Lanco T&D HR Project

TRAINING AND DEVELOPMENT
1. INTRODUCTION
THEORETICAL BACKGROUND:
Training is a very important aspect of HRD. The three main areas involved are
i.e., skills, knowledge and attitudes, but always with a definite purpose in mind.
“Training is being used as a tool, it is upgrading Human Resource in some
organization by design and in many others by default. It attempts to improve the
performance of employees on the current job or prepare them for the future job.
Training and development being the most vital tools of HRD, generally forms
a major part of the present HRD. It is essential from top to bottom, each an every
employee is being trained in his cadre. In higher cadres training is a process of
assisting managers to learn and improve their ability to perform managerial tasks with
emphasis on learning management from the organization point of view and not from
the individual view point of learning.
Training and development are the planned leaning experiences that teach
workers how to perform their current as well as future jobs more effectively. Training
and Development practices are designed to improve organizational performance
through enhancing knowledge and skills of the employees. It is essential that all the
activities relating to training should be in tune with the specific needs of both the
organization and the employees.
There is also the need to assess the attitude and inclination of the trainees or
employees regarding the training. It is also important to obtain feedback on, to what
extent the training as brought and change in perception, attitude and behavior of the
trainees, and also to that extent it is helping the individual to develop his skills,
improving performance and also for the development of the employee.
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Training:
Training makes a very important to the development of the organization of

human resources and hence to the achievement of its aims and objectives. To
achieve it’s purpose, training needs to be effectively managed so that the right training
is given to the right form, at the right time and at the right costs.
The term “Training” indicates the process involved in improving the aptitudes,
skills and abilities of the employees to perform specific jobs. Training helps in
updating old talents and developing new ones.
According to Edwin B.Flippo. “Training is the act of increasing the

knowledge and skills of an employee for doing a particular job”. Training involves
the development of skills that usually necessary to perform a specific job. Its purpose
is to achieve a change in the behavior of those trained and to enable them to do their
jobs better. Training is necessary for newly employees to make them productive and
also to old employees whenever new machines and equipment are introduced. In
fact, training is a continuous process.
The word “Training” consists of eight letters, each of which could be

attributed some significant meaning in the following manner:
T - Talent and Tenacity

R - Reinforcement
A - Awareness
I - Interest
N - Novelties
I - Intensity
N - Nurturing
G - Grip
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Development:
Development, in contrast, is considered to be more general than training and

more oriented to individual needs in addition to the organizational needs and it is the
most often aimed towards management of the people. Usually the intent of
development is to provide knowledge and understanding that will enable people to
carry out non-technical organizational functions more effectively, such as problem
solving, decision making and relating to people.
TRAINING AND DEVELOPMENT NEEDS
Fundamental to the delivery of any path project is the development of the team
and the professional development of all individuals. At all levels there is an
expectation that the skills, attitudes and knowledge required to deliver successful
projects will be gained while these projects develop.
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This section looks at how project managers can identify the skills and
knowledge required to successfully deliver a competent project as well as provide the
training and development required for both themselves and the project team. The
intention here is to give an overview, as there are training and development texts that
cover this subject in much more detail.
You should start with an analysis of the training and development that is
required. The starting point and the subsequent steps can be represented in ‘The
Training Cycle’ or ‘The Systematic approach to Training and Development’. This is a
widely recognized and used model of the processes involved in professional
development.
MEETING THE NEED THROUGH TRAINING AND DEVELOPMENT

It is not the intention here to go into detail of the many ways in which training
and development can be delivered. Instead, this section will focus on three areas that
are pertinent to the path manager: the manager, the team member and the team.
However, at this point it is well worth taking into account that different individuals
may prefer different ways of learning.
The path manager
As a result of the training needs analysis a number of routes to development

may be decided. As part of their personal development plan (PDP) it is common
practice for managers to put together a portfolio of evidence showing their progress.
(In some professions this is actually compulsory in order to maintain professional
status.)
The contents of the portfolio should include:
• an up-to-date CV;
• qualification and course certificates;
• a record of past training and development; any analysis carried out;
• appraisal reports;
• the PDP and reviews.
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This portfolio should continually be updated, and in time will provide

evidence of a commitment to lifelong learning. Team members should be encouraged
to keep a portfolio to recognize their achievements. Further development of the team
leader is discussed under team development below.
The team member (including the manager)
There are a wide variety of methods for an individual’s development. Some of

these are related to a team’s needs, as discussed in the following section, but some of
the needs may be very specific to the individual. A number of specific needs can be
identified from the training needs analysis and PDPs. The team manager or trainer
may then be required to determine how these needs can be met. There are a number of
options.
External provision
Further education colleges and private training providers can be a source of

training and development. If the courses provided match the needs identified in
development plans, these can be very successful. Sometimes it is difficult to find
courses that match needs completely; however, every effort should be made to ensure
that the training is at the right level and will meet the identified needs.
If numbers justify it, it usually more cost-effective for external organisations

to deliver in-house training to reach specific objectives that have been agreed between
the training organisations and the client.
Open learning
A wide range of open-learning packages covering both technical and

interpersonal skills are available. Such courses are widely used in, for example,
management training; some qualifications for managers incorporate a certain amount
of open learning, some of which may be supported by mentors or tutors in the
workplace or in a learning centre. This is the model used extensively by the Open
University and the Open Business School.
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Projects and assignments
There is very little difference between these two terms: assignments are
generally written and projects are generally practical. Both start with an agreed
objective or set of objectives and can be used at any level.
EVALUATING THE DEVELOPMENT

HOW WAS IT FOR YOU?
In Identifying training and development needs we looked at the training cycle,

in which a need for training and development was identified; Meeting the need then
described how training can be delivered, whether it is for the path manager or for a
team member.
It is important for the team and the individual to determine whether the
training and development has been effective. Before you do this it is useful to look at
a model of how people learn. This can be interpreted in the learning cycle.
‘If you don’t know where you are going, you will not know when you get there.’
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WE EXPERIENCE
Think back to when you learned a certain task. Whether it was learning to ride
a bike, drive a car or do a crossword, you have to start with an experience. That is,
you attend a training course, try something out, are shown how to do something,
watch a video or any other method which exposes you to the skill, method, task or
knowledge.
WE REFLECT
After instruction, if you wish to learn the task or knowledge, you reflect on it.
You can either think through the process, such as doing crosswords or mathematical
problems, or you can practice, such as first-aid training.
WE SET A RULE
Having reflected or practiced, you can see how a task is performed and you set
a rule that is the way something is done ‘clicks’. Having set the rule, you then go on
to practice the task until it is ‘mastered’.
This is exactly the principle behind study skills in which the student learns a
subject and then by writing essays or doing tests along with feedback from a tutor
eventually understands a process.
APPLYING THIS TO TRAINING AND DEVELOPMENT
Training and development at any level wastes resources unless it correctly

meets a need. The only way you can determine whether it has met a need is to
evaluate the learning, taking into account the learning cycle. This applies to both
managers and path team members.
Evaluation can exist at a number of levels, and unless you understand and use
this you will not fully implement training that will meet the overall needs of the team.
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Instant evaluation
We are familiar with instant evaluation sheets at the end of training courses.
While these can be useful in an overall picture, they are generally of limited use as
they only describe feelings at that time. They may also reflect what the learner has
enjoyed rather than what he/she has actually learned.
Pre-briefing
It is more meaningful if team members are briefed by a manager before any

training event to talk over the content of the training, to determine expectations and to
set the scene for a debriefing.
Debriefing
Debriefing is a good way to ensure that the learner is focused and is going to
be able to implement the training as soon as possible after the learning. It is also a
vehicle for the manager evaluating whether this was the right training and whether it
was value for money.
Learning
Many people attend courses or other training sessions but do not learn as
efficiently as they could. There can be many reasons for this, including lack of
motivation or poor teaching. You must determine whether any training and
development is effective in assisting the learner to learn. This can be done through
tests or examinations, but the most effective way in the workplace is to allow the
learner to put the new knowledge into practice as soon as possible; if necessary, this
can be carried out under supervision, and feedback given as soon as possible.
Vocational qualifications were mentioned earlier; the assessment of skills in the
workplace is a major benefit of this system.
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Team learning
If you are concerned not only about the learning experienced by the individual
but about the team, you have also to ask whether the training has had an effect on
developing the team through either learning skills or changing attitudes.
That is, if you want to review team performance and the role of training in
developing and achieving this then you should previously have set team development
objectives using the SMART principles. The team development should contain
objectives, for example:
• By the end of September 2003 two assessors will have been trained to
certificate level, three coaches to skills level and five members of the team to
SVQ Level 2.
• Only by evaluation can we guage the effectiveness of training and
development.
We have here specific and measurable objectives that can be evaluated easily. This
can be combined with evaluations from training courses and SVQs to form an overall
picture.
Organisational learning
If the evaluation of team learning is important, so too is the evaluation of

organisational learning. This can be compiled from team evaluation reports and take
the form of a report on the overall impact of training and development on
organisational objectives.
If the above approach is taken you can more easily compare what has been
achieved with what was planned in the original training needs analysis and the
individual, team and organisational development plans.
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A CHECKLIST FOR EVALUATION
Below is a sample of the kind of questions which can and should be asked of
any training and development. By no means comprehensive, it nevertheless gives
guidance on what should be evaluated:
• Does the training delivered meet the identified need?

• Has the training met the individual, team or organisational objectives?
• Has the need been met completely or in part?
• What has prevented the need being met?
• Has the need been met both efficiently and in a cost-effective way?
• Was the training event satisfactory?
• Did the delivery of the training enhance learning?
• Has the learning been set at the right level?
• Has the learner been able to implement learning as soon as possible?
• Was the learner briefed and debriefed for the learning?
• Have all necessary resources been allocated to the training?
• Are these resources adequate?
• Has the development enhanced the learning needs of the team?
APPROACH OF TRAINING AND DEVLOPMENT
TRADITIONAL APPROACH
Most of the organizations before never used to believe in training. They were
holding the traditional view that managers are born and not made. There were also
some views that training is a very costly affair and not worth. Organizations used to
believe more in executive pinching. But now the scenario seems to be changing.
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MODERN APPROACH
Training and development is that Indian Organizations have realized the

importance of corporate training. Training is now considered as more of retention tool
than a cost. The training system in Indian Industry has been changed to create a
smarter workforce and yield the best results
TRAINING AND DEVELOPMENT 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.
• Functional Objectives – maintain the department’s contribution at a level
suitable to the organization’s needs.
• Societal Objectives – ensure that an organization is ethically and socially
responsible to the needs and challenges of the society.
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2. Research design
Research Design
A research is the arrangement of conditions for collection and analysis of data

in a manner that aims to combine relevant to research purpose with economy in
procedure. The central part of the research activity to develop an effective research
strategy or design
2.1 Need for the Study
Rapid development in technology and changing goals of organization has

made training and development of employees inevitable. It has now been well
accepted by all that training is needed by everyone in organization from top to
bottom.
However, this study is mainly concentrated on the aspects like need

assessment of training, attitude and behavior of the employees, methods of training
effectiveness of training etc. However, studies on knowledge and perception of the
employees about the different training programs and the effectiveness of the training
in their opinion appear to be somewhat sparse.
Therefore, a study on knowledge and perception of the employees about the

different training programs and the effectiveness of the training in their opinion is
proposed.
2.2 Statement of the Problem
The selected topic is “TRAINING&DEVELOPMENT” at Lanco Industries.
 To study the extent to which the respondents need to have training

programmes.
 To study the reacting of respondents to the existing work environment.
 To find out the factors affecting training programme.
 To suggest the ways for the improvement of training programmes
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2.3 Research Methodology:-
Any effort which is directed to study the strategy needed to identify the
problem and selecting of best solution for better results is known as research.
A system of models, procedures and techniques used to find the results of a

research problem is called research methodology
This is a systematic way to solve the research problem and it is an important

component for the study without which researcher may not be able to obtain the facts
and figures from the employees.
2.3.1 OBJECTIVES OF THE STUDY
The main objectives of the study are as follows:
 To find out the opinions of the employees regarding training programmes.

 To identify the training requirements in the organization.
 To study the existing situation regarding training programmes.
2.3.2 SCOPE OF THE STUDY
The study is Limited to “Lanco Industries Ltd”.
Employee training and development is not only an activity that is desirable

but also an activity that an organization must commit resources to if it maintains a
valuable and knowledge workforce.
The scope extends to:
 Strengths and weaknesses are identified

 Developing interest
 Complete demonstration of the job requirements
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Finally training and development programmes help to increase organizational

effectiveness which leads to increase sales and maintain customer relationship.
Training and development programmes also help individuals to fulfill personal needs.
2.3.3 LIMITATIONS OF THE STUDY
 The study is limited to Lanco Industries Ltd., only.

 Frequent visits to various departments and collecting information are not
possible.
 The study is conducting under the assumptions that the information given by
the respondents are all correct.
 Interaction with employees are executives is very limited because of their
busy work schedule.
2.4 Data Sources :-
Data was collected based on two sources:

 Primary Data
 Secondary Data
Primary Data:
The primary data is collected with the help of questionnaire. The

questionnaire is chosen because of its simplicity and reliability. Researchers can
expect a straight answer, which is directly related to the questions.
Secondary Data:
Secondary Data is collected through the document provided by the HRD

department such as policy decisions, reports regarding suggestions schemes etc.
Books from various authors of HRD, magazines, journals and annual reports of the
company, feedback reports, files of training department, brouchers and company
personal manuals, etc.,
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2.5 Data collection tools:-
i)Interview: An interview may be regarded as a systematic method by which a person

enter more or less inanimately in to the life of a comparative stranger .An interview is
a conversation between two persons the interviewer and the interviewee.
ii)Personal Observation: Data was collected through personally observing the
manuals records and through internet.
iii) The information was analyzed and tabulated using simple percentage, various
charts, diagrams and table’s .Tabulated data was presented graphically.
2.6 Sampling Unit:
Sampling unit for the study is executives, senior executives, and graduates, ITI
and diploma holders of Lanco Industries Ltd.,
2.6.1 Sampling Size:
The sampling size consists of 50 respondents.
2.6.2 Sampling Technique;

Sampling can be broadly classified into probability sampling and non
probability sampling. But the study is conducted by non-random convenient sampling
techniques for the purpose of assuring the sample size.
Convenience sampling:
The type of sampling depends upon the convenience of the researcher.
Random Sampling:
This type of sampling can be choosing on the basis of random.
Quantitative Analysis:
The data is collected through questionnaire regarding the purpose of approval
and positive and negative aspects of existing system were analyzed quantitatively and
qualitatively and inferences were summarized.
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2.7 STATISTICAL TOOLS:-
The design tool used to analyze the data is percentage methods
PERCENTAGE METHOD:
The method is very simple to analyze the data. The sample size may be large.
To analyze such large size of data, we can change into percentages. To change that
the formula is
No of respondents X 100
Total No of Sample Size
2.8 HYPOTHESIS:-
1) Null Hypothesis (ho):-
There is no significant relationship between employee’s performance and their

T&D facilities in the organization.
2) Alternative HYPOTHESIS (h1):-
There is significant relationship between employee’s performance and their

T&D facilities in the organization.
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3. PROFILES
3.1 INDUSTRY PROFILE
One cannot simply think of economic development without the growth of the
Cement Industry. Cement one of the basic elements for setting up storage and health
infrastructure plays a crucial role in economic development of a country.
Having more then a hundred and fifty years of history it had been used
extensively construction of anything from of building to projects. As such cement
consumption may be considered as one of the yardsticks in scaling economy. It is
core sector industry and a rise in the price of cement is bound to have inflationary
effects on other industries with in the economy.
India is the second largest cement producing country after China. The
industry is characterized by a high degree of fragmentation that has creator intense
competitive pressure on price realizations. Spread across length and breath of the
country there are 120 large plants belonging to 56 companies of around 135 Million
Tones (MT) as March 2002.
The industry was totally decontrolled in March 1989 and deli censed in July
1991 leading to a rapid increase in installed capacity from 61.55 Million Tones per
annum in 1989-90 to 105.25 Million Tones per annum in 1996-97. Today cement
ranks among the to five industries in terms of their contribution to the union excise
duty.
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Cement manufacturing involves hating a mixture of limestone and clay.

Partial fusion occurs and lumps called clinker are formed. The clinker is mixed with
little amount of gypsum to give ordinary Portland Portland Cement (OPC), mixing
this with blast furnace slag or husk yields. Portland Slag Cement (PSC) and Portland
Pozzolonna Cement (PPC). The producing capacities of are, PPC and PBFS are 70,
18 and 11 percent respectively. The manufacturing process has also changed from the
inefficient wet process to the more efficient dry process 87% of the total capacity is
of dry process and 13% is not.
Cement consumption growth is highly correlated to the GDP growth and
serves and a leading Indicator. More industrial activities and greater purchasing
power means more asset formation and thus more consumption of cement.
INDUSTRY STRUCTURE
The total world production of cement if to be around 1400 MT. Asia is the
largest consumer followed by Europe & the America. India’s installed capacity and
production for 1996-97 was 105.25 Million Tones Per annum & 76.22 including mini
and white sector. With 3.8 MT more already becoming operational this year and
another 3 MT to be added, there will be 57 large cement companies with 114 plants
and an installed capacity of 109 Million Tones per annum.
Before 1991 the Government uses to be the biggest consumer of cement

accounting for almost 40%-45%. Since then its share has been coming down and now
stands at about 30%. About 37% is estimated taken up by the retail segment.
The cement sector is relatively insulated from international trade. Being a very
bulky item, International Trade is very limited and only between neighboring states.
Although India has been consistently exporting cement in the volume of exports took
a beating after the southern Asian crises. From a peak of 2.68MT 1998-99 cement
exports from India have slid down to 2.06MT in 1998-99.
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With the expected huge demand in the Asian countries the future India being a
convenient country for the export oriented activities and with the cheaper labour there
are many cement companies entering India.
Cement is preferred as building material in India. It is used extensively in

house hold and industrial construction. Earlier government sector used to consume
50% of the cement sold in India, but in the last decade it share has come down to
35% rural areas consume less 23% of the total cement. Availability of cheaper
building material for the nonpermanent structure affects the rural demand.
The budget gave substantial incentives to private sector construction

companies. Ongoing liberalization will lead to an increase in industrial activities and
infrastructure development so it is hoped that Indian cement industry shall boom
again in near future. The National highway Act to allow private toll collection and
identified projects, bridge, expressways for private construction.
MARKETING:
Cement being a commodity item has low margins and its bulky nature ensures
that the supply is determined by the economical transportation distance, this led to
the formation of regional markets, Western, Northern, Southern and eastern. And the
concentration of limestone deposits in a few states has a led to the concentration of
limestone the formation of cement plant clusters at seven locations. Having surpassed
the period of shortage and achieving high growth in capacity, implying springing up
many plants, the industry is getting competitive. Hence the necessary and need for
coordinated marketing efforts.
The surplus cement that emerged towards end of the 1980’s necessitated the
Indian cement industry to develop marketing strategies and look for new areas of
cement usage. On such are identified was the coast of concrete roads.
Since 1988 the cement manufacturers association has propagated the idea of
concrete roads through a series of seminars, workshops and deliberations at decision-
making levels at both state and central governments discussion with metropolitan
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authorities and other involved in road building activities. As a result the Delhi –
Matura road is under construction. The city of Bombay has already completed
construction of one-third of its 350 km arterial roads with concrete.
More concrete roads and likely to be built in India both in the private and
government sectors including toll roads and express highways. The government has
recently asked for private participation including foreign investment for the
construction of toll roads, some which are likely to be concrete.
The incentives offered to private builders include a guarantee of minimum

reasonable rate of return on their investments, increase debt equity ratio up to 100%
foreign equity participation development of service and rest areas along the road.
Expressways between Bombay – Nasik, Bombay – Pune, Bangalore – Mysore and
Bombay – Vadodara are some of the roads identified.
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3.2 COMPANY PROFILE
ESTABLISHMENT:
Lanco group is a fast growing and leading Indian Industrial group, which has
blazed a trial of success in Civil Engineering, Pig Iron, Cement, Surface Transport,
Shipping Services and other areas of industrial activity. S.V.Contractors Seaways
Shipping Services limited. Kalahasti Castings Limited and Lanco Steels limited. Are
all frontline companies in their respective field of activity.
M/s Lanco Ferro Limited, producing Pig Iron, was established in the year
1993 on June 9th at Rachagunneri (Vill), Srikalahasti (Mandal), Chitoor (District),
A.P. It was renamed as M/s Lanco Industries Limited. On the 1 September 1994,
when the Management started the production of cement. The cement unit with state
of the art vertical shaft kiln well qualified personnel producing Portland Slag Cement.
The annual capacity of the cement plant is 90.000 tones.
Lanco Industries limited is presently at internal assessment stage of ISO 9002
certification for its manufacturing process.
LOCATION OF THE PLANT:

Lanco Industries limited is located in between Tirupati and Srikalahasti with
30km and 10 km distance respectively.
Location of the plant at this place i.e., at Rachagunneri Village of Chittoor
District, A.P. having the following advantages.
 Cheap availability of required land.
 There is more water resource.
 The distances between the harbor and present work spot is less.
 Proximity to the raw materials.
 Proximity to the marketing.
 To have financial subsidy.
 Nearer to the railway sidings.
 Well connected to the road, rail and port.
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 Availability of labour at cheaper rate.
CURRENT OPERATIONS:
Presently company is manufacturing 53 grades, ordinary Portland, Portland

Cement (OPC) with brand “LANCO”. The different varieties of cement that are
being manufactured at the factory are:
 Ordinary Portland Cement (OPC)

 +Portland Slag Cement (PSC)
 Portland Pozzolonna Cement (PPC)
At present company is manufacturing Lanco Cement 53 grade. At present

about 8000 tones of various grades of cement is having daily manufactured at the
factory.
SAILENT FEAUTRES OF LANCO CEMENT:
1. High Strength & High Quality and great durability.

2. A very perceptible saving in cost (20%-25%) due to low setting time.
3. Superior quality of the cement resulting in a better overall finish.
4. Stronger bonding with aggregates.
5. Full strength had given to any construction (Pig Iron).
A Lanco industry is importing coke from china. Japan and Australia because
there is scarcity of prime cooking coal, which is the raw material for producing
coke.The coke, which is imported, comes to Chennai port, which is approximately
100km away from the site. And from there it is brought to the site. And also fluxes,
which are required to produce Pig Iron like Limestone, Dolomic, Quartzite and
Manganese, are available in near by districts.
PLANTS UNDER THE GROUP
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The Pig Iron Plant and Lanco Cement plant are the two plants, which are
presently under the name of M/s.Lanco Industries Limited and Lanco Construction
Limited is the sister of concern of it.
ADMINISTRATION:
The general administration of the company is carried out by the Managing
Director, and General Managers of Finance, Commercial, Operations, Materials,
Purchase, Human Resource and Administration.
The Chairman and Managing Directors are holding overall control on

administration in all aspects, with the help of Vice-President and other General
Managers. The board consists of five members as Directors, Vice-Chairman, a
Managing Director and a Company Secretary.
The name LANCO has been derived from the promoter of the promoter of the
Group Shri. Lagadapati Amarappa Naidu. The Lanco Group is a diversified multi
faced conglomerate with the business interests in Pig Iron, Cement, Power, Graded
Castings, Spun pipes, Information Technology and Infrastructure Development.
The Lanco Group is promoted by Young Technology with exceptional

entrepreneur skills with a mission and a great vision and the top agenda to put the
group on the Global Corporate may be during the next 10 years.
LANCO INDUSTRIES LIMITED
Established in the year 1993. An ISO 9002 Company, it had set up a state of
the art, integrated manufacturing facility for Pig Iron through mini-blast furnace route
conforming to the latest international technology with initial capacity of 1,00,000
TPA. Its quality products of S G – Grade Pig Iron are being supplied to foundries in
the South. As a forward integration, it has utilized the slag produced in the Pig Iron
manufacturing process to install the cement plant with a capacity of 90,000 TPA. The
uninterrupted power requirement for the energy intensive plant is being met through a
2.5 MW co-generation power plant. Due to serve competition and survival, company
has increased the production capacity from 90,000 TPA to 1, 50,000 TPA from 2003.
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LOCATION
Lanco Industries Limited is a rural based factory sprawling over many areas of
land with deep resources and congenial soil. It is located in Rachagunneri Village
near Tirupathi. Nearly 50% of the consumption of electrical power is supplied by
APSEB, Government of Andhra Pradesh and other 50% of power is maintained by
the company owned DG sets and power plants. Since it is rural area labour potential is
available and also company is enjoying the subsides from State Government.
The Lanco Group is a diversified multifaced onglo merale, with business

interests in Pig Iron, Cement, Power Graded Castings, Spun pipes, Real Estate
Development, Information Technology a past from infrastructure us development
promoted by entrepreneurial skills and the agenda to put the group on the global
corporate map during the next 10 years.
LANCO KALAHASTI CASTINGS LIMITED (merged with Lanco Industries

Limited)
Established in 1997 and strategically located in close proximity to the mini

blast furnace of the Pig Iron Plant, it has a clear economic mileage over other casting
sites. The molten from the blast furnace is directly used as a basic raw material to
produce graded castings, cast iron pipes and Ductile iron spun pipes with a capacity of
60,000 TPA, which will be gradually expanded to meet through 10 MW captive
power plants. To emerge to meet the necessities and the self-sufficiency, it was
decided to enhance the production capacity from 60,000 TPA to 90,000 TPA from
2003.
INTRODUCTION OF HR POLICY:
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The Lanco Group is a diversified multi faced conglomerate with the business
interests in Pig Iron, Cement, Spun pipes, Coke Oven and 12MW Power plant. Plant
located Rachagunneri Village near Srikalahasthi.
• PIG IRON DIVISION:
Established in the year of 1993. An ISO-9002 Company, with a state of the

art, integrated manufacturing facility for Pig Iron through Mini Blast Furnace route
conforming to the latest international technology with initial capacity of 1,00,000
TPA and subsequently expanded and modernized and modernized to 1.75 LTPA. Its
quality development products of SG-Grade Pig Iron are being supplied to foundries in
the Southern India. The uninterrupted power requirement for the energy intensive
plant is being met through a 2.5 MW Co-Generation Power Plant.
• CEMENT DIVISION
Established in the year of 1996 the basic raw material is slag, produced in
the pig Iron manufacturing process to install the Cement Plant with a capacity of
90,000 TPA.
• SPUN PIPE DIVISION
Established in 1997 and strategically located in close proximity to the

Mini Blast Furnace of the Pig Iron Plant, It has a clear economic mileage over
other casting sites. The molten metal from the Blast Furnace is directly used as
basic raw material to produce Graded Castings, Cast Iron Pipes and Ductile Iron
Pipes with a capacity of 90,000 TPA.
• COKE OVEN PLANT
25
Established in 2005 the basic raw materials for the mini blast furnace, the
Coke Oven Plant capacity of 9000 TPM.
• POWER PLANT
It has proposed to set up a Power Plant of 12 MW.. Power Plant will be set
up in the existing land of Coke Oven Plant. Waste heat of flue gas from coke oven
will be utilized in waste heat recovery Boiler to produce steam. Steam produced in
the above process will be utilized to run on T.G Set for generating power.
Power generated from the Power Plant will be used for in – house consumption
and balance power will be fed into the APSEDB grid.
• IDENTITY CARD
All the employees are issued with an identity card, which has a
photograph, name & employee no. duly signed both by the employee and the
Competent Authority.
Every employee has to display the identity card while he/she is on duty.
Their admission into the premises can be denied by the security, if they are found
not wearing the identity card.
• UNIFORM, SHOES & PROTECTIVE EQUIPMENT:
All the employees who are on the regular rolls of the Company are issued
two pairs of uniform and one pair of shoes. All the employees are expected to
come to their duties in uniform.
The employees working in the plant operations are provided with
helmets and safety shoes. Depending on the nature of work, it is obligatory on the
part of employee to draw the required safety appliances like gloves, goggles,
26
respirators, and earplugs etc. from the stores through safety department and use
them. Failure to do so shall attract appropriate action.
• WORKING DAYS & TIMINGS:
Since ours is a continuous process industry the factory shall run continuously
for 24 hrs on all the days through out the years. Therefore, three shifts are run with
duration of 8 hrs and the weekly holiday shall be on staggered manner. Sunday is a
normal weekly holiday for non-technical personnel (Administrative staff). The other
employees are specifically informed about their weekly off days.
• TIMINGS
The shifts and General shift timings are as stated below:
S.NO SHIFT TIMINGS

01 A 6.00 TO 14.00
02 B 14.00 TO 22.00
03 C 22.00 TO 06.00
04 GENERAL - 1 8.00 TO 16.30
05 GENERAL - 2 9.00 TO 17.30
27
• ATTENDANCE & PUNCTUALITY:
All the employees are expected to come for duty regularly and well in time
to maintain the punctuality.The employee at the time of entry and exit has to punch
the card or sign in the register that is kept at the Time Office.
• ABSENTEEISM
All the employees are expected to be punctual and regular for the duty. The
leave rules give enough provision to avail them on a planned manner and also for
exigencies. In case if the employee does not report for work and absents him/her
without permission of intimation, then the management shall initiate appropriate
disciplinary action against the employee. This will ultimately, affect his performance
and in the Evaluation systems.
3.3 PRODUCT PROFILE:
Lanco industries are manufacturing the following products in it’s group of companies.
• SPUN PIPES
• PIG IRON
• CEMENT
• POWER
• COKE OVEN
SPUN PIPES:-
Pre-analyzed liquid metal from Blast Furnace is taken in to Induction Furnace.

The metal is superheated to a temperature of about 1520 o C and adjusted for
chemical composition by addition of Steel Scrap and Ferro Silicon. The adjusted
metal is taken into a converter for treatment to convert into SG iron. The adjusted
from converter is transferred to Spinning Machines through ladles. The metal is
poured to unlined water-cooled metallic moulds through a runner. The mould is kept
28
at a slightly inclined position and rotated at high speed. The uniform flow of metal
and uniform travel of the mould is ensured through flow control valves to achieve the
uniformity in the thickness. Due to the centrifugal force the metal is held against the
mould wall and the solidification of metal takes place due to water-cooling of mould.
The pipe cast through above process known as DELVAD Process is heat-treated to
achieve the requisite physical properties and microstructure. After heat treatment the
pipes are coated externally with Zinc and then the pipes are finished before testing
them with hydrostatic pressure. The tested pipes are lined internally with cement and
then cured in the stream chamber. The lined pipes are ground and washed with water
before sending them for bitumen painting. The pipes are preheated before bitumen
coating on external surface. The coated pipes are sent to dispatch yard after marking.
PIG IRON:-
“Blossoming of a fiery bud!” exclaimed Dr. Shankar Dayal Sharma, the then
President of India while inaugurating the Pig Iron Plant of LANCO Industries Limited
in September 1994. And the bud has indeed blossomed!
Commissioned in a record time of 11 months, LANCO Industries Limited, a

90,000 tones per annum Pig Iron Plant, surpassed its rated capacity just after two
years of commissioning. Later it transformed the slag-a waste by-product, into
productive Slag Cement with setting-up of Cement Plant. The Pig Iron Plant capacity
was upgraded to 1,50,000 tones per annum in the year 2003.
“What represented the finest facet of India 's youthful techno-entrepreneurial

strength has today evolved to become the future of growth of Indian business- turning
competition into partnership.” These words of Dr. Shankar Dayal Sharma, sums up
the saga of LANCO Industries Limited which has turned 12 years.
SALIENT FEATURES:
29
• Virgin liquid metal from Mini Blast Furnace is made available to Ductile Iron
Pipe Plant.
• Energy conservation through direct usage of liquid metal from Mini Blast
Furnace in Ductile Iron Pipe Plant.
• Blast furnace gas generated is used 100% in Blast pre-heating, power
generation and Ladle heating areas.
• Process water is recycled after treatment.
• Captive power generation with MBF gases
30
CEMENT:-
• Lanco Cement is the result of a unique blend of slag and clinker with the
following destructive characteristics.
• Progressively increasing later stage strength.
• 100% no leakage & no honey combing on application.
• Low heat of hydration, very low pore volume in concrete, high
impermeability, resulting in structures of high strength & long life.
• Crack free structure & walls, result of low thermal stresses and absence of
differential volume change.
• Super resistance to sulphate in concrete, resultant low corrosion, less alkali
aggregate reaction, and final outcome of long lasting super finish surfaces.
• East workability with high concentration of fines.
POWER:-
Lanco Industries Limited (LIL) has installed a 12MW captive power plant (CPP)
whose input would be hot waste gases from non-recovery type Coke Oven as source
of energy to generate electricity of 79.2 MU annually.
CPP auxiliaries like

• Water Treatment Plant.
• Cooling Tower & cooling water system.
• DG Sets – 2 x 600KVA.
• Compressors- 2 Nos.
• Hot Gas Dampers(4 nos) with cooling system
31
Coke OVEN:-
Lanco Industries Limited is engaged in manufacturing of the ductile iron pipes

manufactured through a spinning process from 1999, with a capacity of 1,00,000
tons/year. To meet the pipe plant requirement of hot metal Lanco operates a mini blast
furnace with a capacity of 1,65,000 tons/year
Previously, Lanco use to import coke from Japan and China to meet the
requirement of the mini blast furnace but then due to the steep rise in the coke prices
in the international market it was very difficult to maintain the cost of hat metal
produced.
Thus it was decided to install a coke manufacturing facility to meet the in-
house coke requirements. The company was attracted by the low cost of the non-
recovery type of coke ovens with its easy compliance with the pollution control norms
without any major investments. Now the company operates a coke oven plant with a
set of 68 ovens based on the Dasgupta Technology. The plant was commissioned in
May 2005 and is producing to the rated capacity of 1,25,000 Tons/year
32
4. Review of literature
Training:
According to Flippo, “Training is the act of increasing the knowledge and

skills of an employee for doing a particular job”.
Dale’s Beach defined the training as “The organized procedure by which

people learn knowledge or skill of a definite purpose”.
Training is a learning experience in that it seeks a relatively permanent

change in an individual that will improve his or her ability to perform on the job. We
typically say training can involve the changing of skills, knowledge, attitudes or social
behavior.
Training is typically focuses on providing employees with specific skills or

helping them correct deficiencies in their performance.
Development:
Development an effort to provide employees with the abilities the organization

will need in the future.
33
PROCESS:
Classroom Instruction:
Each net speed leadership module begins with face to face group Instruction
facilitated by a certified trainer. You may choose to have one of the certified trainers.
Employing a stylish and powerfully designed electronic presentation, participant work
book, and detailed facilitator, insightful small group discussion, skills practice
sessions and practical application. Participants return to their jobs with relevant tools
and an action plan to apply them in right away.
Electronic Reinforcement:
One week after each module presented participants are e-mailed an electronic
magazine with a case study, role model interview, to do list and other features crafted
to reinforce the face to face training in a fresh, readable magazine formats.
Web Based Tools:
Participants them complete a brief web based certification test, called Net
speed coach to demonstrate their knowledge of the material and the ability to apply
that knowledge to real life management situation. Net speed on the job is an action
planning tool that participants use to construct detailed action plans for specific work
challenges, following a template based directly on learning principles covered in their
classroom experience.
BENEFITS:
For Participants:
Program participants gain valuable approaches to managing others, building

their teams and achieving productive results through collaboration with others.
Training presented in focused modules scheduled over several weeks, combined with
a systematic series of e-learning reinforcement tools, maximize knowledge retention
and application of skills.
34
For Trainers and Training Directors:
Net speed leadership’s blended learning approach to leadership development

is powerful and easy to implement. It allows training directors to quickly launch and
support a training initiative certifies program participants and reward participation and
achievement.
Net speed leadership supports the Training Director in providing the best face
to face instruction combined with state of the art online learning reinforcement tools.
Importance of Training:
1. Job & Organizational requirements are not static, they are changed from time
to time in view of technological advance & change in the awareness of the
total quality and productivity management.
2. The objectivity of the Total Quality & Productive Management can be
achieved only through training as training develops human skills and
efficiency, productivity, program & development to a greater extend depend
on training.
3. Organizational objectivity like viability, stability & growth can also be
achieved through training.
4. Trained employees would be valuable assets to an organization.
5. Organizational objectivity like viability, stability & growth can also be
achieved through training.
6. Thus, training is important as it constitutes significant part of management
control.
35
Benefits of Training:
Training benefits to the organizations as follows:
 Improves the morale of the workforce.

 Helps people to identify the organizational goals.
 Improves labor management relations.
 Helps to keep costs down in many areas.
Development is the responsibility to the organization for being competent; and

knowledgeable.
Training Benefits to the Individual:
 Aids in encouraging and achieve self-development and self confidence.

 Helps in eliminating fear attempting new tasks.
 Increase job satisfaction and recognition.
 Helps a person to handle stress, tension, frustration and conflict.
 Improves interpersonal skills.
Need for Training:
Every organization whether big or small; productive or non-productive;

economic or social; old or newly established should provide training to all employees
irrespective of their qualifications skill, suitability for the job etc. Training is not
something that is done once to a new employee, it is used continuously in every well
run establishment.
The need for training arises due to the following reasons:
 To match the employees specification with the job requirement and

organizational needs.
 Organizational viability and the transformation process.
 Organizational complexity.
 Human relations.
36
 Change in job assignment.
Role of Training and Development:
No organization has a choice whether to train its employee or not, the only
choice is the methods of training. The primary concern of an organization is its
viability and hence its efficiency and if the organization does not respond to their
pressure, it may find itself to employees in order that they contribute to the
organizations efficiency and be able to cope up with the pressure of changing
environment. The ability of an organization depends to a considerable extent on the
skills of different employees, especially that the managerial cadres to relate the
organization with its environment.
Thus training can play the following roles in an organization:
1. Increase in efficiency.
2. Increase in moral of employees.
3. Better human relations.
4. Reduced supervision.
Training provides a number of benefits to both employees and employers. It makes

the employees more productive and more useful to the organization.
Training Methods:
On the job training method.
1. Job rotation.
2. Apprenticeship and coaching.
3. Job Instruction.
4. Committee Assignment.
37
Off the job training Method
1. Vestibule Training
2. Role Playing
3. Lecturer and Video Presentation
4. Case Study
5. Simulation
6. Management Games
7. In Basket Exercise
8. Self Study
38
5. HYPOTHESIS TESTING
1. Null Hypothesis (ho):-
There is no significant relationship between employee’s performance and their T&D

facilities in the organization.
2. ALTERNATIVE HYPOTHESIS (h1):-
There is significant relationship between employee’s performance and their T&D

facilities in the organization.
DEGREES OF FREEDOM :- (r-1)*(s-1)
Where r = No. of rows

S = No. of columns
Table No 5.1 Employees performance Vs training and Development
T&D NEEDED
YES NO TOTAL
PERFORMANCE
GOOD 5 10 15
POOR 15 20 35
Total 20 30 50
(Source-Questionnaire and oral interview)
DEGREES OF FREEDOM :-( r-1)*(s-1)
= (2-1)*(2-1)
= (1*1)
=1
39
Table No 5.2 calculating the values of Oij and Eij
S.NO Oij Eij (Oij-Eij)2 (Oij-Eij)2/Eij

1 5 6 1 0.166
2 10 9 1 0.111
3 20 14 36 2.571
4 15 21 36 1.714
total 4.562
Conclusion:-As we have refer 5% chi-square tabulated value for 1 the value is

3.84.So chi-square calculated value is greater than chi-square tabulated value.So
alternate hypothesis is accepted.
40
6. Data analysis
This was an attempt to classify tabulate analyse and interpret the data collected
using the questionnaires analyze and interpretation was done by tools like percentage
analysis, chi-square test depicting the data through tables for quick and clean
understanding of the data.
Table No.6.1:- TRAINING NECESSITY FOR THE EMPLOYEES.
Dimensions Respondents Percentage %
Yes 44 88
No 06 12
Total 50 100
INFERENCE:
The above table shows that 88% of the employees stated that the training is
necessary and 12% of the employees are stated that they don’t need training for their
jobs.
41
TABLE NO 6.2:- THE WILLINGNESS OF THE EMPLOYEES TOWARDS THE

TRAINING PROGRAMS.
Yes 45 90
No 05 10
Total 50 100
INFERENCE:
The above table shows that 90 percent of the employees in the organization
had taken training. 10 percent of the employees are seniors and training personnel.
42
TABLE NO 6.3:- THE NUMBER OF TRAINING PROGRAMS ATTENDED BY THE EMPLOYEE’S.
One 08 16
Two 17 34
Three 12 24
Four & More 13 26
Total 50 100
INFERENCE:
The above table shows that most of the employees in the organization are
interested to attend two training programs only.
43
TABLE NO 6.4:- THE SATISFACTION LEVEL OF THE TRAINING PROGRAMS.
Dimensions Respondents Percentage
Great Extent 20 40
Some Extent 15 30
Little Extent 15 30
Total 50 100
INFERENCE:
The above table shows that most of the employees are satisfied up to great
extent to the number of training programs attended in the organization.
44
TABLE NO 6.5:- THE EMPLOYEES EXPECTED BENEFITS FROM TRAINING AND

DEVELOPMENT
Benefits High Medium Low Rank

Aware of Company Policies 20 18 02 I
Aware of Work / job 25 10 04 II
Improve in skills,
26 12 02 I
knowledge, & attitude
Motivation 20 20 - I
To face new technology 22 18 - I
Idea generation 22 14 02 III
Problem solving 29 08 - IV
Aware of other dept’s work 10 15 08 V
INFERENCE:
The above table shows that, most of the employees expect good benefits from
the Training & Development like aware of Company policies, improve in skills,
knowledge & attitude, motivation and to face new technology etc.
45
TABLE NO 6.6:- THE METHOD OF TRAINING RECEIVED BY THE EMPLOYEES
On the Job 16 32
Off the Job 20 40
Both 12 24
Non Respondents 02 4
Total 50 100
INFERENCE:
The above table tells us that 40% of the employees received off the job
training 12% received both the methods of training and 32% received on the job
training.
46
TABLE NO 6.7:- THE TRAINING RECEIVED BY THE EMPLOYEES
Inside the company 44 88
Outside the company 02 04
Both 04 08
Total 50 100
INFERENCE:
The above table shows that most of the employees received training inside and
fewer employees are trained in out side of the Organization.
47
TABLE NO 6.8:- FROM WHOM THE TRAINING HAS RECEIVED
Superiors 20 40
Consultants 20 40
Institutions 02 04
Others 04 08
Total 50 100
INFERENCE:
The above table enables us that most of the employees received training from
superiors and Consultants.
48
TABLE NO 6.9:- THE TYPE OF TRAINING RECEIVED BY THE EMPLOYEES
Dimensions Respondents Rank
Induction 16 IV
Updating 20 II
Competence Development 32 I
All the above 26 II

INFERENCE:
The above table shows that most of the employees ranked to the Competence
Development. Out of 50 samples 26 employees received all the trainings.
49
TABLE NO 6.10:- THE DEVELOPED AREA AFTER TRAINING
Dimensions Respondents Rank
Skills, Knowledge &

24 I
Attitude
Motivated 02 IV
Social Behavior 12 II
Face new technology 06 III
Non Respondents 08 -
INFERENCE:
The above table enable us most of the employees developed skills and
knowledge. Twelve employees developed in the area of social behavior.
50
TABLE NO 6.11:- THE DURATION TO CONDUCT TRAINING PROGRAMS
Monthly 28 56
Quarterly 16 32
Half Yearly 04 08
Yearly - -
INFERENCE:
The above table shows that, 56% employees say monthly and 32% of the
employees are says that the training programs are conducting quarterly in the
organization.
51
TABLE NO 6.12:- REASONS FOR NOT ATTENDING TRAINING PROGRAMS
Resistance to change - -
Training is not related to
10 55.5
job
Training facilities not good - -
Timings not favorable 08 44.4
Personal Problems - -
Total 18 99.9
INFERENCE:
The above table shows that the employees had not attended training due to
training is not related to their job and training timings are not favorable.
52
TABLE NO 6.13:- THE TRAINING RELATED TO WEAK AREAS
Yes 24 48
No 24 48
Total 50 100
INFERENCE:
The above table shows that 48% employees says that training is related to only
weak areas and another 48% says that training is not related to weak areas.
53
TABLE NO 6.14:- THE NUMBER OF RESPONDENTS REQUIRES ONE MORE

TRAINING
Yes 26 52
No 08 16
Total 50 100
INFERENCE:
The above table shows that 52% of the employees are asking one more
training to improve their performance and 32% are ideal about t&d program in the
organization.
54
TABLE NO 6.15:- THE PROBLEMS EXPECT WITH TRAINING
Not understand the work - -
Not know about company policies 18 36
Much time taken 16 32
Not able to do perfect work 08 16
Not Responded 18 36
Total 50 100
INFERENCE:
The above the table shows that 36% says that may not be aware of company
policies, 32% says that much time taken to complete the work. 18% of the employees
has not respondent to this question.
55
7. FINDINGS
 All the employees know that the organization is conduction training programs
regularly and all of them had taken training.
 96% of employees had satisfied with the training and 92% employees stated
that the training helps the career.
 88% employees felt that the training is necessary for their job.
 After training half of the employees have developed in the area of skills and
knowledge and limited members have developed in the area of social
behavior.
 After training 20% employees felt happy and 56% employees satisfied at
medium level.
56
8. SUGGESTIONS
 The company has to implement modern training methods to help in

boosting the self morale of the employee at work place.
 Training Evaluation has to be conducted.
 Employees have to expose to the new environment than they will enhance
the knowledge.
 Specific Training Programs has to be given to the selected personal who
are related.
 Most of the employees feel that Training is related to weak areas, so the
management has to get awareness among the employees regarding
Training & Development.
 Nearly 60.5 employees felt that they had not received any payment as
remuneration while they were in training. So, the management has to
clarify their doubt regarding payment while in training.
 The satisfaction level of the employees is satisfactory. So, new changes in
training have to bring to improve the satisfaction level of employees.
57
9. BIBILIOGRAPHY
BOOKS REFERRED:
Effective Human Resource Training & Development Strategy

- Dr.B.RATHAN REDDY
Himalaya Publishing House, 1st Edition – 2005
Management & Organizational Behavior

- P.SUBBA RAO
Himalaya Publishing House, 2000 Edition
Personal / Human Resource Management

- DAVID A.DECENZO
Prentice Hall of India, 3rd Edition
- STEPHEN ROBBINS
Journals Referred
• A.Narasimha Rao, Indian Journal of Commerce,
Vol.54, “Employees Perception on Training & Development,
A study on Visaka Steel Plant, 2005.
58
10. ANNEXURE
QUESTIONNAIRE
A STUDY ON EMPLOYEES PERCEPTION ON TRAINING &
DEVELOPMENT IN LANCO INDUSTRIES
Name:
Designation:
Sex:
 Are there any Training programs conduced in your organization?
Yes [ ] No [ ]
 If ‘ Yes’, have you taken training?
Yes [ ] NO [ ]
 IS the training is necessary training ?
Yes [ ] no [ ]
 What benefits you expected from the training & development ?
SL. Benefits High Medium Low

1. Aware of company
policies
2. Aware of work/job
3. Improve in skills
,knowledge & attitude
4. Motivation
5. To face new
Technology
6. idea generation
7. problem solving
8. Aware of other dept’s
work
 How many programs were attended by you?
59
a) One b) Two c) Three d) Four & More
 To what extent have you satisfied with the respective training?
a) Great extent b) Some extent c) little extent
 What method of training have you received?
a) On the job b) Off the job c) Both
 Where you have received the training?
a) Inside the Company

b) Outside the Company
c) Both
 From whom the training is received
a) Superiors b) Institutions c) Consultants d) Others
 What method of training you received
a) Induction b) Competence Development

c) Updating Knowledge d) Preparing for future assignments
e) All the above
 After the Training in which area you developed?
a) Skills, knowledge b) Social behavior

c) To face new technology d) Motivated
 Does the training program satisfy your needs?
a) Yes b) No
 To what extent the training program helps to your career?
a) Great extent b) Some extent c) Little extent
60
 Whether your organization is conducting Training programs regularly?

If ‘Yes’ how far?
a) Monthly
b) Quarterly
c) Half yearly
d) Yearly
 Whether the Training programs were intimate to
you?
Yes [ ] No [ ]
 If ‘Yes’, how many days before they intimated to you?
a) A week before b) 15 days before

c) One month before d) Two months before
 Have you attended Training programs regularly?
Yes [ ] No [ ]
 If ‘No’, why
a) Resistance to change
b) Training is not related to the job
c) Training facilities are not good
d) Personal problems
e) Timings not favorable
 Whether the management forced you to take training?
Yes [ ] No [ ]
 If ‘No’, why?
a) Want to improve skills & knowledge

b) Want to improve Social Behavior
c) Want to know about new technology
 Whether the training is related to only weak areas?
Yes [ ] No [ ]
61
a) Motivation
b) To face new technology
c) To develop skills, knowledge & attitude
d) Aware of Company policies
e) All the above
 Once after training have you improved?
Yes [ ] No [ ]
 If ‘Yes’, why?
a) High b) Medium c) Low
a) Work is difficult
b) More time taken to complete the work
c) Not understandable
d) Training is different from work
 Do you require one more training?
Yes [ ] No [ ]
 Have you received payment while in training?
Yes [ ] No [ ]
 Without training, what problems you expect?
a) Not understand the work b) Not known about Company Policies

c) Much time taken d) Not able to do the perfect work
 What chances are there to rectify those problems?

a) By approaching Superiors b) Through Consultants
c) Outside Institutions d) Through Professionals
62

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TRAINING AND DEVELOPMENT

Training makes a very important to the development of the organization of

According to Edwin B.Flippo. “Training is the act of increasing the

The word “Training” consists of eight letters, each of which could be

T - Talent and Tenacity

Development, in contrast, is considered to be more general than training and

TRAINING AND DEVELOPMENT NEEDS

MEETING THE NEED THROUGH TRAINING AND DEVELOPMENT

The path manager

As a result of the training needs analysis a number of routes to development

The contents of the portfolio should include:

This portfolio should continually be updated, and in time will provide

The team member (including the manager)

There are a wide variety of methods for an individual’s development. Some of

Further education colleges and private training providers can be a source of

If numbers justify it, it usually more cost-effective for external organisations

A wide range of open-learning packages covering both technical and

Projects and assignments

EVALUATING THE DEVELOPMENT

In Identifying training and development needs we looked at the training cycle,

APPLYING THIS TO TRAINING AND DEVELOPMENT

Training and development at any level wastes resources unless it correctly

It is more meaningful if team members are briefed by a manager before any

If the evaluation of team learning is important, so too is the evaluation of

A CHECKLIST FOR EVALUATION

• Does the training delivered meet the identified need?

APPROACH OF TRAINING AND DEVLOPMENT

Training and development is that Indian Organizations have realized the

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure

• Individual Objectives – help employees in achieving their personal goals,

A research is the arrangement of conditions for collection and analysis of data

2.1 Need for the Study

Rapid development in technology and changing goals of organization has

However, this study is mainly concentrated on the aspects like need

Therefore, a study on knowledge and perception of the employees about the

2.2 Statement of the Problem

The selected topic is “TRAINING&DEVELOPMENT” at Lanco Industries.

 To study the extent to which the respondents need to have training

2.3 Research Methodology:-

A system of models, procedures and techniques used to find the results of a

This is a systematic way to solve the research problem and it is an important

2.3.1 OBJECTIVES OF THE STUDY

The main objectives of the study are as follows:

 To find out the opinions of the employees regarding training programmes.

2.3.2 SCOPE OF THE STUDY

The study is Limited to “Lanco Industries Ltd”.

Employee training and development is not only an activity that is desirable

The scope extends to:

 Strengths and weaknesses are identified

Finally training and development programmes help to increase organizational

2.3.3 LIMITATIONS OF THE STUDY

 The study is limited to Lanco Industries Ltd., only.

2.4 Data Sources :-

Data was collected based on two sources:

The primary data is collected with the help of questionnaire. The

Secondary Data is collected through the document provided by the HRD

2.5 Data collection tools:-

i)Interview: An interview may be regarded as a systematic method by which a person

2.6 Sampling Unit:

2.6.1 Sampling Size:

The sampling size consists of 50 respondents.

2.6.2 Sampling Technique;