ACKNOWLEDGEMENT

It gives me immense pleasure to express my deep sense of gratitude to my company/external

guide Mr. Satyajit Rath (Deputy Manager-HRD, OCL India Ltd, Bhubaneswar) for his
valuable guidance and consistent supervision through out the completion of my project.
I am also thankful and owe my gratitude to my faculty/internal guide Mr. Annjaan Daash
(Assistant Professor-HR, RCM, Bhubaneswar) for his constant support and valuable
suggestions for preparing the Final Report and also for providing the necessary facilities to
complete my project successfully.
Finally, I am indebted to our other faculty members, my friends and my parents who gave their
full-fledged co-operation and encouraging me during the course of completion of my project.
It was an indeed learning experience for me.

POOJA MOHAPATRA













DECLARATION

I POOJA MOHAPATRA of REGIONAL COLLEGE OF MANAGEMENT, BHUBANESWAR
here by solemnly declare that the project entitled Training and Development is my original
work as all the information in this report is based on my own experience and to the best of my
knowledge and study during my summer training procedures. It has not been published earlier
elsewhere or presented to any University/Institution for award of any degree.

POOJA MOHAPATRA
















PREFACE
Partial knowledge is an impotent suffix to theoretical knowledge; one cannot merely
rely upon the theoretical knowledge. Classroom make the fundamental concept clear,
but practical survey in a firm has significant role to play in a subject of Business
Management to develop managerial skills, it is necessary that they combine their
classroom's learning with the knowledge of real business environment.
I am extremely happy to place before the esteemed Teachers/Management the Report
of the project entitled "Training and Development".
It has not only helped me to enhance my knowledge about various fields of Human
Resources & Company responsibilities towards their welfare but also gave new
dimension to my knowledge about psychology & attitude of the Employees towards the
work & their duties.














INTRODUCTION
As a part of the curriculum of PGDM (IV) semester, I underwent my Summer training
project at OCL India Ltd. This six-weeks training in an industrial organization seems to be
necessary for the complete understanding of the phenomenon related with Training and
Development. This study injects flavors of confidence in heart and mind of the researcher. It
provides ample opportunity to comprehend the phenomenon and suggest best solution of it.
I was assigned the title Training and Development. My topic is concerned with how
the employee's where trained and developed at OCL India Ltd.
Employees training tries to improve skills, or add to the existing level of knowledge so that the
employees can be better equipped to do his present job, or to prepare him for higher position
with increased responsibilities. However individual growth is not and ends in itself.
Organizational growth need to be measured along with individual growth.
Training refers to the teaching or learning activities done for the primary purpose of helping
members of an organization to acquire and apply the same. Broadly speaking training is the act
of increasing the knowledge and skills of an employee for doing a particular job in a specific
manner.
In todays scenario change is the order of the day and the only way to deal with it is to learn and
grow. Employees have become central to success or failure of an organization. So it is high time
for the organization to realize that Train and Retain is the mantra of the new millennium.









OBJECTIVES OF THE STUDY
The specific objectives of the study are:
To examine the effectiveness of training in overall development of skills of workforce.
To examine the impact of training on workers.
To study the changes in behavioral pattern due to training.
To find out new methods of training and development in OCL Ltd.

















SCOPE OF STUDY
In this project I have tried to present details about the training and development
programs being presently followed in OCL PVT LTD and the feedback, I collected
from different employees during my interaction with them.
The scope of training and development can be explained with the help of following
points -
Exact position of performance of employees through their feedback
Development of the employees through various training and development programs.
Developing altered of unbiased treatment to all employees










Executive Summary
The research project entitled Training and Development done at the Organization is an
attempt to understand the opinion and attitudes of the various categories of employees at OCL
INDIA LTD.

It also aims to know and study obstacles in the proper utilization and increase the
Effectiveness of Training and Development programmes and tries to suggest remedial measures
wherever possible.

The data was collected through well structured and mannered questionnaires. About 30
employees were considered for the sample size at the organization.

The entire project talks about the Training and Development in theoretical as well as new
emerging concepts.

Every organization needs to have well trained and experienced people to perform the activities
that have to be done. If current or potential job occupants can meet these requirements then
training is not important. Where this is not the case but it is necessary to raise the skills and the
versatility and adaptability of employees through proper Training and Development process.

Here, we have discussed about the impact of Training and Development and What are the ways
through which OCL INDIA LTD identify the training needs of all employees and How to know
what kind of training the employees need?


Training and Development is an integral part of every organization and if an employee is trained
properly and efficiently it will develop the skills and increase the adaptability and versatility of
that individual and the company for whom he is working.


So, Training and Development is an important HRM function and important part of every
organization and essentially required in this modern scenario.






INDUSTRY PROFILE
Cement is one of the core industries and plays a vital role in the growth and development of a
nation. The cement industry of India is the second largest producer in the world. The
production of cement has increased at a compound annual growth rate (CAGR) of 9.7 per cent
to reach 272 million tonnes (MT) during FY 0613. The production capacity is expected to grow
to 550 MT by FY 20.
India's potential in infrastructure is huge. The country is expected to become the world's third
largest construction market by 2025, adding 11.5 million homes a year to become a US$ 1
trillion a year market, according to a study by Global Construction Perspectives and Oxford
Economics.
Market Size
India is among the best cement markets in Asia according to Switzerland-based cementing
major Holmic. The company operates in India through group companies such as- ACC and
Ambuja Cements.
The Indian cement sector is expected to witness positive growth in coming years with demand
set to increase at a CAGR of more than 8 per cent during 201314 to 201516. According to the
latest RNCOS report titled Indian Cement Industry Outlook 2016. The report further observed
that after analyzing the regional trend of cement consumption the Southern region is creating
maximum demand which is expected to increase in future.
Investments
The cement industry has been expanding on the back of increasing infrastructure activities and
demand from the housing sector over the past many years. According to data released by the
Department of Industrial Policy and Promotion (DIPP) the cement and gypsum products
attracted foreign direct investment (FDI) of worth Rs 13,370.32 crore (US$ 2.24 billion) between
April 2000 and February 2014.

Some of the major investments and developments in the Indian cement industry are as
follows:-
Ambuja Cement as a part of the Holmic Group plans to invest Rs 802 crore (US$ 134.39 million)
in 2014 in various ongoing projects. The company has proposed to fund the entire apex through
internal accruals as per Ambuja Cements annual report.
Prism Cement Ltd has become the first Indian company to get the Quality Council of India (QCI)
certification for its ready-mix concrete (RMC) plant in Kochi, Kerala. The company received the
certification from Institute for Certification and Quality Mark (ICQM), a leading Italian
certification body authorized to oversee QCI compliance.
After commissioning its first waste-heat recovery plant at Gagal in Himachal Pradesh, ACC plans
to replicate the success at its cement plants in Wadi (Karnataka), Jamul (Chhattisgarh), Kymore
(Madhya Pradesh) and Chanda (Maharashtra) with an investment of about Rs 360 crore (US$
60.32 million).
Ultratech Cement Ltd, Indias biggest maker of cement, plans to buy the local assets of Holmic
Ltd and Lafarge SA.
ACC plans to invest Rs 3,000 crore (US$ 501.16 million) in a capacity upgrade and expansion
project at its Jamul plant in Chhattisgarh and its grinding unit in Jharkhand.
UltraTech Cement, an Aditya Birla Group Company, has acquired the 4.8 million tonne per
annum (MTPA) Gujarat unit of Jaypee Cement Corp for Rs 3,800 crore (US$ 634.81 million).
Government Initiatives
The housing segment accounts for a major portion of the total domestic demand for cement in
India. The Government of India is strongly focused on infrastructure development to boost
economic growth and plans to increase investment in infrastructure to US$ 1 trillion in the 12th
Five Year Plan (201217). During the Plan, the industry is estimated to add a capacity of 150
MT.

Some of the major initiatives taken by the Government of India to boost the Indian cement
industry are as follows:
An expert appraisal committee under the Ministry of Environment and Government of India has
given its approval to India Cements to double its capacity and set up a 40 megawatt (MW)
power plant at one of its facilities in Tamil Nadu. The proposed expansion project will come up
at Dalavoi in Ariyalur district.
The Competition Commission of India (CCI) has approved the proposed acquisition of cement
plants of Jaypee Cement Corporation Ltd comprising an integrated cement unit at Sewagram
and grinding unit at Wanakbori in Gujarat by Ultratech Cement Ltd.
Road Ahead
The cement industry in India is globally competitive as the industry continues to witness
positive trends such as cost control, continuous technology upgradation and increased
construction activities.
Indias cement industry needs to nearly double its manufacturing capacity by 2025, according
to a report titled Cement Vision 2025: Scaling New Heights by the Confederation of Indian
Industry (CII). The report highlights that an additional capacity of 330380 MT in cement and
240270 MT in clinker could be needed by 2025. This translates into an investment of close to
Rs 300,000 crore (US$ 50.1 billion).
With the ever-increasing industrial activities, real estate, construction and infrastructure, in
addition to the onset of various Special Economic Zones (SEZs) being developed across the
country, there is a demand for cement.





HISTORY OF OCL
OCL is the flag ship company of Dalmia Group of companies, set up and operating from
eastern India. The emergence of Dalmia Group on the industrial scene of India can be traced
back to pre-independence era. Prominent among the early entrepreneurs who laid the industrial
foundation of India was Dalmia family. Established in 1932 with a sugar factory the Dalmia
Group gradually diversified into a broad spectrum of activities and were involved in many
pioneering ventures. For reasons of operational efficiency, during fifties the Group split into
separate entities.

Sjt. Jaidayalji Dalmia an industrialist of farsighted vision set up a cement plant at Rajgangpur
during 1950-51 at the request of Government of Odisha to manufacture super grade cement for
use in the construction of the prestigious Hirakud Dam. Orissa cement Ltd was incorporated on
11.10.1949 and its cement plant went on steam during 1952.

OCL commissioned its Refractory plant in the year 1954, which today has grown into one of the
largest composite refractory plants in the country. It manufactures Silica, Basic Burnt Magnesia
Carbon, Fireclay & High Alumina Bricks, Continuous Casting, Slide Gate Refractories,
Castables and Precast blocks Basic, Silica high alumina Ramming Masses/Mortars. OCL's
Refractory division is the first Indian refractory manufacturer to have secured the coveted ISO
9001 certification for all its refractory products. Globally OCL is amongst the few select
producers of coke oven silica bricks. Over years OCL has collaborated with other world leaders
in the respective fields and secured a place of pride for itself.

The company changed its name from Orissa Cement Ltd to OCL India Limited on 15.01.1996 to
reflect its multifarious activities.

During the year 2002 OCL INDIA LTD set up its Sponge Iron unit at Rajgangpur State of
Odisha with an installed capacity of 1, 20,000 MT P.A and later on developed Steel making
facility by installing 3 sets of Induction Furnaces each of 250 MT/ day capacity and Steel Billet
Casting Machine as a forward integration activity for the Sponge Iron plant & Pig Iron plant.


In the year 2007 the Honble High Courts of Odisha and Guwahati have approved the Scheme of
Arrangement involving demerger of Steel Undertaking of the Company with OCL Iron and Steel
Limited and Real Estate Undertaking of the Company with Landmark Property Development
Company Limited (formerly Konark Minerals Limited) and merger with Dalmia Cement
(Meghalaya) Limited.

OCL Cement Plant is one of the most modern dry process cement plants in India. Konark
brand cement manufactured is by OCL INDIA LTD the market leader in the State of Odisha
and has emerged as a brand synonym of premium quality cement. Presently its installed capacity
for the factories located at Rajgangpur Cement Works & Kapilas Cement Works is 5.35 Million
Tonne per annum.

OCLs Refractory plant is situated at Rajgangpur with a total installed capacity of 106400 MT
per annum to produce the various types of refractories.
Presently the equity shares of the Company having face value of Rs.2 each are listed on National
Stock Exchange Limited and Bombay Stock Exchange Limited.
Industrial Research & Development had always been the backbone of OCL INDIA LTD product
supremacy. Apart from harnessing the fruits of in-house research for direct application to
product and process development related spheres OCL regularly commissions the services of
Dalmia Institute of Scientific and Industrial Research (DISIR) in carrying out application
oriented specific research projects. This immensely helps OCL to draw upon the knowledge of
scientific community as well as use it for the betterment of both the industry and the
consumer.
A company is primarily known for the products it makes and the services it renders. In the
ultimate count it is quality that holds the key.
'Konark' Brand cement of OCL INDIA LTD has been extensively used in the construction of the
prestigious Hirakud Dam in Odisha and in building some of India's largest roads, bridges and
Industrial plants - including the Vidyasagar Setu in Kolkata, the Gandhi Sagar Bridge in Patna, as
well as in the construction of port facilities at Haldia and Paradeep. OCL INDIA LTD is proud that

it was Konark Cement was exclusively used in essential restoration repairs by Archeological
Survey of India in Lord Jagannath Temple at Puri. There are few remarkable Projects where
Konark Cement has been recently used are modernization of TISCO at Jamshedpur plant 2.2
Million ton Integrated Steel plant of Electro Steel Integrated in Bokaro at Jharkhand and a 3
Million ton Integrated Steel Plant of Jindal Steel and Power at Angul, Odisha. An all weather
new private Port at Dharma near Bhadrak in Odisha built jointly by TISCO and L&T placed
confidence on Konark in using its cement. A first concrete road connecting the busiest
commercial town of Odisha with its only Port Paradeep in underway with its entire requirement
met from Konark Cement. A 3 Million ton integrated steel plant of Bhushan Steel and Power
along with 500mw of power plant placed its confidence on Konark for its vital installations and
used maximum quantity for installation of BF and other systems. Vedanta Aluminium at
Jharsuguda building a world class Aluminium Refinery and a 2400MW IPP is another testimony
of the confidence placed in Konark. Besides these numerous large and medium projects of
Irrigation, Power, Sponge Iron and Steel have used Konark cement in shaping up their dream
which shows the confidence the brand enjoys in the minds of its consumers.
As on date Konark Cement enjoys rock solid customer satisfaction across the country and is
very popular in the state of Odisha where for the last almost 60 years. It is the most demanded
premier leading brand in India.
After it recent up gradation and enhancement of its capacity Konark Cement has entered into
the states of Bihar where it has been so well received that it commands a substantial market
share immediately after its entry in the market place.
OCL INDIA LTD is proud of its dedicated team of People and Employees and also its ever-
increasing list of satisfied Customers, its Dealers, its Bankers and Financial Institutions, its
representatives and associates who have all immensely contributed to making what OCL INDIA
LTD is today.






MISSION


OCL is in the business of Cement and Refractories. These will continue to be our prime
business focus areas.

We shall strive to improve our image in the eyes of all stakeholders - present and potential.

We shall endeavour to build a vibrant and responsive organization with a team of motivated
people driving for excellence, achievement and high performance.

We will create conditions and climate for empowerment through enhancement of
Knowledge, Attitudes and Skills with emphasis on multiskilling.

VISION


Grow profitably with commitment to customer satisfaction.

Strive for excellence.

Be the 1 in choosen areas.

Continuously develop a committed team of people.

Build good corporate image & high customer esteem.

Endeavour to serve society.








MILESTONES

Year Milestones
2010
Obtained Certification for Environment Management System as per
IS/ISO 14001:2004 and Occupational Health and safety
Management System as per IS/ISO 18001:2007 from BIS.
2010 Obtained ISO 9001-2008 Certification.
2009
Bagged National Award for Energy efficiency in Cement Industry
from NCCBM.
2009
Project activities commenced for Captive Thermal Plant 2 X 27 MW
capacity.
2009
2
nd
line clinkerization unit commissioned with installed capacity of
15 Lakh TPA.
2008
Kapilash Cement Works Commissioned with installed capacity of 9
LTPA.
2006
Cement Manufacturing Capacity enhanced to 20 Lakh TPA through
de-bottlenecking.
2005
3
rd
CVRM installed and cement manufacturing capacity enhanced to
18 Lakh TPA.
2004 Obtained ISO 9001-2000 Certification.
2004
Expansion & modernization of Clinkerisation plant and enhancing
the clinker manufacturing capacity to 12 Lakh TPA.
2003
The first Cement manufacturer in eastern India granted with the
right to use American Petroleum Institutes (API) monogram for its

OIL Well Cement.
2001
Installed 2
nd
CVRM and enhanced cement manufacturing capacity to
12.85 Lakh TPA.
1998 Obtained ISO 9002 Certification.
1997
First in India to install Vertical Roller Mill for cement grinding
(CVRM) and enhancing the cement manufacturing capacity to 10
Lakh TPA.
1990 Cement manufacturing capacity enhanced to 8 Lakh TPA.
1988
Conversion from Wet to Dry process with capacity enhancement to
5.25 Lakh TPA.
1957 Commissioning of 2
nd
600TPD Wet process plant.
1951 Cement manufacturing started with a 500 TPD Wet process plant.
1949 Company got incorporated.












AWARDS AND RECOGNITION


ICC ENVIRONMENT EXCELLENCE AWARD ICC ENVIRONMENT EXCELLENCE AWARD-2013
RECEIVED BY
Mr.AC Das & Mr. AK Mishra














LICENCE FOR THE OCCUPATIONAL HEALTH LICENCE FOR QUALITY MANAGEMENT
AND SAFETY MANAGEMENT SYSYTEM (IS 18001:2007) SYSTEM CERTIFICATION (IS/ISO
9001:2008)






NATIONAL AWARD FOR ENERGY EFFICIENCY FIRST PRIZE FOR OVERALL PERFORMANCE
IN MINES







THIRD PRIZE FOR NOISY VIBRATION SURVEY FIRST PRIZE FOR GENERAL WORKING IN
MINES
AND OTHER SCIENTIFIC STUDIES IN MINES









FIRST PRIZE FOR PUBLICITY AND BEST OVERALL PERFORMANCE
DURING MEMC
PROPAGANDA IN MINES
WEEK CELEBRATION







Certificate of Authority to use the Official API
Monogram for Oil Well Cement



License for the Environmental
Management System
Certification (IS/ISO 14001:2004)











Quality Policy & EHS Policy

QUALITY POLICY
We at OCL believe and aim at total quality in our products and services to satisfy our Customers and
are committed to:-

Adhere strictly to quality parameters at all stages to provide products / services
conforming to customers requirements.

Meet requirements of quality management system and strive to continually improve its
effectiveness.

Develop competent human resource through planned training.

Establish quality objectives and review periodically to achieve continual improvement.


ENVIRONMENT HEALTH AND SAFETY
POLICY

We at OCL India Limited (Cement Division) Rajgangpur at Odisha engaged in captive Mining
of Limestone amd Manufacturing of Cement are committed to Continually improve
Performance of our Environment and Occupational Health and Safety Management System For
sustainable development.

We will achieve this by:-

Integrating EHS criteria in all our planning & operational activities.

Prevention, Minimization and Control of Workplace Injury, Ill health and Pollution.

Complying with legislation & other requirement applicable to us and to which we
subscribe.

Communication of EHS policy to all our Employees and other Interested party.
Strengthening competence & EHS awareness of employees and business associates
through continuous training.

Optimization of resources, particularly Raw materials, Water, Fuel & Powe.r


Reclamation & Rehabilitation of mined out areas by utilization of solid waste and
develop green belt in the area.

Promote safe behaviour and practices to nurture and sustain safe and healthy work
environment.

Establish the EHS objectives and review periodically to achieve continual
improvement.


























Environmental Protection & Go Green Activities

1 LIST OF ENVIRONMENTAL SAFEGUARD
ACTIVITIES TAKEN IN AND AROUND THE
SURROUNDING

Covered Shade for Raw Materials &
Coal Storage.

Control of Stack emission

Control Fugitive dust emission

Control of SO2 and NO3 gas emission

Control of noise level

Management and solid & Hazardous waste


2 INITIATIVE TO CONSERVE NATURAL
RESOURCES

Covered Conveyor Belt


Utilization of minimum quantity of clinker
in PSC by maximizing slag consumption.

Use of flashy from Sponge Iron plant as raw
material

Use of cinder from refractory plant as raw
material

Reduction in power consumption through
various techniques

Installation of rain water harvesting systems
in the plant & colony

Recycling of ETP treated water for
machinery cooling and dust suppression.

3 INITIATIVE TOWARDS WATER CONSERVATION

The Company has adopted zero discharge concept. Waste water generated in the plant is
treated in the Effluent Treatment Plant (ETP) and used for process and cooling purposes
as make up water in the existing Cement plant. The quality of effluent water after
treatment is being analyzed and reported to the required authorities.

4 INITIATIVES TOWARDS REDUCTION OF GREEN HOUSE GASES
Company has adopted various measures to maximize the replacement of clinker by slag

without compromising quality to produce Portland Slag Cement thereby reducing the
emission of green house gases. The company is also registered for Carbon credit under
CDM (Clean Development Mechanism) Project.


5 NEW INITIATIVES TO REDUCE GHG





Road Sweeping Machine



Vehicle free day observed on every
Saturday of the week in the factory

Arresting false air leakages in process
circuits to save fuel & power

Insulation of hot air ducts to maintain
maximum heat in process circuit for fuel &
power reduction

Installation of VFD drive to reduce power
consumption



6 NEW INITIATIVES TOWARDS
ENVIRONMENT

Effluent Treatment Plant(ETP)



Certification of Environment , Occupational
Health and safety Management System as
per IS/ISO 14001:2004 & IS 18001:2007 by
Bureau of Indian Standards

Installation of Clinker silo for clinker
storage.

Covered shed for raw materials with Stacker
& Reclaimer working inside.

Covered conveyor belts for raw materials
transportation.

Installation of dry fog system.

Installations of Bag house in Kiln & VRM.

Installation of on- line Continuous
particulate monitoring system in main
stacks.

Using flyash bricks in the construction of new project.


Deployment of Vacuum Suction Road Sweeping Machine to control fugitive dust on the
roads of plants and Colony.

Celebration of World Environment Day on 5th June by organizing various
competitions and massive plantations to create awareness among the people of villages,
employees, colony ladies & children

Concreting the Municipality road just outside the factory to reduce fugitive dust.

Installation of Weather monitoring system.

Installation of STP to treat OCL Colony & part of Rajgangpur town sewerage for
recovery and reuse of water.

Water audit for entire plant & colony by external agency























Product Portfolio

At Rajgangpur cement works we manufacture seven varieties of cement and they are as follows:-

53 & 53-S -GRADE OPC (IS:12269-1987):-
53-grade OPC is a high strength cement. According to the BIS requirements, 53-grade OPC must have a 28-day compressive
strength of no less than 53 MPa For certain specialized products, such as pre-stressed concrete and certain pre-cast concrete
items requiring high strength, 53-grade OPC is considered useful as it can produce high- grade concrete at lower cement
content levels. We produce 53-grade OPC by exposing the clinker to the grinding process for longer period of time, which
results in a higher density and stronger cement.

53-grade OPC is a high strength OPC, and can be used for the following applications:

Pre-cast concrete items such as paving blocks, tiles and building
blocks

Pre-stressed concrete components; and Runways, concrete roads
and bridges

High-rise buildings, Flyovers and Concrete structures where high
grade concrete is normally required

53-S grade OPC can be used for the following application:


Manufacturing of Railway sleeper

43-GRADE OPC (IS-8112:1989):-
According to the BIS requirements, 43-grade OPC must have a 28-day compressive strength of no less than 43 MPa.

43-grade OPC is commonly used in the following applications:

General civil engineering construction work including residential,
commercial & Industrial buildings

Roads, Bridges, Flyovers and Irrigation projects

Pre-cast items such as blocks, tiles and pipes

Asbestos products such as sheets and pipes; and

Non-structural works such as plastering and flooring

PORTLAND SLAG CEMENT (IS-455:1989):-
Portland slag cement is manufactured by intergrinding Portland cement clinker, gypsum and Blust furnace granulated slag. It is
also manufactured by blending OPC with ground Granulated Blast furnace slag through mechanical blenders.

Portland Slag Cement is commonly used for the following applications


General civil engineering construction works but mainly preferred for construction of
marinestructures and in coastal areas where excessive amount of chloride and sulphate are
present. It can also be used for mass concrete works.






PORTLAND POZZOLANA CEMENT-FLY ASH BASED (IS:1489 PART-1 1991):-
Portland Pozzolana cement is manufactured by intergrinding Portland cement clinker, gypsum and fly ash a by-product of
thermal power plants.

Portland Pozzolana Cement is normally used for the following applications:

Useful for general construction works and especially suitable for
works in aggressive environmental conditions, employed for water
retaining structures, marine works, mass concreting such as dams,
retaining walls and sewage pipes.




SULPHATE RESISTING PORTLAND CEMENT (IS-12330:1988):-
Sulphate resisting portland cement is produced by inter-grinding special quality of cement clinker and gypsum.

Sulphate Resisting Portland Cement is normally used for the following applications:

Used for underground structures in sulphate-salts rich environment,
effluent treatment plants, sugar and other chemical industries where
civil works are likely to be subjected to sulphate attack which
induces stresses in concrete ,leading to cracks and disruption.
Being a specially formulated cement with lower C3A content SRPC
is free from these sulphate attack .



MASONRY CEMENT (IS-3466-1988):-
Masonry cement is produced by intimately grinding a mixture of Portland cement clinker with pozzolanic materials or inert
materials ,and gypsum.It is a special cement for exclusive use in plastering and brick work.


Konark masonry cement gives:

Very smooth and super surface finish of the plasters

More plastic mortar mix
Minimum fall of mortar while plastering walls or ceiling

Least wastage of mortar mix hence cost saving

Ease of work (trowelling and finishing)
Leak proof plaster

Less water consumption for making mix

More coverage while plastering



























Introduction of Topic

Training is an organized procedure which brings about a semi-permanent 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 well-trained 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. Accidents 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 mean changing what
employees know, how they work, their attitudes towards their work, or their interactions with
their co-workers or their supervisor.

Need and Importance:
Effective training enables employees to learn to do their jobs better and perform more
proficiently with increasingly advanced technology, continuous training of personnel has
become essential to the success of the organization. Companies increasingly need to provide
opportunities for the continuous development of employees not only in their present job, but
also to develop their capabilities for jobs with which they may be entrusted in the future.
Training is the systematic process of enhancing the job-related skills, attitudes and knowledge
of personnel for the purpose of improving individual and organizational performance. It is
fundamentally important for the continued growth and development of both the individual
employee and the organization. From the point of view of the individual, learning and
absorption go on continuously throughout life. Training provides the direction and guidance for
this perpetual learning process. Security and confidence are additional attributes that a well-
trained employee acquires. Training contributes to employees stability in at least two ways.
Employees become efficient after undergoing training. Efficient employees contribute to the
growth of the organization.

From the organizational view point, training shortens the time required for employees to reach
peak efficiency levels.
The cost of training is considerably less than the cost of gaining experience particularly in the
context of advanced technology and expensive equipment. Essentially, training contributes
significantly in increasing the quality and quantity of work processed, and reducing waste and
idle time. It is now widely acknowledged that the collective influence of a group of well-trained
employees can largely determine the success of the firm. An effectively planned and well
managed training program is the key to higher productivity, cost control, lower employee
turnover and better human relations with the firm.

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 accidents, scrap and damage; and meeting future
employees needs.





Methods and Techniques of Training
Training methods are categorized into two groups:-

On-the-job

Off-the-job

(1) On-the-job On-the-job methods refer to methods that are applied in the workplace, while
the employee is actually working. Often, it is informal, as when an experienced worker shows a
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:
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.
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:
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.
Training Need Assessment
Need assessment diagnoses present problems and future challenges to be meet through
training. Organizations spent vast sum of money (usually as a percentage on turnover) on
training. Before committing such huge resources, organizations would do well to asses the
training needs of their employees. Organizations that implement training programmes without
conducting needs assessment may be making errors. For example, a needs assessment exercise
might reveal that less costly interventions (e.g. selection, compensation package, job redesign)
could be used in lieu of training.
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 accident rates, low morale and motivation, or other problems are diagnosed.

Need Assessment Methods
Following methods are useful for organizational-level needs assessment and individual needs
assessment.

Methods Used in Training Needs Assessment
Group or Organizational Analysis Individual Analysis
Organizational goals and objectives

Personnel/skills inventories
Performance appraisal

Work sampling
Organizational climate indices Interviews
Efficiency indices

Questionnaires


Exit interviews Attitude survey
MBO or work planning systems

Quality circles
Training progress

Rating scales
Customer survey/satisfaction data

Consideration of current and projected
changes


Training Effectiveness
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
accessed 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.
According 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
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.
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. These individual elements are then rated according 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 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.

Points to be remembered during evaluation process
a) Care must be taken to see that the data collected is pertinent, objective and
error free.
b) Tabulation and summarization must be accurate,

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.

Analytical skills development programs (ASDP)
After the initial common induction programmes the management trainees are given intensive
training in expanding thought process & analyticl ability in order to uncover & examine
problems and there be able to take decisions in the best interestof the company.
Following topics are covered in the programmes;

Industry Engineering & Analytical techniques in productivity
management
Materials management
Process engineering
Environment engineering & management

Managerial skills development programmes (MSDP):
Managerial skills development programmes are to be held for deputy
manager.


Management competency development programmes (MCDP)
These are to be held functions wise for-
Manufacturing
Finance
Marketing
Corporate human resources
Projects
Materials
Informations technology & system


Cross functional skills development programmes (CFSD)
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.
General management course (GENMANCO) :
General management course will be held for senior managers.
Strategic leadership development programs (SLDP).
The strategic leadership development programmes are to be held for vice-
presidents, Sr. Presidents.


RESEARCH METHODOLOGY
Study Area:
The study area is confined to the various departments of OCL, Bhubaneswar. The organization
which is covered for the purpose of the study pertains to cement industry.
Universe:
The universe of the study comprise of all the Managers of OCL, Bhubaneswar.
Sample Size:
For the purpose of the study, the selection of the Managers is done with the help of
department. The samples are selected randomly. The following table summarized the sample
size in terms of units in nature of job.


NATURE OF JOB ODISHA CEMENTS LTD
Manager 30
Total 30


Sources of data collection:
The data was collected using both primary sources and the secondary sources.


1. Primary sources: The researcher collected the primary data by means of structured
questionnaire along with personal interviews, since a few open ended questions require
clarification.
Questionnaire and Interview:
The data is collected from managers, supervisors with the help of questionnaire generated for
this purpose. The questionnaire consists of single parts.
The questionnaires have been thoroughly discussed with the respondent to clarify doubts, if
any, regarding what has been asked. It had taken the researcher nearly six weeks to complete
the survey work. The respondents have been required to give their answer by putting tick mark
across the multiple choice questions and in open ended questions the respondents were asked
to express their views in their own words. Almost all the respondents have been contracted and
interviewed personally at the time of filling up the questionnaire. Then their replies have been
received and further clarification and supplementary information considered to be necessary
have been secured.
Overall, I have completed 30 questionnaires from managers group respectively. All managers
are supplied with a copy of the set of questionnaire for filing up.
2. Secondary Data:
The researcher has also collected the secondary data by means of the documentary sources
such as:
Company records
Registers files booklets
Magazine
Journals
Booklets