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CEMENTS
Miss. Stuti Sinha COURSE:- MBA HR SEMESTER:- 3rd Roll No.:UNDER GUIDENCE OF MR. RAJEEV SHARAN SUBMITTED AT
MAULANA AZAD INSTITUTE OF HIGHER EDUCATION LC OF SIKKIM MANIPAL UNIVERSITY, DE LC CODE:00223 AKNOWLEDGEMENT
Company
I am deeply indebted to my esteemed HOD Dr. N. Panchanathan Annamalai.University, Chennai (TN) for his kind and constant encouragement. My gratitude is also due to Mr. M. K. Mishra, Mr. Rajendra Khinwasara, Mr.J.P.Mandaviva and Mr.Wilson David, Mr. Yogesh Mishra Deputy Manager CSR for coordinating and providing all assistance of guidance through out my work. I also express my thanks to my teachers Mrs. Sujatha for boosting me to complete the project. I would like to extend my thanks to all the respondents who patiently answered to all my queries and cooperated with us and provided me with all the valuable information that, I needed for my project study.
Tamil Nadu
DECLARATION
This is to certify that dissertation entitled Training
and
CONTENTS
CHAPTER-:1 INTRODUCTION ABOUT COMPANY INTRODUCTION OF COMPANY HISTORY OF SHREE DURGA CEMENT LIMITED OLD VISION OF SHREE DURGA CEMENT NEW VISION OF SHREE DURGA CEMENT MISSION MILESTONE & ACHIEVEMENT & AWARDS OVERVIEW OF LAKHERI CEMENT WORKS & PLANT HISTORY INTRODUCTION OF HUMAN RESOURCE MANAGEMENT OCCUPATIONAL HEALTH AND SAFETY CHAPTER-:2 INRODUCTION OF TOPIC (TRAINING&DEVELOPMENT) DEFINITION OF TRAINING NEED AND IMPORTANCE METHODS AND TECHNIQES OF TRAINING STEPS IN TRAININGS TRAINING NEED ASSESSMENT TRAINING & DEVELOPMENT EVALUATION RESEARCH METHODOLOGY
CHAPTER-:3
UNIVERSE SAMPLE SIZE&SAMPLE TECHNIQE SOURCE OF DATA COLLECTION PARAMETERS SCALING TECHNIQES USES CHAPTER-:4 ANALYSIS OF DATA 4
CONCLUSION
kind in the Indian cement industry. This ensures not just consistency in product quality but also continuous improvements in products, processes, and application areas.
SHREE DURGA CEMENT has rich experience in mining, being the largest user of limestone, and it is also one of the principal users of coal. As the largest cement producer in India, it is one of the biggest customers of the Indian Railways, and the foremost user of the road transport network services for inward and outward movement of materials and products. SHREE DURGA CEMENT has also extended its services overseas to the Middle East, Africa, and South America, where it has provided technical and managerial consultancy to a variety of consumers, and also helps in the operation and maintenance of cement plants abroad. SHREE DURGA CEMENT is among the first companies in India to include commitment to environmental protection as one of its corporate objectives, long before pollution control laws came into existence. The company installed pollution control equipment and high efficiency sophisticated electrostatic precipitators for cement kilns, raw mills, coal mills, power plants and coolers as far back as 1966. Every factory has state-of-the art pollution control equipment and devices. SHREE DURGA CEMENT demonstrates the practices of being a good corporate citizen undertaking a wide range of activities to improve the living conditions of the under-privileged classes living near its factories.
group is responsible for determining the objectives and broad policies of the Company - consistent with the primary objective of enhancing long-term shareholder value. The Board meets once a month. Two other small groups of directors comprising Shareholders'/Investors' Grievance Committee and Audit Committee of the Board of Directors - also meet once a month on matters pertaining to the finance and share disciplines. During the last decade, there has been a streamlining of the senior management structure that is more responsive to the needs of the Company's prime business. A Managing Committee - comprising, in addition to the Managing Director and the two executive directors, the presidents representing multifarious disciplines: finance, production, marketing, research and consultancy, engineering and human resources meets once a week. Besides these bodies, there are senior executives and other regional managers - based at the Company's corporate office and at its marketing offices and manufacturing units -who contribute to the development and operation of the various functions. While these groups form the core management team that frames and guides corporate policy, SHREE DURGA CEMENT is proud of its manpower strength of about 9,000 people, who comprise experts in various disciplines assisted by a dedicated workforce of skilled persons. Quite a number of them have logged many years of service with the organization. They come from all parts of the country and belong to a variety of ethnic, cultural and religious backgrounds. Because of such a cosmopolitan make-up, SHREE DURGA CEMENT can rightly be said to embrace within its fold a family that forms a 'mini-India'.
A Strategic Alliance:
The house of Tata was intimately associated with the heritage and history of SHREE DURGA CEMENT, right from its formation in 1936 up to 2000. The Tata group sold all 14.45% of its shareholdings in SHREE DURGA CEMENT in three stages to subsidiary companies of Gujarat Ambuja Cements Ltd. (GACL), who are now the largest single shareholder in SHREE DURGA CEMENT. This enabled SHREE DURGA CEMENT to enter into a strategic alliance with GACL; a company reputed for its brand image and cost leadership in the cement industry.
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4 5 6 7 8 9 10 11 12 13
Damodhar Gagal Jamul Kymore Lakheri Madukkarai Sindri Wadi New Wadi Plant Tikaria
Damodar Cement Works Gagal Cement Works Jamul Cement Works Kymore Cement Works Lakheri Cement Works Madukkarai Cement Works Sindri Cement Works Wadi Cement Works Wadi Cement Works Tikaria Cement Grinding and Packing Plant
0.53 4.40 (Gagal I and II) 1.58 2.20 1.50 0.96 0.91 2.59 2.60 2.31
New Vision:
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1936
1936 First Board Meeting of The Associated Cement Companies Limited held at Esplanade House, Mumbai on November 10, 1936. 1937 With the transfer of the 10th company to SHREE DURGA CEMENT, viz. Dewarkhand Cement Company, the formation of SHREE DURGA CEMENT is complete on October 23, 1937. SHREE DURGA CEMENTs first community development venture near Bombay Indias first entirely indigenous cement plant established at Chaibasa in Bihar Village Welfare Scheme launched
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1947
1952
1955 Sindri cement works used the waste product calcium carbonate sludge from fertilizer factory at Sindri. 1956 1957 1957 1961 Bulk Cement Depot established at Okhla, Delhi Technical training institute established at Kymore, Madhya Pradesh. Katni Refractories Blast furnace slag from TISCO used at the Chaibasa Unit to manufacture Portland Slag Cement for the first time in India. Manufacture of Shree Durga Cementocid Cement, which resists the corrosive action of acids and chemicals. Oilwell Cement manufactured at SHREE DURGA CEMENT Shahabad Cement Works in Karnataka for cementation of oilwells upto a depth of 6,000 feet.
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1961
1961
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IMC Ramkrishna Bajaj National Quality Award - Gagal wins Commendation Certificate and New Wadi Plant wins Special Award for Performance Excellence in the Manufacturing Sector, 2007.
National Award for outstanding performance in promoting rural and agricultural development by ASSOCHAM
Sword of Honour - by British Safety Council, United Kingdom for excellence in safety performance. Indira Priyadarshini Vrikshamitra Award --- by The Ministry of Environment and Forests for "extraordinary work" carried out in the area of afforestation.
FICCI Award --- for innovative measures for control of pollution, waste management & conservation of mineral resources in mines and plant.
Subh Karan Sarawagi Environment Award - by The Federation of Indian Mineral Industries for environment protection measures. Drona Trophy - By Indian Bureau Of Mines for extra ordinary efforts in protection of Environment and mineral conservation in the large mechanized mines sector.
Golden Peacock Environment Management Special Award - for outstanding efforts in Environment Management in the large manufacturing sector.
Indira Gandhi Memorial National Award - for excellent performance in prevention of pollution and ecological development
Excellence in Management of Health, Safety and Environment : Certificate of Merit by Indian Chemical Manufacturers Association Vishwakarma Rashtriya Puraskar trophy for outstanding performance in safety and mine working Good Corporate Citizen Award - by PHD Chamber of Commerce and Industry Jamnalal Bajaj Uchit Vyavahar Puraskar - Certificate of Merit by Council for Fair Business Practices Greentech Safety Gold and Silver Awards - for outstanding performance in Safety
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SHREE DURGA CEMENT was the first recipient of ASSOCHAMs first ever National Award for outstanding performance in promoting rural and agricultural development activities in 1976. Decades later, PHD Chamber of Commerce and Industry selected SHREE DURGA CEMENT as winner of its Good Corporate Citizen Award for the year 2002. Over the years, there have been many awards and felicitations for achievements in Rural and community development, Safety, Health, Tree plantation, A forestation, Clean Mining, Environment Awareness and Protection.
5. Jmul Cement Works 6. Gagal Cement Works 7. Kymore Cement Works 8. Lakheri Cement Works 9. Madhukkarai Cement Works 10.Mancherial CEMENT Works 11.Sindri Cement Works 12.Wadi Cement Works 13.Tikaria Cement Works
Area Office:
ALLAHABAD ASANSOL AURANGABAD BELLARY COCHIN CHENNAI FAZABAD GULBARGA
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GUWAHATI JAMMU BHUBANESHWAR JALANDHAR KOCHI KOZHIKODE KOLHAPUR LUCKNOW MANGALORE NAGPUR PATIALA RAIPUR SHIMLA VELLORE
RMX Office:
Mumbai- Kalamboli Mumbai- Sion Mumbai- JVLR Project Chennai Delhi- Faridabad Greater Noida Bangalore- Whitefield Bangalore- Peenya Bangalore- Hosur Road Bangalore- betta Halsoor Kolkata- Sonapur Goa- Panaji Gurgaon- Haryana
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SHREE DURGA CEMENT Limited is Indias foremost manufacturer of cement and ready mix concrete with a countrywide network of factories and marketing offices. Established in 1936, SHREE DURGA CEMENT has been a pioneer and trend-setter in cement and concrete technology. SHREE DURGA CEMENTs brand name is synonymous with cement and enjoys a high level of equity in the Indian market. Among the first companies in India to include commitment to environment protection as a corporate objective, SHREE DURGA CEMENT has won several prizes and Shree Durga Cementolades for environment friendly measures taken at its plants and mines. The company has also been felicitated for its acts of good corporate citizenship. Presently SHREE DURGA CEMENT is a part of the Holcim Group, one of the largest multinational Cement manufacturers. SHREE DURGA CEMENT Lakheri Cement Works is located between Kota & Sawai Madhopur of Western-Central Railway. Place known for SHREE DURGA CEMENT Cement. The oldest cement plant in India which has still preserved its 1905 lime kilns. Plant has already been modernized and the capacity being further increased to 1.5 M.T.P.A.together with 25MW Coal based Power Plant during the year 2006-2007.
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Today, the bavadis, kunds, and wells of that era are found dotted all over the area.
Lakheri 2007 Since the beginning of this century, other structures have come up to challenge Lakheris traditional skyline of rugged hills and embattled walls. A cluster of four cylindrical, pillbox-shaped vertical Kilns of a plant set up in 1905 to produce hydraulic lime, stand like grizzled sentinels on a Cliffside.
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It was this primitive plant, which was converted in to a cement factory in 1917 owned by Killick Nixon , that makes Lakheri Cement Works the oldest running cement factory in India. Lakheri Works is also credited with manufacturing popular cement of the times and knows as BBB Cement or Bundi Bagh Brand Cement. Commencing operations with two 100 TPD wet process Kilns, there after Lakheri Works has three Kilns with an aggregate capacity 3.2 Lakh tonne per annum During The year 1997 and 2007 Lakheri was upgraded to 1200 and 3200 tpd respectively with dry process kiln with preheater, Calciner.
Plant History:
1905 : Foundation of Lakheri started with four cylindrical,
pillbox-shaped vertical Kilns to produce hydraulic lime 1917 : Installation of Indias first cement plant at barren foot hills of Arawali mountain installed capacity of 0.32 mtpa using wet process of manufacturing from 3 nos. of kilns. 1997 : Modernization and Expansion by replacing wet process kilns with a single dry process kiln of capacity 1200 TPD and raising its cement manufacturing capacity to 0.60 MTPA. 2000 : By adopting Kaizens as a way of life, Total productive maintenance (TPM) philosophy, employees innovations and dedications, The plant could achieve production to a level of 0.7 mtpa from the same establishment. 2007 : The capacity of the plant is raised by more than two folds to a level of 1.5 mtpa by adding second string of preheater with calciner to the existing kiln with replacement of grate cooler and addition of new close circuit cement grinding system. 2007 : Installation of 25 MW capacity Thermal power plant. The manufacturing process is supported by an economical and reliable captive thermal power source.
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Product (Cement):Quality
Product development has always been an important activity at SHREE DURGA CEMENT, arising out of a focus on quality and process improvement. It has been a constant partner, driving research, innovation and evaluation. In 1964, a centralized research facility the Central Research Station (CRS) was established in Thane. The research complex now renamed as SHREE DURGA CEMENT Thane Complex, spread over an area of 8000 sq m has modern labs with the latest equipment and manned by highly qualified scientists and technologists who carry out product development work in cement and allied fields. SHREE DURGA CEMENT has effectively pledged its reputation as the market leader in quality of cement. Maintaining this lead calls for harnessing the resources and expertise of the company from applied research and production to marketing. Shree Durga Cementordingly, all SHREE DURGA CEMENT factories are equipped with state- ofthe- art process control instrumentation and associated quality control and testing laboratories. Trained engineers, chemists and technicians staff these. The Central Laboratory at SHREE DURGA CEMENT Thane Complex is used as a reference laboratory for diagnosis and resolving specific trouble shooting cases. As a result of this focus on quality, SHREE DURGA CEMENT cement specification exceeds those set by BIS by wide margin. Today, all SHREE DURGA CEMENT cements plants have the ISO 9001 Quality Systems Certification. This demonstrates our tradition of providing reliable and consistent quality through the application of modern technology, and justifies the preferences of a nationwide customer base. SHREE DURGA CEMENT manufactures the following types of cement, in addition to which, it provides Bulk Cement and Ready Mix Concrete. Ordinary Portland Cements
OPC 43 Grade
Blended Cements
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Blended Cement:
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Fly-ash based Portland Pozzolana Cement This is special blended cement, produced by inter-grinding higher strength Ordinary Portland Cement clinker with high quality processed fly ash - based on norms set by the company's R&D division. This unique, value-added product has hydraulic binding properties not found in ordinary cements. It is available in specially designed 50-kg bags.
in Mumbai was the first mega construction project in India to use High Performance Concrete of M-75 grad.
Sharing Knowledge:
Following the massive earthquake in Gujarat, SHREE DURGA CEMENTs civil engineers trained over 1500 unemployed youth from remote villages in the fundamentals of building stronger, more earthquake resistant structures. This was the first formal training effort of its kind for masons. Many of these youth are now gainfully employed.
Environmental Protection:
SHREE DURGA CEMENT is among the first companies in India to include commitment to environmental protection as one of its corporate,long before pollution control norms and regulatory act came in to existence. The company inducted the use of pollution control equipment and hig efficiency sophisticated electrostatic precipitators
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for cement kilns, raw mills, coal mills, power plants and coolers as for as 1966. Today each SHREE DURGA CEMENT factory has high efficiency state-of-the art pollution control equipment and devices. Each of our manufacturing units has a separate environment section manned by a qualified environmental engineer and supporting staff. Our plants, mines and township demonstrate the companys successful endeavors in greening activities such as Afforestation, tree planting, horticulture, vegetable and cultivation apart from basic landscaping designed to enrich and beautify the environment. Cleaner mining techniques have helped safeguard and conserve mineral resources. In addition, we have taken other positive measures such as top soil conservation, efficient water management systems and the treatment of the wastage, sewage and effluents. Some of our plants have become near self reliant in their water requirements. SHREE DURGA CEMENT has achieved spectacular results in the utilization of two hazardous and pollutant industrial wastes namely slag from steel plants and fly ash from thermal power stations to make blended cements that help conserve limestone resources. Over the years, SHREE DURGA CEMENT has won several prizes and certificates of merit for environmental measures undertaken at its various plants and mines. In particular, for programs involving greening, Afforestation, rehabilitation of mines, noise abatement and other visible measures like tree plantation and water management. A forestation and Greening the Environment. Tree plantation is a regular and committed activity at SHREE DURGA CEMENT. Vacant land in plant, mines and colony at each factory is used to develop greenery of various species. Some SHREE DURGA CEMENT plants (viz. Gagal, Jamul, Kymore and Chaibasa) have developed as much as 40% area for green belts as compared to statutory requirement of 30 %. Every cement plant has its own success story of tree plantation, greening activities, horticulture, flower and fruit cultivation and water conservation. Tree plantation and green belt development programs have been extended to cover areas in vicinity of our plants for the benefit of local community.
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Rocky areas in mines have been rendered suitable for plantation by overspreading topsoil obtained from mining activity. A forestation programs have helped transform the once barren and dry ambience into lush greenery.Each One Plant One has been an inspiring message practiced by many of our employees. The total plantation undertaken across SHREE DURGA CEMENT is more than 3.3 million numbers of trees, with an average survival rate of 85% and spread over an area of 1000 acres in mines, factories and residential townships.
Water Conservation:
Water conservation is a noteworthy contribution in a water scarce country like ours. SHREE DURGA CEMENT cement units maintain a norm of Zero Water Discharge. All the water used in plants for industrial cooling is recycled through cooling towers, water ponds and tanks. SHREE DURGA CEMENT cement plants have converted old abandoned mines into huge reservoirs by collecting rainwater from catchments around mines. Water from these reservoirs is treated to make it potable. As a result of these initiatives, we have several examples of outstanding achievements in water harvesting and in the creation of reservoirs in abandoned mines and quarries. Some of our Works have become near self reliant in respect of their water requirement for industrial and domestic consumption.
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waste. SHREE DURGA CEMENT takes pride in extending its waste management services to help minimize the discharge of wastes. Human Resource Management at SHREE DURGA CEMENT Limited: Human Resource Management may be defined as that specialized branch of management which is concerned with solving the human problem of an organization intelligently and equitably in a manner that not only the employees, potentials are developed but maximum satisfaction is also achieved by the individual
SHREE DURGA CEMENT has a large workforce of about 9,000 people, comprising experts in various disciplines assisted by a dedicated workforce of skilled persons. SHREE DURGA CEMENT employees, referred to as the SHREE DURGA CEMENT Parivar, come from all parts of the country and belonging to a variety of ethnic, cultural and religious backgrounds. SHREE DURGA CEMENT employees display a strong sense of loyalty to the Company and their special stellar qualities as value-adding human capital are well known in the industry. SHREE DURGA CEMENT has clearly stated guidelines concerning recruitment, termination, career advancement, performance appraisal, professional and employee ethics and code of conduct. The Companys personnel policies and processes enshrine equal opportunities to all and non-discrimination with regard to gender, caste, creed, ideology or other opinion, whether social, political or
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religious. Also ensured is a due process for employee consultation and participation in organizational development and policy formulation.
Recruitment:
Recruitment in SHREE DURGA CEMENT is a very fair and transparent process with adequate opportunities to look for suitable candidates internally as well as from outside. Applicants are generally invited on the basis of specific advertisements in newspapers and websites. A Committee of officers called the Central Recruitment Committee handles the entire recruitment process comprising screening of applications, preliminary short-listing, interviews and final selection. Every attempt is made to make the selection process as objective as possible by incorporating tests of competence. In some cases, outside consultants are retained. All decisions of the recruitment committee are recorded in respect of each candidate. Candidates are informed of their short-listing and selection immediately after the interview or at the earliest thereafter.
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CEMENTs journey towards Sustainable development. Safety Audits are being carried out in SHREE DURGA CEMENT since 1995 by National Safety Council based on the 5 Star Auditing System of British Safety Council. There is a continuous effort to measure and improve Safety Management Systems to avoid Shree Durga Cementidents. We have an Apex OH & S Committee headed by the Managing Director. This committee oversees implementation of our OH & S policy Each of our plants and manufacturing units have Professional Doctors and medical facilities for continuous monitoring and observation of workplace hygiene and occupational health. The following are some OH & S initiatives at our plants:
OH & S brochures, signages, posters and mailers used extensively Monthly Safety Gate Meetings held at all our plants. Safety Audit and TPM Audits carried out annually Safety Professionals meets twice a year to discuss and share knowledge on Safety Statistics and implementation of safety measures at each unit. Safety Observation Tours (SOT) conducted weekly by all line managers Behavioural Safety Training programmes for workers at all plants Incident investigations for all incidents including near misses (with potential for injuries). The findings and recommendation are shared across the company. OUR OH & S VISION
NO HARM ANYWHERE TO ANYONE ASSOCIATED WITH SHREE DURGA CEMENT NO HARM means: No fatalities No disabling Injuries No Lost Time Injuries No Medical treatment Injuries No First Aid Injuries No Occupational Illness
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ANYONE means: Employees Contractors personnel on site Ready-mix drivers on job Third party contractors on site Visitors to SHREE DURGA CEMENT site
OUR OH & S POLICY We manage our activities in a responsible manner to avoid causing any harm to the health and safety of our employees, contract personnel and visitors. We apply OH&S standards and guidelines; provide the necessary resources, training and education and measure performance for continuous improvement. FIVE CARDINAL RULES FOR SAFETY 1. Do not override or interfere with any safety provision nor allow anyone else to override or interfere with them. 2. Personal Protection Equipment (PPE) rules, applicable to a given task, must be adhered to at all times. 3. Isolation and Lock Out procedures must always be followed. 4. No person may work if under the influence of alcohol or drugs. 5. All the injuries and incidents must be reported.
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First Aiders
OH & S INSPECTION
Safety Patrollers
Introduction of Topic
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Training is an organized procedure which brings about a semipermanent change in behavior, for a definite purpose. The three main areas involved are skill, knowledge and attitudes but always with definite purpose in mind. Every organization needs to have welltrained and experienced people to perform the activities that have to be done. If current or potential job occupants can meet this requirement, training is not important. When this is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. Training makes the employees versatile in operations. All rounders can be transferred to any job. Training programme is important as it lends stability and flexibility to an organization, besides contributing to its capacity to grow. Shree Durga Cementidents scrape, and damage to machinery and equipment can be avoided or minimized through training. Furthermore, future needs of employees will be taken care by training. As jobs have become more complex, the importance of employee training has increased. When jobs were simple, easy to learn, and influenced to only small degree by technological changes, there was little need for employees to upgrade or alter their skills. But the rapid changes taking place during the last quarter-century in our highly sophisticated and complex society have created increased pressures for organizations to readapt the products and services produced, the manner in which products and services are produced and offered, the types of jobs required, and the types of skills necessary to complete there jobs. In a rapid changing society, employee training is not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable and knowledgeable work force.
Definition of Training:
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. It may
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mean changing what employees know, how they work, their attitudes towards their work, or their interactions with their co-workers or their supervisor.
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Training objectives:
The primary purpose of training is to establish a sound relationship between the worker and his job the optimum man task relationship; To upgrade skills and prevent obsolescence. The jobs that employees do are not static; they change, sometimes without necessary awareness since technology advances are getting increasingly more rapid. To keep pace with changing technology, mechanization, automation, electronic data processing etc., training becomes mandatory for employees in order to update them, teach them newer skills and increase their efficiency. To offer firm competitive advantage by removing performance deficiencies; making employees stay long; minimizing Shree Durga Cementidents, scrap and damage; and meeting future employees needs.
trainee how to perform the job tasks. It is the most effective method as the trainee learns by experience, making him or her highly competent. Further the method is least expensive since no formal training is organized. The trainee is highly motivated to learn since he or she is aware of the fact that his or her success on the job depends on the training received. Finally the training is free from an artificial situation of classroom. This contributes to the effectiveness of the program. Following are the On-the-job training methods:
Orientation training Used for orienting New Employees, introducing innovations in products and services. Job-instruction training Special Skills Training.
Apprentice training - Orienting New Employees, introducing innovations in products and services, Special Skills Training.
Internships and assistantship Used for creative, technical and professional education and also used for sales, administrative supervisory and managerial education.
Job rotation - Used for sales, administrative supervisory and managerial education and orienting New Employees, introducing innovations in products and services. Coaching Safety education, Special Skills Training, Creative, technical and professional education and also used for sales, administrative supervisory and managerial education. (2) Off-the-job Off-the-job methods are used away from the workplaces. Following are the off-the-job methods:
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Vestibule - Used for orienting New Employees, Introducing Innovations in Products and Services and Special Skills Training. Lecture - Used for Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial Education. Special study Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial Education.
Films - Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial Education.
Television - Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial Education.
Conference or Discussion - Orienting New Employees, Introducing Innovations in Products and Services, Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial Education.
Case study - Sales, Administrative Supervisory and Managerial Education. Role Playing - Creative, Technical and Professional Education.
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Simulation - Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education. Programmed instruction - Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education Laboratory training Safety Education and Creative Technical and Professional Education.
Techniques of training:
Training techniques represent the medium of imparting skills and knowledge to employees. Training techniques are the means employed in the training methods. Following are the most commonly used techniques: Lectures Films Audio cassettes Case studies, Role playing, Video-tapes, Simulations
Steps in Training:
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Identifying your training need is the first step in a large training process that takes you from your initial inquires all the way to deliver and evaluation of the final training package. This training process is called High Impact Training model. It has six phases process that focuses on providing effective targeted training. If it followed, will have positive impact on the origination.
The following table will illustrate the activities in each phase and the product that will be produced. Phase 1. Identify Training need Action Gather and analyze appropriate information Product A description of the specific training needed to improve job performance.
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Define what needs to be learned to improve job performance. Choose the appropriate training approach. Create the actual training materials.
Detail objective of the program. A design plan for the training program. Training manuals, facilitators guide , audio visual aid job aids etc. Instructor led training computer based training one on-one coaching, etc. An evaluation report. A redesign course, if needed. Ongoing suggestions and ideas that support the training.
Deliver the training as designed to ensure successful results. Assess whether your training/coaching Shree Durga Cementomplished actual performance improvement; Communicate the results and redesign(if needed) Ensure that the impact of training does not diminish.
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Needs assessment occurs at two levels- group and individual. An individual obviously needs training when his or her performance falls short of standards, that is, when there is performance deficiency. Inadequate in performance may be due to lack of skill or knowledge or any other problem. The problem of performance deficiency caused by absence of skills or knowledge can be remedied by training. Faulty selection, poor job design, uninspiring supervisor or some personal problem may also result in poor performance. Transfer, job redesign, improving quality of supervision, or discharge will solve the problem. Assessment of training needs must also focus on anticipated skills of an employee. Technology changes fast and new technology demands new skills. It is necessary that the employee be trained to acquire new skills. This will help him/her to career path. Training is essential to prepare the employee to handle more challenging tasks. Individual may also require new skills because of possible job transfer. Although job transfers are common as organizational personnel demands vary, they do not necessarily require elaborate training efforts. Employees commonly require only an orientation to new facilities and jobs. Assessment of training needs occurs at the group level too. Any change in the organizations strategy necessitates training of groups of employees. For example, when the organization decides to introduce a new line of products, sales personnel and production workers have to be trained to produce, sell and service the new products. Training can also be used when high scrap or Shree Durga Cementident rates, low morale and motivation, or other problems are diagnosed.
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Training Effectiveness:
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Any training implemented in an organization effort must be cost effective. That is, the benefits gained must outweigh the costs of the learning experience. Only analyzing such programs determines effectiveness. It is not merely assume that any training an organization offers is effective; substantive data must be developed to determine whether our training effort is achieving its goals that is, if its correcting the deficiencies in skills, knowledge, or attitudes we Shree Durga Cementessed as needing attention. It is easy to generate a new training program, but if the training effort is not evaluated, any employee training efforts can be rationalized. Trainees reactions to the training may, in fact, provide feedback on how worthwhile the participants viewed the training. Beyond general reactions, however, training must also be evaluated in terms of how much the participants learned, how well they use their new skills on the job (did their behavior change?) and whether the training program achieved its desired results (reduced turnover, increased customer service, etc.). Effective training should provide the trainee with a given model to follow, specific goals to achieve, an opportunity to perfect the skill, feedback on how well the trainee is progressing, and praise for transferring the acquired skills to the job. Training should focus on ways of orienting new employees, giving recognition, motivating a poor performer, correcting poor work habits, discussing potential disciplinary action, reducing absenteeism, handling a complaining employee, reducing turnover, and overcoming resistance to change.
Evaluation:
Evaluation literally means the assessment of value or worth. It would simply mean the act of judging whether or not the activity to be evaluated is worthwhile in terms of set Criteria. Shree Durga Cementording to Hamblin (1970) defined evaluation of training as: Any attempt to obtain information (feedback) on the effects of training program and to assess the value of training in the light of that information for improving further training. Evaluation is of crucial importance in ascertaining whether or not the training program is proving to be effective and its objectives are being achieved. This is a most critical phase that assesses not only the quality of training imparted but also the training plan in order to see
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whether future changes can make it more result-oriented. As with any activity, evaluation is important since in evaluating, one tries to judge the value or worth of the activity, using the available information. An attempt is made to obtain information and feedback on the effects of a training program and to assess the value of the training in the light of that information. Evaluation also enables the effectiveness of an investment in training to be appraised. Given the quantum of time and money that is put into training programmes, managements require knowing about the methods of instruction being employed, whether training inputs are having an impact on improved productivity and how efficiently and usefully training courses are being conducted. Evaluation helps management to weigh up and take a view on the following questions: a) How relevant are the programmes to the organizations needs and objectives? b) What changes are necessary in the existing programmes in order to realign them to the organizational goals? c) Which are the areas where training is of real and lasting value? d) What are the opportunity costs? Could money have been better spent on any other activity that would have yielded better results in terms of organizational effectiveness? e) Is the investment in terms of time and money inadequate or too much? How can an optimum standard be evolved? Principles of Evaluation: Training evaluation is the process of establishing a worth of something. The worth (the value) merit or excellence of the things. Evaluation is a state of mind, rather that a set of techniques.
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To achieve the desired results, evaluation has to based on sound principles such as: 1. Evaluation specialist must be clear about the goals and purposes of evaluation. 2. Evaluation must be continuous. 3. Evaluation must be specific. 4. Evaluation must provide the means and focus for trainers to be able to appraise themselves, their practices, and their products. 5. Evaluation must be based on objective methods and standards. 6. Realistic target dates must be set for each phase of the evaluation process. A sense of urgency must be developed, but deadlines that are unreasonably high will result in poor evaluation.
Methods of Evaluation:
Five distinct approaches leading to a comprehensive evaluation of training program.
1. Observation - Here the trainees are closely observed during
the programme in order to assess their behavioral strength and weaknesses in different situations. The observation must, however, be specific, systematic, quantitative and recorded. It must be conducted by trained experts who know what they are looking for. This method, the manner of assessing the quality of training and identifying improvements and deficiencies is the most direct.
2. Ratings The training programme or system is broken into its
various components parts such as presentation, educational matter or content, audio-visual aids, trainee interaction etc.
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These individual elements are then rated Shree Durga Cementording to a predetermined scale by experienced and qualified raters who assess each aspect independently. Based on their rated assessments, management can take decisions on future changes/ modifications.
3. Trainee surveys This refers to the reactions of the
participants as to how they have found or reacted to a particular training programme. This is usually done at the end of the last session where participants are asked to fill up a form. The form contains information on the objectives of the programme and how well they have been achieved during the course of the training. It also seeks information on contents, reading material, presentation, trainers ability and relationship with other participants. Additionally, participants are required to indicate their experience with classroom facilities, boarding, lodging etc. and provide suggestions for improvement. Since trainees may feel apprehensive or embarrassed to reveal their true perceptions, they are usually given the option of not disclosing their identities. The feedback received from the participants is of immense value in obtaining ideas, pinpointing weaknesses and shortcomings and improving upon the problem areas. The use of the form facilitates work of caution. Too much reliance must not be placed on their opinions since they cannot always be relied upon to be objective.
4. Trainee interview This method is some what similar to the
previous one with one major difference the views and opinions of the participants are determined individually or in groups by skillful questioning instead of in writing. Here the expert is usually able to obtain more precise information and gauge the strengths and weaknesses of the programme. Interpretational ambiguities can thus be removed and objective and useful recommendations can be formulated.
5. Instructor interviews Finally the observations and
recommendations of instructors can be collected and tabulated. This may be done both in writing as well as orally; i.e. by the
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method of filling up forms or by speaking to them. Their views on various components provide a valuable source of feedback in ensuring that the system is consistent with the needs of both trainees and the organization.
Cementurate, c) It is advisable to use as many strategies as can possibly and conveniently be employed, d) Where tests are used, there must be valid and reliable, e) In order to save costs, only that information must be collected which is vital for production evaluation.
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Industry Engineering & Analytical techniques in productivity management Materials management Process engineering Environment engineering & management
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CFSD Programmes like finance for non-finance programmes & HR for Non- HR Progrrammes are held to provide the partcipants with an overall perspective of the companys business for achieving competitive advantage in the global information age.
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means of structured questionnaire along with personal interviews, since a few open ended questions require clarification.
Analysis of Data
MANAGERS ANALYSIS & FINDINGS TABLE - 1 Q .1 Do you agree that the training and development programmes are effective in SHREE DURGA CEMENT? Parameter No of Respondent % STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE 03 21 01 00 05 10 70 3.3 00 16.66
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80 70 60 50 40 30 20 10 0
Strongly Agree Agree Undecided Dis Agree Strongly Dis Agree
Through the survey we found that 21 managers agree that the training program in SHREE DURGA CEMENT delivered as an effective way to learn the matters. Where as, 5 managers strongly disagree while 3 managers strongly agree and 1 managers didnt give any response. TABLE - 2 Q.2 Do you agree that enough time was provided to learn about the subject covered in the training program ? Parameter STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE No of Respondent 03 20 02 03 01 % 13.33 66.66 6.66 10 3.33
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Through the survey 20 managers agree that the enough time is provided to learn the subject matters covered in training programme but 3 managers disagree with the statement .4 managers strongly agree while 1 managers strongly disagree and 2 managers didnt give any response. TABLE - 3 Q.3 Do you think that the training leads to enhancement of your skill? Parameter STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE No of Respondent 11 16 00 01 02 % 36.66 53.33 00 3.33 6.66
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16 managers agree that the training leads to enhancement of skills and 11 managers strongly disagree but 1 of them disagree and 2 of them strongly disagree.
TABLE - 4 Q.4 Do you think that the knowledge and skills gained from the training programme directly apply to your work? Parameter STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE No of Respondent 09 16 03 00 02 % 30.00 53.33 10.00 0.00 6.66
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16 managers agree that the knowledge and skills gained from the training programme directly apply to work. Whereas 9 managers strongly disagree while 2 managers strongly disagree and 3 managers didnt respondent. TABLE - 5 Q. 5 To what extend change in moral attitude and behavior was noticeable as a result of the training function? Parameter STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE No of Respondent 07 15 03 02 03 % 23.33 50.00 03.33 06.66 10.00
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15 managers agree that the change in moral attitude and behavior was noticeable as result of training function 7 managers strongly agree with the statement .2 managers disagree, while 3 managers strongly disagree and 3managers didnt give any response. TABLE - 6 Q. 6 To what extend training program contribute to the company goal and employees individual goals? Parameter STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE No of Respondent 04 18 05 00 03 % 43.33 60.00 16.66 0.00 10.00
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18 managers agree that the training programme contribute to the company goal and employees goals.4 managers strongly agree ,3 managers are strongly disagree with the statement and 5 managers didnt give any response.
TABLE 7 Q. 7 Do you think that freedom is given to you to show your skills and knowledge during training program? Parameter STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE No of Respondent 08 15 06 01 00 % 26.66 50.00 20.00 3.33 00.00
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15 managers agree that freedom is given to you to show your skills and knowledge but 8 managers strongly agree with the statement.1 manager disagree and 6 managers didnt give any response.
TABLE 8 Q. 8 Do you have a good cooperation / support from your superiors during training program? Parameter STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE No of Respondent 10 12 06 01 01 % 33.33 40.00 20.00 03.33 03.33
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12 managers agree that a good cooperation from your superiors during training programme but 10 managers strongly agree with the statement, 1 manager disagree while 1 manager strongly disagree and 6 managers didnt give any response. TABLE 9 Q. 9 Do you think that SHREE DURGA CEMENT develop employee through need based training program? Parameter STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE No of Respondent 11 12 03 02 02 % 36.66 40.00 10.00 06.66 06.66
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12 managers agree that SHREE DURGA CEMENT develop employees through need based training programme but 11 managers strongly agree with the statement. 2 managers disagree while 2 managers strongly disagree and 3 managers didnt give any response.
TABLE 10 Q. 10 Do you think that SHREE DURGA CEMENT is a learning organization for the employee? Parameter STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE No of Respondent 18 10 00 01 01 % 60.00 33.33 00.00 03.33 03.33
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10 managers agree that SHREE DURGA CEMENT is a learning organization for the employee but 18 managers strongly agree with the statement.1 managers disagree while 1 manager strongly disagree. TABLE 11 Q. 11 Do your performance has changed after the training program? Parameter STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE No of Respondent 07 16 02 02 03 % 23.33 53.33 06.66 06.66 10.00
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16 managers agree that performance has changed after the training programme but 7 managers strongly agree with the statement.2 managers disagree while 3 managers strongly disagree and 2 managers didnt give any response. TABLE 12 Q. 12 Do you agree that the program would have been more beneficial if some more material was provided in advance? Parameter STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE No of Respondent 07 18 03 00 02 % 23.33 60.00 10.00 00.00 06.66
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18 managers agree that the training programme would have been more beneficial if some more material was provided in advance but 7 managers strongly agree with the statement.2 managers strongly disagree and 3 managers didnt give any response.
TABLE 13 Q. 13 Are you aware of the objectives of the program at the time of your nomination for this program? Parameter STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE No of Respondent 03 24 02 00 01 % 10.00 80.00 06.66 00.00 03.33
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24 managers agree that the objective of the programme at the time of your nomination for this problem but 3 managers strongly agree with the statement .1 manager agree while 2 managers didnt give any response.
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Some times objective of training given has to application at the work place. The following suggestions received from the respondent: Training should be more practical based. Training should be given as per the needs of the employees. Training should be given in simple language. Training objective should be clear. Time to time follow-up of the training program. Supporting documents should be provided to the employees. Recommendation For Making Training Effective:
As already concluded that the training program is effective in LAKHERI CEMENT WORKS to a great extent however, the researcher had recommended the following suggestion for making the training program successful. They are as a under: Make learning one of the fundamental values of the company. Let this philosophy percolate down to all employees in the organization. Create a system to evaluate the development of training. There must be a sound communication between trainer and trainee. During the training worker should be totally released from there work. There should be a proper need analysis for training. As per the requirement of the job training should be imp.
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QUESTIONNAIRE OF TRAINING & DEVELOPMENT IN SHREE DURGA CEMENT. KYMORE CEMENT WORKS:
NAME AGE.. DESIGNATION.. UE. NO/T.NO.. DEPTMENT CATEGORY- Management Staff Q.1 Do you agree that the training program in SHREE DURGA CEMENT delivered to you is an effective way to learn the matters? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE
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Q.2
Do you agree that enough time was provided to learn about the subject covered in the training program ? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE
Q.3
Do you think that the training leads to enhancement of your skill? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE
Q.4
Do you think that the knowledge and skills gained from the training program directly apply to your work? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE
Q. 5 To what extend change in moral attitude and behavior was noticeable as a result of the training function? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE Q. 6 To what extend training program contribute to the company goal and employees individual goals? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE Q. 7 Do you think that freedom is given to you to show your skills and knowledge during training program?
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(a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE Q. 8 Do you have a good cooperation / support from your superiors during training program? (a) STRONGLY AGREE (c) UNDECIDED (e) STRONGLY (b) AGREE (d) DISAGREE DISAGREE
Q. 9 Do you think that SHREE DURGA CEMENT develop employee through need based training program? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE Q. 10 Do you think that SHREE DURGA CEMENT is a learning organization for the employee ? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE Q. 11 Do your performance has changed after the training program? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE Q. 12 Do you agree that the program would have been more beneficial if some more material was provided in advance? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE
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Q. 13 Are you aware of the objectives of the program at the time of your nomination for this program? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE
Q. 14 What are the problems faced by you during the training program? Ans: ________________________________________________________ ________________________________________________________ ________________________________ Q. 15 What changes you would like to suggest for improvement in the training program? Ans: ___________________________________________________ ___________________________________________________ ______________________________
Date: - Signature:-..
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Conclusion
It is concluded from the survey on Training & Development that training program conducted in SHREE DURGA CEMENT Ltd, Lakheri Cement Works is very effective in improving the skill and knowledge of the employee to meet the present and future requirement of the organization. Its found that training place a crucial role in not only the development of employees but also in achieving the overall organizational goals. Through the research work it was found that employees were very satisfied by the training provided to them and strongly agreed that after training their confidence have increased and their skill and knowledge has also been increased and hence, their was remarkable improvement in their performance.
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