved Evaluation System for Trainings.

42. Limitation of the Study Due to company policy some restrictions were there such as filling of questionnaire from few respondents was allowed. Quality of the information highly dependent on the knowledge and mindset of the respondents.

43. Research Methodology GEOGRAPHICAL AREA – The study was conducted inside the premises of JCT FABRICS Phagwara. RESEARCH DESIGN - Research design is Descriptive. Descriptive is a type of conclusive research that has its major objective the description of something. POPULATION- Population is all the employees of JCT who are imparted trainings.

44. SAMPLE SIZE- Sample size is of 20 respondents SAMPLE UNIT- Sample unit is an individual who is attending Training program in JCT. SAMPLING METHOD- The sampling method used for this study is non-probability convenience sampling, which is selected according to the ease and convenience of the researcher and availability of respondents.

45. DATA COLLECTION – PRIMARY DATA COLLECTION – Primary data collection is through Questionnaire and Personal Interview. SECONDARY DATA COLLECTION- Secondary data collection is from company profile and official websites.

46. To study the present Training and Development system at JCT.

47. Training Process at JCT First of all a yearly Training Calendar is made which consists of the training activities for the year. (Form. No. 1) The training calendar consists of different schedule for technical and behavioral aspects of the employee.

48. The HR managers send the format of training requirements to the HODs. The topics of training are identified by the HR managers or are suggested by the HODs.(Form no. 2) The behavioral training is given according to the individual’s requirement e.g. Team work, relationship building etc. the technical trainings is imparted department wise to groups of employees.

49. There is one behavioral training session per month. The technical trainings have no fixed number as they are imparted as per requirement. They have to go on all year round. For e.g. - the ISO9001 certification training. After sending the Training Requirement format, it is seen that weather the training requirement could be fulfilled internally of external help is required.

50. In case external help is required, experts of the field are called and training is given. For internal trainings purpose there is a system of “Nukkar meetings”. For keeping a record of Nukkar meetings, attendance sheets are given so that it could be checked that the training process is going on regularly and employees are attending them. (Form no. 3)

51. Now for the execution of training programs, before every training program a notice is passed to the HOD regarding the time, place and full schedule of the training program.(form no. 4) On the scheduled date the employees are gathered at the venue of the program. The attendance sheet is filled in the starting.

52. At the end of the session, feedback form is filled by the employees. These feedback forms are then sent to the HODs of the respective departments. (Form no. 5) All the record of the training program that an employee has attended is kept by the department. (Form no. 6)

53. To take feedback from employees regarding their present training evaluation system.

54. Data Interpretation

55. Graph no.4.1 - Training provided by organisation No. of respondents (N) = 20

56. Graph no.4.2- Attending trainings No. of respondents (N) = 20

57. Graph no.4.2- Attending trainings No. of respondents (N) = 20

58. Graph no.4.3- Feedback after training No. of respondents (N) = 20

59. Graph no 4.4 - Aspects covered in the feedback form No. of respondents (N) = 20

60. Table 4. 5 - Evaluation feedback form No. of Respondents (N) = 20 0 0 2 18 0 Poor 1 Average 2 Good 3 Very good 4 Excellent 5 Total Mean 0 36 6 0 0 42 42/20 = 2.1

61. Graph no.4.6 - Provision for retraining No. of respondents (N) = 20

62. Graph no.4.7 - Time given to impliment learnings of training No. of respondents (N) = 20

63. Graph no. 4.8 - Evaluation after training program. No. of respondents (N) = 20

64. Graph 4.9(i) - Evaluation of performance in job after training. No. of respondents (N) = 20

65. Graph 4.9 (ii) - Method used for evaluating performance. No. of respondents (N) = 20 No. of responses (n)= 12

66. Table 4.10 - Training evaluation process No. of respondents (N) = 20 0 0 6 14 0 Question Highly disatisfactory -2 Disatisfactory -1 Neutral 0 Satisfactory 1 Highly satisfactory 2 Total Mean = total/ total no of respondents How is your training evaluation process 0 0 0 6 0 6 6/20 = 0.3

67. Personal Interview The present evaluation system consists of just the remarks on the training feedback form given by the HODs. They just go through what all the trainees have filled in the evaluation form and give remarks accordingly. The main loophole is that there is no individual feedback. So individual analysis cannot be done.

68. Moreover the system does not include the evaluation of the learning of the trainees. It’s just on the spot evaluation, weather they implement what they have learned through the training cannot be evaluated. The form should consist of individual feedback. The learning part should be there from which we can analyse what all have the trainees learned through the program

69. It should be capable of evaluating the behavioural changes that has occurred after sometime in the trainees due to the training program. It should also identify trainees needing retraining.

70. Findings There is no individual feedback after the training program. The feedback form filled after the training program doesn’t cover all the aspects of the training and the employees find it average. There is no provision of retraining for the trainees who has not understood the training program as there is no tool for retraining identification.

71. The system doesn’t consist of evaluation of learnings the employees have gained through the training program. There is no evaluation of behavioural aspects. There is no proper evaluation system for evaluating the performance of the employees after the training program.

72. The methods of performance evaluation are also not very well defined it is mainly through output of work only. The employees are not satisfied with the evaluation process.

73. The company should follow a proper training evaluation system. There should be individual feedback after the training program. There should be evaluation of performance of employees after training and changes in overall quality of work through proper tools of evaluation should be evaluated. Suggestions

74. The training evaluation process should cover evaluation for technical and behavioural aspects. For easy and effective evaluation, an evaluation system based on Kirkpatrick’s Model of training evaluation.

75. To make the required changes and draft an improved Evaluation System for Trainings.

76. Evaluation System Evaluation Form No. 1 To note the reaction of the trainee toward the training program that weather he is understanding or not and does he consider it useful or not and also to know the scope of improvement in the program. To know what the trainee has learned through the program and how will he implement it in his job.

77. Evaluation Form No. 2 To see what changes are there in the behaviour, pattern of work, in terms of overall quality improvement of the work. To see what the company or the department has gained through the above changes.