A

SUMMER TRAINING PROJECT REPORT

ON

TRAINING AND DEVELOPMENT IN

CENTERAL CAOLFIELD LIMITED(RANCHI)

SUBMITTED IN THE PARTIAL FULFILMENT OF THE REQUIREMENTS

FOR THE AWARD OF THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION

From
Dr. A.P.J. Abdul Kalam Technical University, Lucknow

(2016-2018)

Submitted to:
Submitted By:
Mr. B HARAT GAHLOT AVANSHI
(H.O.D) MBA III Sem
Roll No: 1660970024

JP SCHOOL OF BUSINESS
RAJPURA MAWANA ROAD, MEERUT
 PREFACE

Training and Development in CCL is very important and is an act of

increasing knowledge and skills of employees. As we know that the

training and development is a job of personnel department, this project

helped me in getting the valuable information and procedure regarding

training and development.

This project helped me in getting the information about the different

training programme which is conducted by HRDC and its procedures

which are given to the fresh employees and to the employees working in

the organization.

This project shows how Human Resource Development Centre is

working in giving training and development. We hope that this project

will help us a lot in coming future and is very much informative for

organization too.

TO WHOM IT MAY CONCERN

This is to certify that Miss Avanshi student of jp school of Business , Meerut has
done her Summer Training Project on TRAINING AND DEVELOPMENT in
Central Coalfield Limited, Ranchi during the month of June and July 2017
During her tenure she was constantly seeking dates and information regarding the
organizations Human Resources rules and policies. She appeared to be hard
working and sincere in her endeavors.

I wish her all the best in every sphere of his life.

Place:

Date:

Mr. B.P.Saran

(Personnel Dept.)

ACKNOWLEDGEMENT

First of all I would like to thank General Manager (HRD), CCL, Ranchi,

for permitting me to explore his department and gain a lot of technical

knowledge.
 I would also like to extend my thanks to Mr. B.P. Saran, (personnel

Dept.), who contributed his valuable time towards the completion of my

training and have provided me with feedback and encouragement.

I would also like to thank, Mr. A. K. Gupta and Mr. P. K. Samban (HRD

Dept.), for their co-operation.

Last not the least, I would like to thank all the Faculties and employees of

CCL, Ranchi, without whose co-operation and support my training would

not have been a success.

TABLE OF CONTENTS

TOPICS PAGE NO.

1) History of Coal India Limited 1-4

2) Function of CCL 5

3) Objectives of CCL 6

4) Strategy 7
5) Areas of priorities of CCL 8

6) Profitability (2004-05) 9-14

7) Financial result 2005-06 15-16

8) Balance sheet (31st march, 2006) 17

9) P & L Account 18-19

10) Board of Directors 20

11) Product profile 21-22

12) Major project 23-24

13) Mission 25

14) Vision 26

15) Introduction of Human Resource Development 27

16) Function of HRD 28

17) HRD plans and implementation in CCL 29

18) Formal method 30

19) Informal method 31-33

20) Benefits of formal and informal method 34

21) HRD committee members 35

22) Manpower planning 36

23) Manpower position for the month of may, 2006 37

24) Introduction of training and development 38-40

25) Importance of training 41-43

26) Responsibility for training 44-45

27) Methods & techniques of training 46-50

28) Training need assessment 51-55

29) Appropriate method of TNA 56-61

30) Training and other development program

& their evaluation 62-64

31) Evaluation technique 65-66

32) Course layout 67-69

33) Procedure for conducting training programme 70

34) Special consideration on requirement of training 71-73

35) Number of trainees in CCL from 2001-2006 74

36) Training budget 75-76

37) Questionnaire 77-89

38)

39) Bibliography 90

HISTORY OF COAL INDIA LIMITED

Coal India Limited under Public Sector is working since 1911. It started

functioning under Railway department in Giridih coal fields.

In 1945, administration of public sector mines consisting of 11 collieries

was taken over from Railways under a separate department.

In 1956 (1/10/56), a separate Public Sector undertaking was floated under

Companies Act, 1956. It was National Coal Development Corporation

(Private) Ltd. The word Private was removed w.e.f. 1/5/57 under a

special provision of Companies Act 1956. Since then it was known as

N.C.D.C. Coal India Ltd. was formed on 1/11/75.

On 16th October, 1971 Government took over the management of coking

coal mines and nationalized them on 1st May, 1972. On 30th January

1973, Management of all non-coking mines except certain captive

collieries under TISCO, IISCO, DVC were taken over and nationalized

w.e.f. 1/5/73. A separate company was formed namely Coal Mines

Authority Limited which functioned under three divisions namely

Eastern Division, Central Division and Western Division.

From 1/11/75, Coal Industry was restructured and Coal India Ltd. was

formed as the Holding Company. For the convenience of proper,

management, the coal industry was further restructured in 1986 (N.C.L.

/S.E.C.L.) and 1992 (M.C.L.).

The present organization of Coal India Ltd. under public sector is as

follows.
 COAL INDIA LIMITED
N.E.L.(North Eastern Coal
Fields Ltd.)

D.C.C.(Danhuni Coal Complex)

(E.C.L.) (M.C.L.)
1975 1992
Sanetoria Sambal
(B.C.C.L.) (C.M.P.D.I.L)
1975 1975
Dhanbad Ranchi
(C.C.L.) (S.E.C.L.)
1975 1986
Ranchi Bilaspur
(N.C.L.) W.C.L.)
1986 1975
Singnauli Nagpur

(E.C.L.) Eastern Coalfields Limited

(B.C.C.L.) - Bharat Coking Coalfields Limited
(C.C.L.) - Central Coalfields Limited
(N.C.L.) - North Coalfields Limited
(W.C.L.) - Western Coalfields Limited
(S.E.C.L.) - South Eastern Coalfields Limited
(C.M.P.D.I.L.)- Central Mines Planning and Design Institute Limited
2

FUNCTION OF C.C.L.

C.C.L. performs following function:-

1. To get implemented the policy and programme laid down by the Govt. of

India & Coal India Ltd.

 2. To draw the annual plans for production preparation and dispatch of Coal

and connected activities.

3. To check the total production, sales and disposal of Coal.

4. To make proper allocation and arrangement of Funds.

5. To take care of Welfare activities of the employees.

6. To maintain harmony & favorable relationship among the employees in

the organization.

OBJECTIVE OF C.C.L.

Following are the objectives of C.C.L.:-

1. To promote the development and utilization of reserve in the country

for meeting the present and future requirement.

2. To promote research and development on a continuous basis in the

area of Coal Mining.

3. To raise the productivity of Coal Mining and related activities through

introduction of improved Technology.

4. To generate surplus by optimum utilization of Production Capacity

and adopting appropriate cost reduction & cost control method.

5. To make efficient arrangement of marketing & supply of Coal.

6. To look after the Welfare of the maintenance of healthy relation

between management and worker.

6
STRATEGY

The massive intake of highly sophisticated equipment necessitated manifold

training and developmental activities for the transfer of technology. The

strategy adopted by the company is as under:

Human Resources are utilized to the optimum level.

 Identification of the areas of economic activities that are seriously

handicapped due to shortage of Technical, Professional and Skilled

Manpower.

Training and continuing education of Critical Manpower.

Computerization at Corporate and Mine level for all operations..

AREAS OF PRIORITIES OF C.C.L.

Particular attention of the company is presently focused on the Programme

and

tasks related with the following:-

1. Washing coal production & dispatch.

2. Quality of washing coal.

 3. Settlement of deduction by steel plant on account of washing coal.

4. Modification programme of washeries.

5. Realization of sale of money & liquidation of Outstanding.

6. Improvement of Economics of total unit.

7. Development of market of Coal & Soft Coke.

8. Stock liquidation.

9. Improvement of Economics of losing units.

10.Soft coke improvement of Economics of Production & dispatch.

8
CCL REGISTERED BEST EVER PRODUCTION
AND
PROFITABILITY
DURING THE FINANCIAL YEAR-2004-05

Central Coalfields Limited (CCL) has achieved a distinct height in overall

performance during the financial year 2004-05. The Company has produced
37.40 million tonne coal in the year 2004-05 exceeding its last year
production of 37.31 million tonne by 70 thousand tonnes(approx). It is all
time highest production in the history of CCL after its re-organization. Total
turn over of the Company during the financial year -2004-05 was
Rs.3999.32 crore as against the turn over of Rs.3488.52 crore last year(2003-
04). The company also attained a new height in Productivity, Profitability,
Sales Realization, Washed coal production and Washed coal despatch from
Coking coal washery and non-coking coal washery. CCL, after record
production and Profit in the financial year 2004-05, not only come out of
BIFR but also its net worth has become Rs.1061.01 crore(Provisional) is
more than the paid up capital of Rs.940.00 crore .

PRODUCTION & DESPATCH: CCL achieved a raw coal production of

37.40 million tonne as against the target of 40.00 million tonne. Although
the Company has not achieved the target but registered a positive growth
over previous year. The reason behind not achieving the target was due to
two elections and shortage of explosives.Company also recorded a growth of
12% in Washed coal production from Coking coal washery and 3% in
washed coal production from non-coking coal washery as compared to last
year.

Similarly a growth of 12% achieved in washed coal dispatches from coking

coal washery and 6% in washed coal dispatches from non-coking coal
9
washery. The wagon loading in the financial year 2004-05 is 3391
FWWs/day as compared to 3321 during 2003-04,thus the company has
dispatched 70 FWWs/day more this year with a growth of 2% over previous
year.

Total off-take during 2004-05 was 35.772 MT as against 36.1 MT last

year(2003-04)
PROFITABILITY: CCL has earned a provisional profit of more than Rs
900.00 crore during the financial year(2004-05) as compared to Rs.370.38
crore during 2003-04.

PRODUCTIVITY: Productivity which is measured in terms of coal out-put

per man-shift increased from the level of 2.48 tonne in 2003-04 to 2.52

tonne in 2004-05 i.e. registered a growth of 2% over previous year.

UTILZATION OF MACHINES: The utilization of machines deployed in

open cast mines has been increased in 2004-05,6.1% in shovel, 4.7% in

dumper, 3.8% in drill and 2.1% in dozer as compared to last year.

SALES REALISATION: Sales realization for the year 2004-05 is

Rs.4165.23 crore(approx) as against Rs.3577.32 crore of last year, thus there
is an improvement of Rs.588.00 crore(approx).

Project development

10

During X plan five new project namely Topa OCP (1.20 MTY), Asoka
Expansion OCP (6.50 MTY) , Kaveri OCP (2.00 MTY) , Bermo OCP (1.20
MTY) and N.Urimari OCP (1.20 MTY) has been envisaged for
development .

It has been planned to develop two Mega Projects viz. Magadh OCP and
Amrapali OCP, each having 12 MTY capacity, for North Karanpura Super
TPS and Barh TPS respectively. The delivery of coal is scheduled from
2008.
 It is also proposed to start mining in a few isolated patches through external
agency.

Quality Management

The guidelines of Ministry of Environment and Forest (MOEF) regarding

supply of 34% ash coal to TPS at more than 1000 KM or at sensitive
location has created a new market opportunity. Three non coking coal
washeries are in operation at CCL providing a competitive advantage in
meeting such demand of coal. For the customer's delight in receiving value-
added coal, from coal handling plants (CHP) it has been planned to install
deshaling plant.

Use of Surface Miners in Ashoka & Piparwar Opencast Mines have been
started which shall further helps in improving quality.

Information Technology

Internet facilities at each Area office and in Headquarters, Central

workshop, Central Hospital have been provided, thus facilitating faster
communication through e-mail.

11

Campus Local Area Network (LAN) at Headquarters has been made

operative, thus facilitating networking of all HODs and connectivity to
projects in the Area through Internet.

The following programmes are under implementation for use of IT for

Project implementation and other operational activities in CCL are :

I. Implementation of Coalnet is under process through which CCL will be

connected to Coal India Limited & its other subsidiaries and to Ministry Of
Coal for speech & connectivity of data is expected soon. Coalnet expansion to
lower unit is expected soon.
 II. Our company has a site on web in which following information are
available :

a) Daily production

b) Status of inventory at central stores

c) Status of HEMM at central workshop under repair

Human Resource

A series of direct interaction drive with Managers/Engineers, Executives and

all concerned located in different coalfields of the Company has helped to
change the mindset to accept and effectively manage the 'change' through
thoughtfully prepared Annual Action Plan by them. The right preparedness,
with which every unit has started working in the beginning of the year, will
bring sure success to the Company in the form of achieving both physical
and financial targets. This, by itself, will continue to keep CCL a profit
making Company.

12
ENVIRONMENT:CCL is committed to environment protection. The
Company is taking various steps for improvement in maintaining a cleaner
environment by adopting pollution control measures and large scale
afforestation. It has adopted eco-friendly mining techniques of concurrent
reclamation, thus maintaining ecological balance of the region.CCL is
giving special thrust to environment especially by reclaiming the OB
dumps, hydro-reclaiming, backfilling the voids and year after year
increasing the afforestation. It may be mentioned here that during last three
years i.e. 2002-03,2003-04 and 2004-05 plantation in CCL command area
has been done through Jharkhand State Forest Department on 692 hectares
of reclaimed land planting about 17,30,000 saplings of various species viz.
Karanj, Mahuwa,Bamboo, Neem, Pipal, Gamhar, Sheesham etc.
WELFARE: CCL is also determined to improve the Social Security of its
employees. Management is very keen in this aspect and trying to make all
the payments to the retired employees including pension payment order on
the last day of superannuation. Further, The Company has a budget provision
of Rs.116.00 lakh on Community Development Programme, besides,
Rs.680.00 lakh on Education and Rs.14.72 lakh on Welfare and other
Miscellaneous head such as, health-care etc and these are the thrust areas
where management is giving full attention for the betterment of the
employees.

BENEFIT TO STATE GOVERNMENT: CCL contributes about Rs.570

crore in the financial year 2004-05 to State Govt. Exchequer in the form of
royalty and taxes etc. This will further increase in the coming years. These
achievements of CCL would have been much higher had there been further
improvement in the law and order situation in and around its coalfields.

13

FUTURE PLANS: CCL`s tasks in the current financial year are going to be
challenging. The target of coal production in 2005-06 is 40 .4 million tonne.
But the Company plans to produce at-least 42.0 million tonne and expected
profit level to be around 1200.00 crore.
 14

The achievements this year has generated confidence in CCL`s employees to

march forward on the path of success by sustained and hard teamwork led by
a clean and transparent management.

CCL has consistently been showing an excellent financial performance over

the years.

The turnover of the company has risen from Rs.1904.81 crores in 1996-97 to
Rs.4546.86 crores in 2005-06. The Profit before Tax (PBT) has increased
from Rs.728.65

crores ( before contribution to Coal Price Regulation Account ) to

Rs.2116.26 crores and
 Profit after Tax (PAT) has risen from Rs. 403.65 crores to Rs.1300.98 crores
during the

same period.

Financial results for the year 2005-06

( in RS. Crores )
Description 2005-06 2004-05
Gross Margin (PBDIT) 2512.96 2380.82
Less: Depreciation 349.67 363.92
Gross profit (PBIT) 2163.29 2016.90
Less: Interest 47.03 40.86
Profit before Tax (PBT) 2116.26 1976.04
Less: Provision for Tax 815.28 740.07
Profit after Tax (PAT) 1300.98 1235.97
Transfer to General Reserve 130.10 114.88

Dividend on Equity Share Capital 520.39 459.51

Provision for Tax on distributable profit 72.99 62.19
Surplus carried to Balance Sheet 577.50 599.39

15

Payment made to Central & State Exchequer towards statutory dues

during 2005-06

( in RS. Crores )
Particulars MP UP Total
Royalty on Coal 345.10 173.83 518.93
Central & State Sales Tax 121.26 90.36 211.62
Stowing Excise Duty 39.47 11.86 51.33
Entry Tax 3.67 9.80 13.47
SSDA Cess - 7.66 7.66
Property Tax 3.00 - 3.00
Forest Cess 15.84 - 15.84
S.T. on works and scraps 2.18 1.39 3.57
Professional Tax 1.88 - 1.88
Total 532.40 294.90 827.30
 The Company made payment of Rs.924.18 crores towards Corporate
Advance Income

Tax (including TDS) during 2005-06 as compared to Rs.884.35 crores

during the

previous year. The Company has also paid Self Assessment Tax of Rs. 25.65
crores

during 2005-06 for the year 2004-05.

16
Balance Sheet as at 31st March, 2006

( in RS. Lakhs )
As at
Sources of fund: As at 31.03.05
31.03.06
Shareholders Fund :
Share Capital 17767.28 17767.28
Reserves & Surplus 454758.62 383998.22
Deferred Tax Liability 20425.06 25180.47
Loan Fund :
Secured - -
Unsecured 97797.60 106728.96
. 590748.56 533728.93
Application of fund :
A. Fixed Assets :
Gross Block 578240.28 572694.04
Less : Depreciation 383320.46 355599.68
Net Block 194919.82 217094.36
B. Capital Work-in-Progress 10069.93 7888.99
C. Surveyed-off fixed assets -
789.83 1007.21
Awaiting disposal
Investments 11456.00 11456.00
Current Assets, Loan & Advances :
Debtors 9490.38 9490.38
Inventories 22226.16 22226.16
Cash & Bank Balances 242873.93 86345.13
Loans and Advances 255817.01 279616.36
Other Current Assets 7015.51 1698.17
Cost of Removal of Overburden - -
Total Current Assets, Loan &
539053.26 399376.20
Advances

Less: Current Liabilities &

165540.28 103093.83
Provisions
Net Current Assets 373512.98 296282.37
590748.56 533728.93

17

Profit & Loss Account for the year ended 31st March, 2006

( in RS. Crores )
For the year
For the year ended
. ended
31.03.05
31.03.06
Income :

Sales 454686.24 435737.86

Coal issued for other
0.18 0.15
purposes
Accretion/Decretion in
-362.09 -968.40
Stock
Accretion/Decretion in
-249.70 -232.37
Stock Workshop jobs
Other income 36125.88 17385.24
.Total Income 490200.51 451922.48
Expenditure:
Consumption of Stores
88852.70 72952.37
& Spares
Employees
Remuneration & 42338.25 47523.92
Benefits
Social Overhead 14271.38 14969.93
Power & Fuel 19308.29 18947.64
Repairs 9047.30 7730.17
Contractual Expenses 7847.55 5610.06
Miscellaneous Expenses 15176.11 13956.68
Overburden Removal
42386.14 32329.01
Adjustment
Total Expenditure 239227.72 214019.78
Gross Operating Profit/
250972.79 237902.70
Loss
Interest 3032.97 2261.81
Financial / Commitment 1824.22
1669.56
Charges
Depreciation 33883.55 35532.63
Provisions 1090.65 4685.08
Write Off - 0.45
Profit/Loss for the year 211296.06 193598.51
Provision written back 603.01 1330.00
Prior period adjustment -273.34 2674.98
Profit/Loss before
211625.73 197603.49
Taxation
Provision for Income
91000.00 88034.72
Tax for the year
Adj. of Income Tax for
-4882.05
earlier year
Adj. for Deferred Tax
-4755.41 -14028.30
for the year
Provision for Fringe
165.00 -
Benefit Tax
Profit after Tax 130098.19 123597.07
Profit up to the Previous
267826.19 207886.41
Year
Profit available for
397924.38 331483.48
appropriation
APPROPRIATIONS:
Transfer to General
13009.82 11487.68
Reserve
Provision for proposed
 dividend on Equity
Shares:
Interim 22700.00 23600.00
Final 29339.28 22350.70
Provision for Dividend
79281.51 6218.91
Tax
Balance Carried to
325576.77 267826.19
Balance Sheet

19
BOARD OF DIRECTORS

CMD - R.P.Ritolia

Director (Technical operation) - M.M.Singh

Director (Personnel) - Ajay Kumar

Director (Finance) - Dr. A.K.Sarkar

Joint Secy. & FA Moc. Govt. of India,

Shastri Bhawan, New Delhi - Harbhajan Singh

Director (P & IR) - Md. Salimuddin

Secy. Mine & Geology - A.K.Singh (IAS)

 Chief Operation Manager - R.S.Pandey

20

PRODUCT PROFILE

Gradewise availability of Raw Coal

Available Grade of Coal
Non-coking Coking
Grade U.H.V. (K Cal/Kg.)
Non-Coking Coking
Grade U.H.V. (K Cal/Kg.) Grade % Ash
A Exceed 6200 W-I Between 18-21
B Between 5600-6200 W-II Between 21-24
C Between 4940-5600 W-III Between 24-28
D Between 4200-4940 W-IV Between 28-35
E Between 3360-4200
F Between 2400-3360
G Between 1300-2400
 Gradewise Production from CCL
A. Non Coking
ACTUAL TARGET
Grade ACTUAL (2002-03)
(2003-2004) (2004-05)
A 0.194 0.095 0.19
B 0.819 1.107 0.83
C 1.999 2.604 2.37
D 0.224 0.177 0.23
E 15.468 17.285 17.07
F 8.184 5.116 8.30

Total 26.888 26.384 28.99

21

B. Coking (Linked Washery)

ACTUAL (2003- TARGET (2004-

Grade ACTUAL (2002-03)
2004) 05)
W-I 0.00 0.00 0.00
W-II 0.419 0.265 0.44
W-III 2.683 2.794 2.24
W-IV 2.903 3.343 2.82

Total 6.005 6.402 5.50

C. Coking (Non-Linked Washery)

ACTUAL (2003- TARGET (2004-

Grade ACTUAL (2002-03)
2004) 05)
W-IV* 4.082 4.552 5.51
 Total
36.975 37.338 40.00
CCL

22
MAJOR PROJECTS

Highlights of Achievements

Installed 6.5 MTY Pipparwar opencust project with mobile inpit crushing

and conveying system and a pit head non-coking coal beneficiation plant

(5.525 MTY).

Commissioned 4.50 MTY K.D. Heasalong Open Cast Project under World

Bank aided project.

3.0 MTY Rajrappa OCP has been commissioned with a pit head coking coal

benificiation plant.

4 coking coal washery with 9.35 MT. throughput capacity commissioned

and in operation.
 3 non coking coal washries with 11.22 MT throughput capacity

commissioned and in operation.

Major Projects of CCL

Piparwar OCP (6.50 MTY)
KDH Hesalong
(4.50 MTY)
OCP
Rajrappa OCP (3.00 MTY)
Parej (E) OCP (1.75 MTY)
Urimari OCP (1.30 MTY)
Sel. Dhori OCP (2.25 MTY)
Jharkhand OCP (1.00 MTY)

23

Future Projects

Topa OCP (1.20 MTY)

Ashoka Expansion
(6.50 MTY)
OCP
Karo Expansion
(3.50 MTY)
OCP
Konar OCP (3.50 MTY)
N. Urimari OCP (3.00 MTY)
Purnadih OCP (2.00 MTY)

Mega Project of 10th Plan

(12.0 " ) Linked to
Magadh OCP
NKTPS
(12.0 " ) Linked to Barh
Amrapali OCP
TPS

Strategy for financing of future project

 Internal Generation

External finding through Financial Institutions

Bill of Transfer

24

MISSION

The Mission of CCL is to produce and market the planned quantity of coal and

coal products efficiently and economically with due regard to safety, conservation

and quality.

The main thrust of CCL in the present context is to orient its operations towards

market equirements maintaining at the same time financial viability to meet the

resource needs.
 25

VISSION

To become a World Class, innovative, competitive & profitable Coal Mining

Operation to achieve customer satisfaction as top priority.

Business Objective

Coal Mining through efficiently operated mines

Besides fulfilling coal needs of the customer in terms of quantity, focus on

quality, value addition and beneficiation to the satisfaction of the customers.

Marketing of coal as main product

 26
INTRODUCTION OF HUMAN RESOURCE DEVELOPMENT

Human resource development is a vital of HRM. HRD is concerned with

training and development, career planning & development, performance

& potential appraisal, succession planning & welfare.

In CCL HRD system has got a clear-cut principle of improvising quality,

knowledge, skill, attitude of employee as per requirement of the

management. HRD principle is basically learning principles since CCL

believes that, human being are having potential to learn and practice for

continuously better change for survival and growth.

 27

FUNCTION OF HRD

1. Assessment of his current level of Potentialities in terms of Knowledge,

Skill, Attitude and Habit.

2. What is expected from the person?

3. Assessment of the gap between the people.

4. To provide the means of fulfillment of gap by appropriate method.

5. To give proper placement in the job and measuring the strength and

weakness.

6. To take further measures for the improving further Knowledge, Skill,

Attitude & Habits for desired level of performance.

7. Further assessment and evaluation.

 28

HRD PLANS AND IMPLEMENTATION IN CCL

1. CCL tries that HRD Plans, Programmes and Implementation strategy

should match up with needs to survive in competitive age.

2. It plans for proper capacity utilization of plant, equipment, machinery

and establishment.

3. To improve quality of product and service.

4. To improve cost structure, cost material and expenditure at all the level.

5. It tries to know the organization & understanding what is expected by the

organization from the individuals so that business becomes healthy,

operational procedure should become simple and understandable for easy

participation by all employees.

6. To develop & cope of encouraging all individuals for self development.

7. To generate creativity & innovation.

8. CCL gives special trust at shop floor level through small group activities

to improve working conditions & work environment.

9. Achieve organizational goal, team building & problem solving at bottom

level.

10.Achieving organizational mission through lecture, discussion, group

exercise, work shop meeting in a formal and informal manner.

29

FORMAL METHOD INCLUDE FOLLOWING METHOD

ADOPTED IN CCL

1. There is a proper implementation of annual training plan of the company

for executives, supervisors and workman in various training center through

well designed and advance Training plan (relevant to person) which can

properly motivate in seeking the defined objective during the course of

training. The main objective being to inform the participants the current

level of activities.

2. The participants who are in a group are made to understand what problem

and function they have to handle currently and keeping in view of the further

anticipated problem and hour to learn effective skill required for meeting

challenges summy.
 30

INFORMAL METHOD INCLUDE FOLLOWING METHOD

ADOPTED IN CCL

This method is goes to the project levels which are core unit for coal

production. Depending on the population of the project which is

producing the unit of coal, a proper HRD environment can and should be

created which in turn will be instrument for promoting learning through

following methods:-

1. Developing healthy superior subordinate relationship where a

subordinate can be groomed by his superior.

2. Forming various groups for taking up activities where crisis or problems

exist as on obstacle towards achievement of the target. Such group is not

 necessary to be made from the member of a particular department. The

internal concept (one department or wings of a project is producing goods

and services for the use of the other department) has to be cultivated.

For example:-

Achieving the production target may be primary consideration of

production department or wings of the project but the attention has to be

paid with other department like maintenance, store, finance, personnel.

31
The concept has to be generated that every departmental meeting may not

along bring the desired solution rather it should be an inter and intra

department. Brainstorming session for meeting the committed in terms of

good and services to be produced for the external customer and internal

customer. Such meeting in terms of group discussion and exercise at least

once in a month off job may bring some suitable solution and approach.

Alternatively, this may be a session for updating and upgrading

information awareness of employees in a heterogeneous forum through

small group activities to look in to the following:-

1. How to improve working environment and condition and quality of life

for boosting up productivity.

2. A new concept is introduced in which consideration is made of various

actions in terms of value & cost.

Such group can suggest various methods & needed action with some

flexibility best suited, to the situation, since rigid policy can contribute

successfully except in a few cases which is a statutorily required.

Sometimes suggestions, queries etc. in this respect (among the

employees) may bring some innovative and creative ideas which may be

recognize in terms of rewards (monetary and appreciation) such measures

32
will energize the work force to understand, realize the problem and find

solution with creative and innovative idea which is the mission of HRD

plan.

The formal & informal approach in HRD plan implementation gives the

following benefits:-
 33
BENEFITS OF FORMAL & INFORMAL METHODS IN

CCL

1. Identifying strength and weakness of self in regards to expectation from

the organization.

2. Facing challenges and issue forth coming and calling to improve

standards of knowledge, skill with desired modification in the attitude level.

3. Since various committee groups are formed in inter and intra

departmental level, a trust will be felt to integrate people, job and

organization.

Now from the project level, area level and company head quarters level

various data will be available from the taken up activities. It will be

easier to understand and judge to whether HRD implementation going to

the right direction. An evaluation is necessary for measuring the

approach of the HRD plan for which a committee of the following

member may be formed.

34

HRD COMMITTEE MEMBER

1. The General Manager ( Incharge of HRD)

2. 1 member from area level ( HRD Department)

3. 2 members from area level other than HRD personnel engaged in planning,
safety etc.

4. 2 member from project level other than HRD engaged in operation

5. 2 representatives of supervisory staff

6. 2 from worker level

7. 2 from executive level.

Such group can view in HRD plan of the area level, and its

implementation status. The gap existing between achievement and target

etc. can be given to the top management as a feedback towards

implementation of HRD planning implementation for future.

This group will be different group from the training board of the

company which approves the plan for the implementation. Alternatively

the training board of the company can go for a sub-committee

recommending suitable member from executive & non executive giving

feedback to the top management for the purpose of implementation &

modifying of HRD plan.

35

MANPOWER PLANNING

CCL has excess of manpower in relation to its requirement. The biggest

problem of CCL is gainful utilization of manpower. CCL has engaged

itself in various schemes so as to curtail its manpower. Although CCL

has terminated outside recruitment, manpower figure continues its

upward trend because of mainly two reasons-

1. Compassionate Recruitment- In case of demise of a worker one of his

family members is recruited on his behalf.

2. Land Acquisition- Recruitment has to be given to the persons whose

land has been acquired by CCL for mining purpose.

 36
MANPOWER POSITION FOR THE MONTH OF MAY, 2006

Category Strength as on
31.05.2006

Officer 2546

M/Rated 13947

D/Rated 35776

P/Rated 11037

Casuals 180

Co. Trainee 0

Stipend (T) 244

C.M.W.O. 108
 Total 63838

37

TRAINING AND DEVELOPMENT

INTRODUCTION

The whole idea of management development is to maintain the lifeblood

of the organization by getting management talent ready as needed.

Management ability does not come automatically. It comes slowly and

gradually from training, experience and growth, since the days of the

early management pioneers, training has been recognized as vital and

legitimate area of corporate concern.

TRAINING: AN INTRODUCTION
Training is an indispensable managerial activity in almost all

organization. Modern personnel managers have been increasingly

conscious about the training of rank and file workers to step up the rate of

production and contribute to the effectiveness of the organization.

Training is an organization procedure which brings about a semi-

permanent change in behavior for a definite purpose. The three main

areas involved are skills, knowledge and attitude, but always with the

objectives of a definite purpose in mind.

38

According to EDWIN B. FLIPPER:

Training is an act of increasing the knowledge and skill of an

employee for doing a particular job.

Training is an organized and systematic procedure skill, technical

knowledge, and problem solving ability for the better performance on the

job. Training is a process of learning a sequence of programmed

behavior. Training provides awareness of rules and regulations, the way

of performing given tasks effectively and prepares the employees to

improve the job performance.

Training is any attempt to improve current or further employee

performance by increasing an employees attitude or increasing his or her

skill and knowledge, the need for training and development by the

employees performance deficiency and computed as follows:

Training and development need = Standard performance Actual

Performance

Training is short term process utilizing a systematic and organized

procedure by which non- managerial personnel learn technical

knowledge and skills for a definite purpose.

39
Development is a long term educational process utilizing a systematic

and organized procedure by which managerial personnel learn conceptual

and theoretical knowledge for general purpose.

Training refers only to instruction in technical and mechanical operations

while development refers to philosophical and theoretical educational

concepts. Training is designed for non-managers, while development

involves managerial personnel.

 40

IMPORTANCE OF TRAINING

Training is the corner stone of sound management, for it makes employees

more effective and productive. It is actively and intimately connected with all

the personnel or managerial activities. It is an integral part of the whole

management programme, with all its many activities functional inter-related.

Training is a practical and vital necessity because, apart from the other

advantages mentioned above, It enables employees to develop and rise within

the organization and increase their market value, earning power and job

security. It enables management to resolve sources of friction arising from

parochialism, to bring home to the employees the fact that the management is
not divisible. It moulds the employees attitudes and helps them to achieve a

better co-ordination with the company and a greater loyalty to it. Training

moreover heightens the morale of the employees for it helps in reducing

dissatisfaction, complaints, grievances and absenteeism, reduces the rate of

turnover, further trained employees make a better and economical use of

materials and equipment; therefore, make a better and economical use of

materials and equipment; therefore wastage and spoiling are lessened and the

need for constant supervision is reduced.

41
NEED FOR BASIC PURPOSES OF TRAINING

The need for the training of employees would be clear from the

observations made by the different authorities.

To Increase Productivity: Instruction can help employees increase

their level of performance on their present assignment.

To Improve Quality: Better in formed workers are less to make

operational mistakes. Quality increases may be in relationship to a

company product or service, or on reference to the intangible

organizational employment atmosphere.

To Help a Company Fulfill its Future Personnel needs:

 Organizations that have a good internal educational programme will

have to make less drastic manpower changes and adjustments in the

event of sudden personnel alterations.

To Improve Health and Safety: Proper training can help prevent

industrial accidents. A safer work environment leads to more stable

mental attitude on part of employees.

Personal Growth: Employee on a personal basis gain individually

from exposure experiences. Again management development

42
programmes seem to give participants a wiser awareness, an enlarged

skill, and enlightened altruistic philosophy and make enhanced

personal growth possible.

The objectives of training as adopted by the CCL will serve as an

illustrative example:

To impart to new entrants the basic knowledge and skill they need

for an intelligent performance of definite tasks.

To assist employees to function more effectively in their present

positions by exposing them to the latest concepts, information and

techniques and developing the skills they will need in their particular

fields.
 To build up a second line of competent officers and prepare them

to occupy more responsible positions.

To broaden the minds of senior managers by providing them with

opportunities for an inter-change of experiences within and outside

with a view to correcting the narrowness of the outlook that may arise

from over-specialization.

43

RESPONSIBILITY FOR TRAINING

Training is the responsibility of four main groups:

1. the top management, which frames the training policies

2. the personnel department, which plans, establishes and evaluates

instructional progammes

3. Supervisors who implement and apply development procedure

4. Employees who provide feedback, revision and suggestions for corporate

educational endeavors.

PRINCIPLES OR CONCEPTS OF TRAINING

Since training is a continuous process and not a one shot affair and since

it consumes time and entails much expenditure it is necessary that a

training programme of policy should be prepared with great thought and

care for its should serve the purpose of the establishment as well as the

needs of employees. Moreover, it must guard against over-training, use

of poor instructions, too much training is skills which are unnecessary for

a particular job, imitation of other company training programmers,

misuse of testing techniques, inadequate tools and equipment and over-

reliance on one single technique. E.g. one slides pictures or lecturers and

not enough on practice.

44
A successful training programme presumes that sufficient care has been

taken to discover areas in which it is needed most and to create the

necessary environment for its conduct. The selected trainer should be one

who clearly understands his job and has professional expertise, has an

aptitude and ability for teaching, possesses a pleasing personality and a

capacity for leadership is well versed in the principles and methods of

training and able to appreciate the value of training in relation to an

enterprise.
 45

METHODS AND TECHNIQUES OF TRAINING

ON JOB TRAINING:

On the job training is conducted at the work site and in the contest of the

actual job approximately 90% of industrial training is conducted on the

job.

Advantages:

Because the training setting is also the performance setting, the transfer

of training to the job is maximized. The cost of a separate training fans

 high because it is obvious to the trainees that what they are learning is

relevant to the job.

The trainer should consider carefully the order in which to introduce new

tasks and should prepare a written list of objectives for each stage of the

training process. Trainer himself should be well familiar with the training

objectives and requirements. He should be aware of the latest technology

and how to operate it. Periodically the trainer should give the trainer

performance tests to assure that the materials is being mastered and to

maintain trainee motivation.

46
Numerous training methods can be used while the man is engaged in the

process of productive work. On the job training techniques suitable for all

level of personal various levels of on the job training are:

Coaching: - on the job, coaching by the superior is an important and

potentially effective approach. The technique involves direct personal

instruction & guidance & conditions critical evaluation & corrections. The

advantage is increased motivation for the trainee & the minimizations for the

problem of teach transfer for theory to practice.

Committee Assignments: - often organization assigns junior executives

 to committee where they can observe more experienced managers in action.

Much organizational work takes place in committees.

A permanent committee consisting of trainee executives is constituted.

The entire trainee participates in the deliberation of the committee.

Through discussion in committee meetings, they get adequate with

different viewpoint and alternative method of problem solving. They also

learn interpersonal skills.

Job Rotation: - means moving from one job assignment to another

within the same organization. Each assignment usually lasts four or six months.

47
The major objective of job rotation training is the broadening of

background of trainee in the organization. If trainee is rotated

periodically from one job to another job, he acquires a general

background.

Effect of job rotation is to turn specialist into generalists upper level

managers in particular needs such training.

Understudy Assignment: - here certain person is specifically designated

as the heir apparent. The method makes the trainee an assistant to current job

holder. The trainee learns by experience, observation & initiation. If the

decisions are discussed with the understudy, he become informed of the policies
& theories involved. The advantage of the method is that training is conducted

in practical & realistic situation.

VESTIBULE TRAINING:

Much like on the job training vestibule training requires trainees to do the

whole job, using the same tools & machines that are used on the job.

However training takes place in as vestibule or separate workshop used

for training.

48
OFF JOB TRAINING:

Off the job training is conducted in a location specially designated for

training. It may be near workplace or away from workplace at a special

training centre or a resort.

Conducting the training away from the job workplace has the advantage

of minimizing distraction and allowing trainees to devote their full

attention to the mutual being taught.

In this method trainees have to their workplace and devoted their entire

time to the development objective. Following training techniques are

 used off the job:

Lecture: - it is most traditional form of format technique. Special courses

and lectures can be established by business organization in numerous ways as a

part of this development program.

Conferences: - organization develops guided discussion type of

conferences in their training program in order to escape the limitation of

lectures.

49
Sensitivity training: - it is called Laboratory Training or T- group

training. The purpose of sensitivity training are to make the participants more

ensure of their own behavior, to make them aware of how their behavior is

perceived by others and to increase their awareness and acceptance of others

differences. Sessions are usually conducted in smaller group of eight to fourteen

individuals.

APPRENTICESHIP TRAINING:

It is a combination of on and off job training. Such programs are often

jointly sponsored by management and union. Minimum 144 hrs. of

classroom instruction is required each year. Together with one the job

experience working with a skilled person.

50

TRAINING NEED ASSESMENT (TNA)

TNA identifies the areas in which training is required and pinpoints the

Trainers to their focal point of action. TNA approach maximizes the

potential success of training efforts.

TNA refers to the process of determining what knowledge, skills, and

competencies and other characteristics (KSACOCs) the teacher needs to

perform their job. Sometime core group operating at central level defines

training need based on first hand information.

TNA can be done by

1. Professional work analysis

2. Performance analysis

3. Evaluation of proficiency level required in each area

51

TRAINING NEED ASSESSMENT SYSTEM IN CCL

GENERAL: - There are many established procedure available for identifying

training in an organization which are as follows:-

1. Test: - For knowing the attitude, knowledge and skill of employees of

company, some times company management gives the responsibility to outer

agency to judge the attitude, knowledge and skill of the company employees

and submit a report.

2. Interview: - For knowing the attitude, knowledge and skill of employees

of company, company authorities constitute an committee and employees

 are interviewed to assess employee.

3. Confidential report: - Confidential report from the controlling officer

forward to confidential cell. They also assess the training need from the

report of their controlling officers.

4. Discussion: - Some times potential trainees/candidates are allowed to

take part in discussion on home issues. Training need can be identifies from

such system.

52
5. Group Exercise: - Some times same types of work are allocated to

different groups, the individual group performs on the basis of its own

strength and weakness of the members who forms such groups. From the

performance record the training need of the various groups and also of its

member can be determined.

6. Performance standard: - Some time bond programme are given to

many individuals for completion of a job and every members performs

various segment of the total job. Such segmental function of the job

performed by the proficiency or deficiency of the person with regard to skill

required for performance. Training need may ascertain such exercise.

7. Consultant Report: - Some time consultants are engaged in the

organization for assessment of requirement in term of terminology and

manpower for achieving targeted objectives. The gap between the current

level of activities and future level anticipated can be a measure to determine

the training need of employees.

8. Major Failure Area: - Companys Top Executives or Sr. Executives can

determine the major areas where failure has occurred in achieving the

desired result. The poor performance and desired level of performance

53
clearly shows a gap which can be a measure of determining training needs in

various levels in management and work force.

9. Observation by Special Group News Paper: - Some times special

group which are vocal regarding performance of organization or any

newspaper article published time to time high light the strength and

weakness of the organization. This gives opportunity to understand the

training need of the persons, searing the organization.

10.Self requirement and learning: - In the Indian context after

liberalization and globalization of the business the survival has become a

must for the healthy organization by adopting various economic and

 corrective measures in the operational areas. Now a day the employees in the

organization can to same extent foresee the future profile for self and

organization. The employees at then try to learn new skill of other job so

maintain their vitality for the future challenge ( which may have demand in

the organization) and to project them from being invalid/obsolete in terms of

knowledge, skill etc. There are self needs determined by individual for their

career growth and up gradation of job. These are projected in various

forums. This can be treed as individual need in the organization context (for

54

example learning of Computer can be best salted in the organization in the

future day why typing machines may stand outdated and organization will

demand a person with knowledge in Computer in addition to the existing

requirements.)
 55

APPROPRIATE METHOD OF TRAINING NEED

ASSESSMENT

In a company like Central Coalfields Limited which employees around

94,000 scattering over 13 coal bearing areas in the state of Jharkhand the

training need assessment can be done more accurately in the following

manners: -

1. The present trait of the employees mill indicates his current need and

future need (on growth). There are the individual needs of the person.

2. The performance appraisal report of every employee can give indication

 assessed by the repairer regarding his/her functional behavioral and

managerial need.

3. Employees who submit the self assessment report can also give a hint

about the potentials of their development need.

4. The over all performance of the company in a preceding calendar year

can high light the area where more attention is required to achieve the

business goal. Such training need may be an organizational training need in

the present context. (For example consciousness about quality and energy

resource conservation may be area where the organization desires that all

56
employees should have adequate awareness for achieving organizational

objective.

5. By determining the core activities of the group where the employees are

employed. This is a requirement of the group need. For example an

employee may be deployed in either Company Headquarter, Area Office on

Project Office on a mine where operations related to coal production

continues.

If he is in a company headquarters then he has conscious about

improving company/ organizational image to the outsider who are more

in number. As visitors then in area, project and mine level. This is in

addition to his functional need.

Secondly, and employee who is placed in the area office he should have a

good communication and co-ordination skill since he has to take care of

the communication link between producing unit and company

headquarters. This is in addition to the functional area of the employee

concern.

Similarly a person in a mine level requires more awareness in operations,

maintenance and safety aspect in addition to his functional area.

57
This can be seen if we take example of Accountant/Finance personnel of

same grade deployed in a mine/project, area office or company

headquarter. His knowledge in A/cs and Finance is primarily required

but every time he has to be cautioned about the group need, safety and

operations, communication need, company image etc. as discussed earlier

depending on his level of attachment.

Depending on the above, datas can be collected in term of knowledge,

skill and attitude for his functional and cross functional areas. A chart is

being produced below to high light requirements of his awareness as

follows: -
 58

TRAINING NEED OF AN ACCOUNTANT

Learning needs Project/Mine Area level Company

Level A B headquarter
level C
1 Functional Need Knowledge of -DO- -DO-
Finance/Accou
nts
1 Cross Functional Very much Needed to Not so needed
need needed some extent
.a Safety Very much Needed Not so needed
operation needed
.b Maintenance Very much Needed Needed
needed
.c Cost control Very much Needed Needed
needed
.d Stare/Spares. Very much Needed to Needed to some
Permanent needed some extent extent
inventory
 .e Establishment Needed Needed to May or may not
Rule some extent be needed since
other person may
handle this
issues
.f Company/Top Needed to Needed Very much
management some extent moderately needed
policy
regarding
Financial
Matters
.g Future May or may May know Must know and
development not to some keep updated
project of the extent information
company/Furt
her activities

59
Now depending on the level of the accountant there may be various types

of accountant courses for his training and development.

1. Refresher course for an accountant in mine level Trust areas should be

2. If it is a development course for accountant in mine level then the trust

area should be B and for area level it should be C. but when to design

the Induction Programme for Accountants, models has to be taken into

consideration of A,B,C and a standard layout has been designed for 4 days

programme as per enclosure.

 60
INDUCTION: COURSE LAYOUT OF ACCOUNTANT FOR

FOUR DAYS

Days 1st Session 2nd Session 3rd Session/4th

Session
1st day Registration C.I.L. & CCL Role of finance in
organization organization,
performance during 94- Function of
95 on financial corporate finance
productivity, safety office, Area finance
precaution office/Perfect office
2nd day Role of Accountant Computation in Balance
in our company company accounts setter sheet/Financial
ratios profits and
loss account,
Profitability, Dept
etc.
3rd day Establishment rules Budget and Budgetary
 etc. with reference procedure and follow up
to the NCWA new and also statutory
procedure requirement for
maintaining/Functionall
y reports/ Records
4th day Group Problem solving and
discussion/Exercise feedback and cost
to identify are of reduction, Valedictory
activities where session, procedures
improvement can
be brought

61

TRAINING AND OTHER DEVELOPMENT PROGRAMME

AND THEIR EVELUATION

Training and development programmes are conducted in the organization

with a view to camp and update work force with information, skill,

behavior model so that work force become capable and effective in every

respect to perform job or task assigned. Such improvement in

performance will definitely bring situations and circumstances in which

organizational objective can be achieved.

Now putting effort towards conducting traini8ng and development

programmes and its evaluation is not a very simple matter. Since, such
effort involves manpower, fund, preparatory works qualified and

effective faculty members where the over all contribution are received

and directed towards a pre determined objective of the organization

which ,may be improvement in productivity, safety, cost control, team

effectiveness etc.

Before conducting training and development programme much co-

ordination work is required which are listed below: -

62
1. Time: - The selection of time is meant when participation is possible and

programme can be effective.

2. Location: - The location of the training place is also selected which

should be easily accessible and participants remain comfortable.

3. Physical facilities: - Due consideration is given on physical facilities like

class room seating arrangement, light and ventilation facilities including

Hostel facilities and accommodation etc. availability of such facilities

improve the quality of participation.

4. Fund: - Some fund is required to meet various expenditure on training

 and development which should be quite attended to the need reasonable &

adequate.

5. Course layout and course materials: - The course layout and course

materials are prepared to see the training objective is fulfilled and it should

be valid in every respect with regard to the training programme.

6. Training methods: - The selection of training method should be

matching with the profile of the participants and nature of the programme

not necessarily the lecture and discussion methods which are and should be

63
adopted; it may be case study group exercise, brain storming as the situation

may demand.

7. Faculty: - Selection of good faculty whether from within the department

or from outside is the matter of consideration since such faculty who are

supposed to conduct the training programme has to be acceptable by the

participants in terms of knowledge, experience, presentation technique,

personality and the topics of discussion etc.

8. Duration: - Duration is also a very important point to be considered. The

duration should be such the training objective to be fulfilled within this

duration and at the same time convenient both for faculty and participants.
Now, the above individual issues can be checked to judge how far the

desired results have been achieved from such training programme by

means of evaluation technique.

64
EVALUATION TECHNIQUE

Evaluation of training is a method or process for assessment to what

extent the training has been effective or the training objective has been

achieved. There are two methods of evaluation. One being the Statistical

method and other being the Analytical method.

Statistical method: - In the statistical methods the following procedures

are adopted.

1. Questionnaire, Exercise Sheet, Job Sheet, Task assigned etc.

2. Rating scale for judging the performance by making

 Poor performance as (1)

Adequate performance as (2)

Fair performance as (3)

Good performance as (4)

Very good performance as (5)

Such rating scale may be of wide parameter also may be 1-7; 1-10,

depending on various issues. Such analysis may be on various issues

including physical facilities and other allied matters of training.

65
At the end of any training and development programme the participants

can be asked to analyses the programme in every respect through their

verbal opinions are quantified taking into consideration of the entire

group, the date thus may be indication to judge how the training

objectives are fulfilled.

By a properly designed block diagram, various phases of evaluation on

process are tabled.

Initial Behavior During Training Post training Job
Behavior Behavior Behavior

Modification Evaluation by Evaluation by Job Behavior

of Training self boss

Behavior means change in Knowledge, Skill, Attitude and habit

KASH.

66

COURSE LAYOUT

Course content of Induction courses are divided as follows:-

1. General Awareness- Mission of Coal India Limited/ Central Coalfield

Limited and organization Coal India Ltd., Important information of C.L.

Ltd./C.C. Ltd. regarding:

a) Production, quality and quality consciousness, dispatch, consumer

demand, man power deployed and safety.

b) Important units under C.L. Ltd. /C.C. Ltd., duties and

responsibilities of employees, disciplinary procedure, grievance

 procedure, attitude, behavior in group and work, communication,

production and productivity, cost reduction.

2. Mining and safety- History of Indian Coal mining industry, geology,

grading of coal, mining methods, ventilation of mine gases, explosive and

blasting, operation and maintenance of plant and equipment/machines, uses

of various power sources, inspection and report writing, safety rules.

3. Mathematics and Sciences- Units and measurement of lines distance,

area, volume, conversion of units, electricity, current, voltage, resistance,

67

power, use of various measuring instruments, work, power and energy,

simple beaching, machine.

4. Fire fighting and rescue orientation- Operation and use of various fires

fighting equipment. Rescue in case of fire, inundation. Identification of

various rescue apparatus. Need of first aid and first aid kit box.

5. Language- Translation, letter writing, report writing, quality of life.

 68

INDUCTION PROGRAMME
FOR
2 MONTHS / 8 WEEKS

1st week Company information

2nd week Company information

3rd week Introduction to mining

4th week Introduction to mining

5th week Mathematics

6th week Science

7th week Fire fighting and rescue orientation

8th week Language learning

69

PROCEDURE FOR CONDUCTING TRAINING

PROGRAMME

One week Company Information

Days 1st Session 2nd Session 3rd Session 4th Session

1. Pre test Introduction to Company information on
coal industry in Coal India Ltd. and
India and Central Coalfield Ltd. on
occurrence of performance as per
coal. Mission organization
chart.
2. Role and Role of Duties and
responsibilities individuals in responsibilities, obligation
in corporate, organization. to the company, conduct
 office, area rules.
office and
project office.
3. Facilities Pay, perks, Intermediate group
available in the medical benefits, exercise on-questionnaire.
organization leave travel etc.
and welfare
activities.
4. Review and Review and Introduction to mining and
discussion discussion engineering and allied
aspects.
5. Safety rules in General aid Operational econo9mics in
general general, productivity,
workings, first quality, cost control
aid and fire measure.
fighting.
6. Customer and Distribution, mode Test and feedback
consumption of of dispatch
coal

70
SPECIAL CONSIDERATION ON REQUIREMENT OF

TRAINING SHOULD BE: -

For improvement of HRD strategy in the organization due care has to be

taken on formal training and also on informal training.

In the formal training following points have to be ensured.

1. Training should be need based.

2. Training should be integral part of company strategy which should be a

process to bring changes.

3. Training should be for inspiring and motivating.

4. Training should be for every one in the company.

5. Importance should be given on the contents of the training for validity

and success of the programme.

6. Adopting appropriate training methodology to suit the need of the group.

7. Training should include tools, written materials etc. as and when

necessary.

8. Duration of the training programme and its contents should be in right

dose for the target group to be trained.

9. Training should impress on the need the quality of work life and quality

71
of life.

10.Training should integrate one with his organization.

11.Training should be followed up by post training evaluation and

assessment to asses the effectiveness or as gain desire by the

organization.

Similarly in the informal training the following are required to be

ensured.

1. Boss- subordinate relationship should be healthy enough to initiate

mentoer- protege programmes.

2. Participation by employees from various group / various trade / various

 discipline in heterogeneous committee for study, recommendation and

decision making as the case may be in the step floor level or any higher

level.

3. Dividing benefit from exposure based training on the job in other units of

repute within same organization in the excursion or study trip.

Apart from this employees of the organization may be placed in

external training or training in abroad depending in the need and various

merit.

72
Summary: -

(A) Training strategy: - Training should concentrate on the following :

Technological updating for the people.

Person development strategy.

On the job training with MENTOER-PROTG scheme.

Effectiveness, Development for all operations.

Understanding, Appreciation for all inter departmental problem

and activities.

(B) Effective training function: - The training function on the

organization can be acquired by :

 Understanding aims tasks and priority of the organization.

Planning for training.

Co-ordination in training activities.

Acting as effective trainer, considering the learning requirement.

Training administration of target group.

Training evaluation / modification in plan to suit the requirement.

73
NUMBER OF TRAINEES IN CCL FROM 2001-2006

EXECUTIVES:-

Year Target Actual

2001-2002 540 520

2002-2003 555 336

2003-2004 486 301

2004-2005 485 214

2005-2006 475 364

NON-EXECUTIVES (STAFF & WORKERS):-

Year Target Actual

2001-2002 990 1766

2002-2003 1002 1101

2003-2004 1054 1207

2004-2005 926 895

2005-2006 922 1093

74
TRAINING BUDGET

The training budget may be submitted into the following heading: -

(A) Capital budget for one financial year- For procurement of plant and

machinery items, furniture, training aid of capital nature, civil work of new

construction and other repairing and over hauling expenditure of capital in

nature are included.

(B) Revenue budget for one financial year- The revenue budget include

the following Salary and Wages to the staff, trainees and officers of the

training institute, petty expenditure, purchase of books, periodicals, transport

 charges, traveling allowances, daily allowances, welfare etc.

Specimen format for capital budget

Capital budget- A specimen format is being produced for reference.

(Fig. in 000)

1) Training aid and equipment ..

2) Renovation of service building ..

3) Furniture ..

4) Plant & Machinery ..

5) Water Supply ..

6) Road / Culvert ..

75
Specimen format for revenue budget

Revenue budget- A specimen format is being produced for reference.

(Fig. in 000)

1) Salary & Wages .

2) Traveling allowances / D.A. .

3) Stores / stationery .

4) Payment of faculties

5) Repair / Maintenance vehicle, equipment..

6) Welfare (Road construction)

7) Book, periodicals, meeting expense.

 Postage, photography

76
1. Program Relevant to the need:

According to the question whether programmes are relevant to their

needs, evaluating of HRDC. Whether the programme is relevant to

present and future needs. Nearly 85% of executives have given

positive response and 15% have given negative answer. Then

whether it suits to their future needs, nearly 90% of executives have

given positive answer and 10% of them given negative reward.

Yes No

Present needs 85% 15%

Future needs 90% 10%

2. Appropriate training methods

Nearly 90% of executives given positive answer and 10% of them

had given their answer in negative.

Yes 90%

No 10%

77

3. Quality of Faculty

These questions are asked on the ranking basis. Though these

straight ranking and paired comparison basis are avoided, we get the

result in the ways that 20% told quality of faculty is excellent, 42%

told very good, 30% of executive told good, nearly 5% of executive

answer average and 3% below average.

Excellent 20%

Very good 42%

Good 30%
Average 5%
Below average 3%
 78

Quality of Faculty

3% 20%
BA Excellent
5%
Avg

30% 42%

Good Very good

 79

4. Class room facilities

Through evaluation we get the answer that the class room facilities

are very good. All the responses from this are average is very good.

Nearly 98% of executives give above average answer and only 2%

give below average answer.

Excellent 50%
Very good 21%
Good 21%
Average 6%
Below average 2%

80
Class room facilities

6% 2%
average BA

21% 50%
good
excellent

very good
21%
 81
5. Appropriate course materials

Response of executives towards course materials is also very

positive. They told that the provided course materials are

appropriate but they are too old and latest developments are not

incorporated. Nearly about 96% give their positive rewards and

about 4% of executives give negative rewards.

Yes 96%
 No 4%

82
6. Overall coordination

The overall coordination of trainees are very good. About 99% of

executives have given their answer in positive sense and only 1% of

them given negative response.

Excellent 76%

Very good 5%

Good 10%
Average 9%

Below average nil

83
Overall coordination

9%

average

10% 76%

good

Excellent

Very good
5%
 84
7. Any changes in training programme

About 68% of people give their answer in the positive response and

32% of executive did not want any changes in training programme.

8. Overall evaluation

Lastly, the overall evaluation of the programme is most of executives give

good response but few of give negative response. About 96% of executives

give their answer above average and 4% give below average.

Excellent 20%

Very good 60%

Good 12%

Average 4%

Below average 4%

85

Overall evaluation

4% 20%
4%
Avg BA Excellent

12%
Good

60%

Very good
 86
QUESTIONAIRE FOR THE EVALUATION OF THE

EFFECTIVNESS OF TRAINING ON THE CCL

1. Name:

2. Department:

3. How many training programme have you attended in the last 5 years:

Year 2001

Year 2002

Year 2003

Year 2004
 Year 2005

4. If attended then where you attended:

In CCL

Outside

5. Attended training was relevant to your:

Present needs Yes / No

Future needs Yes / No

6. Were they using appropriate methods for training? Yes / No

87

7. Quality of Faculty

Excellent

Very Good

Good

Average

Below average

8. Class room facilities

Excellent

Very Good
 Good

Average

Below average

9. Were they provided course material according to your training needs?

Yes / No

88

10.Overall Co-ordination

Excellent

Very Good

Good

Average

Below average

11.Do you want any changes in training programme? If yes then in which

Area

Methods of technique used during the training

Class room facilities

 Course material

Quality of Faculty

12.What was overall evaluation of the programme?

Excellent

Very Good

Good

Average

Below average

89
PROBLEMS

Due to constraint oftime and lack of data we werw not able to survey all the

programmes and departments.

Some Employees are not given their personal information.

 90
CONCLUSIONS

Trainers are efficient and the employees are satified with them.

Majority of the participants feel that program duration is not sufficient and it

needs to be increased. But these were mostly in short duration prodram.

The employees like to go for training.

This training program is effective for employees.

After the analysis of this training program we can say that over all it served

As a boon.
 91
SUGGESTIONS

According to employees-

Extend the program for 10 days.

This program should be repeated in regular interval of time.

Participant development should be included in this program.

Required some practical repairing aids.

More case study should be there.

 More new training program should be there.

92
According to me-

Time duration should be increased.

Training should be related to some new areas of day to day works.

 93

BIBILOGRAPHY

1) Personnel Management : C.B.Mamoria

2) Hand book of Training

and Development : John Prior

3) Procedures of Training in

CCL : Procedure Report of CCL

4) Journals, Reports collected from different departments on Prog.

Conducted, Questionnaire.

5) Internet

94