A Project Report on

“IMPROVEMENT IN EVALUATION SYSTEM OF TRAINING

AND DEVELOPMENT IN TEXTILE JCT LTD”
SUBMITTED TOWARDS FULFILLMENT OF
SUMMER TRAINING OF
HUMAN RESOURCE MANAGEMENT

POST GRADUATE DIPLOMA IN MANAGEMENT

(APPROVED BY AICTE, GOVT. OF INDIA)
 PREFACE
This Project Report is result of my six weeks summer training at J.C.T FABRICS,
PHAGWARA.
\Summer training is an integral part of our courses and its aim is to provide a practical
experience of the industry to the students. This helps the students to view the real
business world closely. They also come to know about the conditions under which they have
to work in the near future.

The global economy of the day has endangered the survival of every organization and in
particular those who want to have a competitive edge over the others. The competitive edge
may be a distant dream in the absence of Superior Quality Products which otherwise is the
function of well-trained employees. Today resources are scarce and have to be used carefully
and trainers of all kinds are required to justify their position and account for their activities.
Training activities, which are ill directed and inadequately focused, do not serve the purpose
of the trainers. The trainees or the organization hence identification of training needs
becomes the top priority of every progressive organization. Identification of training needs, if
done properly, provides the basis on which all other training activities can be considered and
will lead to multiskilling, fitting people to take extra responsibilities increasing all round
competence and preparing people to take on higher level responsibility in future.

Keeping all this in view, this project report “ IMPROVEMENT IN THE EVALUATION
SYSTEM OF TRAINING AND DEVELOPMENT IN TEXTILE JCT LTD ” is
prepared by me. Although I’ve tried to keep this report free from errors but as we all know
the maxim ‘To Err Is Human’. Therefore there is a chance of some mistake. A critical
appraisal by anyone will be heartily welcomed.
 ACKNOWLEDGEMENT

Acknowledging any one in mere words is a very difficult job. I would like to pay my sincere
thanks to all those persons who have helped me during this project work with their able
guidance and invaluable advice.

I wish to express my deep sense of gratitude to my reverend guide Mr. Rajesh Sharma (HR
Manager), Ms. Himali Gupta (Officer HR) who through their benevolent guidance has
enabled me accomplish my project. They have been great source of inspiration to me, all the
way.

I would also like to thank (Director, CTIMIT ) for giving me this opportunity to learn
under major advisor Mrs. Arvinder Kaur (HOD) who only made sure that this project goes
well at every stage.

I would be falling in my duty if I do not acknowledge my parents and friends for all the
sacrifice they selflessly made and inspiration needed to prepare the training report.

HARPREET KAUR KALRA

 1.1INDIAN TEXTILE INDUSTRY

1.2 INTRODUCTION

The Indian textile industry has a significant presence in the economy as well as in the
international textile economy. Its contribution to the Indian economy is manifested in terms
of its contribution to the industrial production, employment generation and foreign exchange
earnings. It contributes 20 percent of industrial production, 9 percent of excise collections, 18
percent of employment in the industrial sector, nearly 20 percent to the country’s total export
earning and 4 percent to the Gross Domestic Product.

In human history, past and present can never ignore the importance of textile in a civilization
decisively affecting its destinies, effectively changing its social scenarios.

1.3 HISTORY OF TEXTILE INDUSTRY

India has been well known for her textile goods since very ancient times. The traditional
textile industry of India was virtually decayed during the colonial regime. However, the
modern textile industry took birth in India in the early nineteenth century when the first
textile mill in the country was established at fort gloster near Calcutta in 1818. The cotton
textile industry, however, made its real beginning in Bombay, in 1850s. The first cotton
textile mill of Bombay was established in 1854 by a Parsi cotton merchant then engaged in
overseas and internal trade. Indeed, the vast majority of the early mills were the handiwork of
Parsi merchants engaged in yarn and cloth trade at home and Chinese and African markets.

The first cotton mill in Ahmedabad, which was eventually to emerge as a rival centre to
Bombay, was established in 1861. The spread of the textile industry to Ahmedabad was
largely due to the Gujarati trading class.

The cotton textile industry made rapid progress in the second half of the nineteenth century
and by the end of the century there were 178 cotton textile mills; but during the year 1900 the
cotton textile industry was in bad state due to the great famine and a number of mills of
Bombay and Ahmedabad were to be closed down for long periods.
The two world War and the Swadeshi movement provided great stimulus to the Indian cotton
textile industry. However, during the period 1922 to 1937 the industry was in doldrums and
during this period a number of the Bombay mills changed hands. The second World War,
during which textile import from Japan completely stopped, however, brought about an
unprecedented growth of this industry. The number of mills increased from 178 with 4.05
lakh looms in 1901 to 249 mills with 13.35 lakh looms in 1921 and further to 396 mills with
over 20 lakh looms in 1941. By 1945 there were 417 mills employing 5.10 lakh workers.

The cotton textile industry is rightly described as a Swadeshi industry because it was
developed with indigenous entrepreneurship and capital and in the pre-independence era the
Swadeshi movement stimulated demand for Indian textile in the country.

The partition of the country at the time of independence affected the cotton textile industry
also. The Indian union got 409 out of the 423 textiles mills of the undivided India. 14 mills
and 22 per cent of the land under cotton cultivation went to Pakistan. Some mills were closed
down for some time. For a number of years since independence, Indian mills had to import
cotton from Pakistan and other countries.

After independence, the cotton textile industry made rapid strides under the Plans. Between
1951 and 1982 the total number of spindles doubled from 11 million to 22 million. It
increased further to well over 26 million by 1989-90.

1.4 PRESENT POSITION OF INDIAN TEXTILE INDUSTRY

The Indian textile industry contributes about 14 per cent to industrial production, 4 per cent to
the country's gross domestic product (GDP) and 17 per cent to the country’s export earnings,
according to the Annual Report 2009-10 of the Ministry of Textiles.

It provides direct employment to over 35 million people and is the second largest provider of
employment after agriculture.

According to the Ministry of Textiles, the cumulative production of cloth during April’09-
March’10 has increased by 8.3 per cent as compared to the corresponding period of the
previous year.
Moreover, total textile exports have increased to US$ 18.6 billion during April’09-
January’10, from US$ 17.7 billion during the corresponding period of the previous year,
registering an increase of 4.95 per cent in rupee terms. Further, the share of textile exports in
total exports has increased to 12.36 per cent during April’09-January’10, according to the
Ministry of Textiles.

As per the Index of Industrial Production (IIP) data released by the Central Statistical
Organisation (CSO), cotton textiles has registered a growth of 5.5 per cent during April-
March 2009-10, while wool, silk and man-made fibre textiles have registered a growth of 8.2
per cent while textile products including wearing apparel have registered a growth of 8.5 per
cent.

1.5 INDIAS MAJOR COMPETITIORS IN THE WORLD

To understand Indias position among other textile producing the industry contributes 9% of
GDP and 35% of foreign exchange earning, Indias share in global exports is only 3%
compared to Chinas 13.75% percent. In addition to China, other developing countries are
emerging as serious competitive threats to India. Looking at export shares, Korea (6%) and
Taiwan (5.5%) are ahead of India, while Turkey (2.9%) has already caught up and others like
Thailand (2.3%) and Indonesia (2%) are not much further behind. The reason for this
development is the fact that India lags behind these countries in investment levels,
technology, quality and logistics. If India were competitive in some key segments it could
serve as a basis for building a modern industry, but there is no evidence of such signs, except
to some extent in the spinning industry

1.6 PROBLEM FACED BY THE TEXTILE INDUSTRY IN INDIA

The cotton textile industry is reeling under manifold problems. The major problems are the
following:
1.6.1-Sickness:
Sickness is widespread in the cotton textile industry. After the engineering industry, the
cotton textile industry has the highest incidence of sickness. As many as 125 sick units have
been taken over by the Central Government. Sickness is caused by various reasons like the
problems mentioned below-.

1.6.2-Obsolescence:
The plant and machinery and technology employed by a number of units are obsolete. The
need today is to make the industry technologically up-to-date rather than expand capacity as
such. This need was foreseen quite sometime back and schemes for modernisation of textile
industry had been introduced. The soft loan scheme was introduced a few years back and
some units were able to take advantage of the scheme and modernise their equipment.
However, the problem has not been fully tackled and it is of utmost importance that the
whole industry is technologically updated. Not many companies would be able to find
resources internally and will have to depend on financial institutions and other sources.

1.6.3-Government-Regulations
Government regulations like the obligation to produced controlled cloth are against the
interest of the industry. During the last two decades the excessive regulations exercised by
the government on the mill sector has promoted inefficiency in both production and
management. This has also resulted in a colossal waste of raw materials and productive
facilities. For example, the mills are not allowed to use filament yarn in warp in order to
protect the interest of art silk and powerloom sector which use this yarn to cater to the
affluent section of society.

1.6.4-Low Yield and Fluctuation of Cotton Output:

The cotton yield per hectare of land is very low in India. This results in high cost and price.
Further, being largely dependent on the climatic factors, the total raw cotton production is
subject to wide fluctuation causing serious problems for the mills in respect of the supply of
this vital raw material.

1.6.5-Competition from Man-made Fibres:

One of the serious challenges facing the cotton textile industry is the competition from the
man-made fibres and synthetics. These textures are gradually replacing cotton textiles. This
substitution has in fact been supported by a number of people on the ground that it is not
possible to increase substantially the raw cotton production without affecting other crops
particularly food crops.
1.6.6-Competition from other Countries:

In the international market, India has been facing severe competition from other countries
like Taiwan, South Korea, China and Japan. The high cost of production of the Indian
industry is a serious adverse factor.

1.6.7-Labour Problems:

The cotton textile industry is frequently plagued by labour problems. The very long strike of
the textile workers of Bombay caused losses amounting to millions of rupees not only to the
workers and industry but also to the nation in terms of excise and other taxes and exports.

1.6.8-Accumulation of Stock:

At times the industry faces the problems of very low off take of stocks resulting in
accumulation of huge stocks. The situation leads to price cuts and the like leading to loss or
low profits.

1.6.9-Miscellaneous:

The industry faces a number of other problems like power cuts, infrastructural problems, lack
of finance, exorbitant rise in raw material prices and production costs etc.

SWOT ANALYSIS OF INDIAN TEXTILE INDUSTRY

Strengths:

• Indian Textile Industry is an Independent & Self-Reliant industry.

• Abundant Raw Material availability that helps industry to control costs and reduces
the lead-time across the operation.

• Availability of Low Cost and Skilled Manpower provides competitive advantage to

industry.

• Availability of large varieties of cotton fiber and has a fast growing synthetic fibre
industry.

• India has great advantage in Spinning Sector and has a presence in all process of
operation and value chain.
 • India is one of the largest exporters of Yarn in international market and contributes
around 25% share of the global trade in Cotton Yarn.

• The Apparel Industry is one of largest foreign revenue contributor and holds 12% of
the country’s total export.

• Industry has large and diversified segments that provide wide variety of products.

• Growing Economy and Potential Domestic and International Market.

• Industry has Manufacturing Flexibility that helps to increase the productivity.

Weaknesses:

• Indian Textile Industry is highly Fragmented Industry.

• Industry is highly dependent on Cotton.

• Lower Productivity in various segments.

• There is Declining in Mill Segment.

• Lack of Technological Development that affect the productivity and other activities in
whole value chain.

• Infrastructural Bottlenecks and Efficiency such as, Transaction Time at Ports and
transportation Time.

• Unfavorable labor Laws.

• Lack of Trade Membership, which restrict to tap other potential market.

• Lacking to generate Economies of Scale.

• Higher Indirect Taxes, Power and Interest Rates.

Opportunities:

• Growth rate of Domestic Textile Industry is 6-8% per annum.

• Large, Potential Domestic and International Market.

 • Product development and Diversification to cater global needs.

• Elimination of Quota Restriction leads to greater Market Development.

• Market is gradually shifting towards Branded Readymade Garment.

• Increased Disposable Income and Purchasing Power of Indian Customer opens New
Market Development.

• Emerging Retail Industry and Malls provide huge opportunities for the Apparel,
Handicraft and other segments of the industry.

• Greater Investment and FDI opportunities are available.

Threats:

• Competition from other developing countries, especially China.

• Continuous Quality Improvement is need of the hour as there are different demand
patterns all over the world.

• Elimination of Quota system will lead to fluctuations in Export Demand.

• Threat for Traditional Market for Powerloom and Handloom Products and forcing
them for product diversification.

• Geographical Disadvantages.

• International labor and Environmental Laws.

• To balance the demand and supply.

• To make balance between price and quality.

 THE BEGINING

JCT Limited, one of the leading manufacturer of textiles and filament yarn, is the
flagship company of Thapar Group. With operations in two distinct businesses – cotton,
synthetic & blended textiles and nylon filament yarn – JCT Limited is a market driven
company fueled by good work ethic, values and a high standard of performance. It is this
culture that has helped establish the company’s reputation as one of the finest in the country.

JCT Limited was the first textile manufacturer in the country to introduce eco-friendly fabrics
made of organic cotton and its textile division was the first in the industry to be accredited
with an ISO 9002 certification in 1996. Over five decades, since it commenced production in
1946, the textile unit of JCT Limited has grown into one of the largest textile manufacturers
in India. With integrated textile facility in Phagwara (Punjab), a daily production capacity of
63 million meters per annum, and a product range consisting of some of the finest cotton and
blended fabrics, this division has made a mark both the domestic and international markets.
And this has been driven by the desire to excel in every sphere of its operations - spinning,
weaving and processing, as well as stringent quality control at each stage of production.

The company’s other operations include Filament Yarn, JCT Limited was also the first to set
up a Colour Picture Tube plant in India (manufactured by JCT Electronics Ltd. in technical
collaboration with Hitachi Ltd, Japan). Its Filament Plant is one of the largest in India with a
capacity of 14000 MT per annum.

JCT Limited follows a balanced model for growth – corporate responsibility and contribution
towards social causes such as literacy and environment, sports and sportspersons
development areas important as innovations in production techniques
 ABOUT THE VISIONARY

The founder Lala Karam Chand Thapar (1900 to 1963) was an ordinary man who went on to
achieve extraordinary things. He was a self-made man in the true sense of the word. After his
marriage, Shyamlal, a cousin who ran a coal depot in Ludhiana, introduced Sachhar to Karam
Chand and in the course of their conversation, the young boy was offered a partnership,
which enabled him to do business in the coal belt of Jharia, near Dhanbad in Bihar.

It was a mix of luck and acumen that propelled Karam Chand into the vortex of the coal
industry. Soon he moved to Calcutta, an office was rented at 9, Dalhousie Square east, where
the firms of Karam Chand Thapar and Co., Karam Chand Thapar & Bros., and Shyamlal
Thapar & Bros. were established. In 1923 he made history of sorts by acquiring the rights to
exploit Bird and Co.’s Sirka Coal mine in Hazaribagh.

His 1936 acquisition of the Deoria Sugar Mills in the Gorakhpur District brought an
associated electric supply company into his fold. After a quick succession of the sugar mills,
he ventured into the business of insurance, dry ice, and refrigeration, starch and chemicals
and paper. His ambition led him to acquire the Mahavir Insurance Co. Ltd., in Calcutta in
1937

In 1946 Karam Chand started textile business by starting the Jagatjit Cotton Textiles Mills
Ltd. At Phagwara in the Punjab. This mill produced unfinished cloth for export to the U.K.
where it was further processed and mercerized.

In early 1947 Karam Chand entrusted the planning of three other textile mills in Phagwara,
Amritsar and Bhutwal to an Englishman, J.A. Meek, of Greaves Cotton and Co. Ltd. Later he
asked his key colleagues to make an organization chart and manual as a guide-rail for the
Thapar and served notice all that Karam Chand had begun to consolidate his vast empire and
bring professionalism in Thapar’s businesses.

Lala Karam Chand Thapar started Ballarpur Industries limited (BILT) in 1945 as Ballarpur
Paper and Straw Board Mills Limited incorporated.
Lala Karam Chand Thapar started JCT Cotton Textiles Limited (JCT Limited) operations in
1946.

In 1947, Greaves Cotton & Crompton Parkinson Ltd was bought by Lala Karam Chand
Thapar.

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

“So long as we have confidence in the value of the goal and excitement at the prospect of
setting forth into unfamiliar territory and the will to do new things, I have no doubt that the
future of India and the future of Indian enterprise are both safe and glorious.”

Lala Karam Chand Thapar (1900 – 1962)

Founder of the Thapar Group

MANAGEMENT TEAM

M.M. Thapar, Chairman

Samir Thapar, Vice Chairman & MD

Rajmohan Singh, Director (Operations)

Sanjiva Jain, Sr.Vice President (Finance)

H.K. Chopra, Sr. VP (Plant – Phagwara)

D.S. Rathore, Sr. VP (Plant – Hoshiarpur)

Rajmohan Singh, Sr.Vice President (Retail)

C. Venketesh., Vice President (Mktg – Textile)

Vivek Saini, General Manager ( Mktg – Filament)

Rajesh Sharma, General Manager (HR)

 TEXTILE

OVERVIEW

JCT Limited commenced its textile operations in 1946.The Textiles Division of the
company has grown to be one of the largest composite textile units in Northern India with an
annual turnover of Rs. 300 crores (USD 70 million) .. Boasting of a 4500-strong work force
and the capacity to produce 4 million metres of the finest cotton and blended fabrics every
month, JCT is undoubtedly a major player in both the domestic and export markets.

JCT has presence all over the world with exports to USA, Europe, Far East, Middle East,
Mauritius, and other countries. The fabric is made for leading international brands complying
with their standards.

MANAGEMENT TEAM

Rajmohan Singh, Director (Operations)

HK Chopra , Sr. Vice President (Plant)

Rajmohan Singh, Sr.Vice President (Retail)

C. Venketesh, Vice President (Marketing)

Sanjay Maheshwari, GM (F&A)

C.D. Singh, GM (Commercial)

Rajesh Sharma, GM (HR)

Rajeev Bakshi, GM (IT)

Naresh Behl, GM (RM)

Sukhjit Singh Jassar, DGM(L & IR)

 PRODUCT OVERVIEW

JCT Limited has a product range of materials including 100% Cotton, 100% Polyester, 100%
Nylon as well as various blends like Cotton/Polyester, Cotton/Nylon and Polyester/Viscose,
Single and Plied Yarns (both with counts ranging from 6s to 100s) as well as Cotton Lycra
and P/C Lycra Stretch material (which is Dupont USA approved). Depending on the
requirement, even bamboo and linen fibres are used to create special effects

The company pioneered the manufacture of Organic Cotton, a special eco-friendly type of
fabric that is available in up to 160cm of sheet width. This Organic Cotton is grown on land
free of any harmful chemicals, insecticides etc. and is regularly exported to the USA. JCT
Limited is certified with ISO 9001, Oeko-Tex 100 Class 2 and GOTS/Skal Certificate for
fabrics of this nature, namely Wide Width Sheeting, Dyed Bottom-Weight Twills, Dyed
Shirting Twills, Natural Twills, Canvas and Flannels.

The company’s strength lies is in bottom weights and piece dyed shirtings for both fashion
and work wear in all age groups. They use a variety of weaves like Twills, Plains, Dobbies,
Ripstops, Cords, Satins, Oxfords, Ducks, Drills, Tussores, Ottomans etc. End products
include fashion wear, sportswear, outerwear, active wear for Defence purposes and school
uniforms. The organic cotton fabric meanwhile is used for everything from infant wear to
technical segments like medical wear.

• MATERIAL

100% Cotton, 100% Polyester, 100% Nylon Various blends of Cotton/Polyester and
Cotton/NylonBlends of Polyester/ Viscose, Cotton with Lycra, Poly Cotton with Lycra.
100% Bamboo, Bamboo Cotton blends, Cotton Linen blends.

• YARNS

Count ranging from 6s to 100s, in single as well as plied yarns, Core Spun Lycra and
slub yarns.
 • WEAVES

Variety of weaves like Twills, Plains, Dobbies, Ripstops, Cords, Satins, Oxfords, Ducks,
Drills, Tussores, Ottomans etc.

• WEIGHT

Cotton and Polycotton : 90 GSM to 450 GSM

Polyester and Nylon: 60 GSM to 250 GSM

• FINISHES AND COATING

Microsanding, soft finish, peach finish, Calendaring.

Water and oil repellant, Teflon, Nano, Wrinke free/ easy care

Fire retardant, Inspect repellant, UV resistant, Anti microbial.

Stiff finish, Highly breathable, Moisture Management, Rot proof, etc.

PU coating, acrylic coating, Water repellent, fire retardant, breathable coating, Silver and
Gold coating, PVC Coating & various other effects.

• PRINTS AND YARN DYDES

Variety of designer prints for body fabrics and linings (Camouflages, floral, blotches, etc.)

Designer yarn Dyeds for Bottom weights and shirting.

• ORGANIC COTTON

JCT is pioneer in manufacturing organic cotton fabrics in India - specially designed eco-
friendly fabrics.
 MARKETS

SEGMENTS WE CATER

Work wear, Fashion wear, Sports wear, Outerwear, Defence, Institutional Uniforms, Home
Textile, Hospital and Hospitality Industry.

MARKETS

JCT has presence all over the world with exports to USA, Europe, Far East, Middle East,
Mauritius, and other countries. The fabric is made for leading international brands complying
with their standards.

FILAMENT OVERVIEW

JCT Limited, in technical collaboration with Zimmer AG, Germany, ventured into Nylon
Filament Yarns in the 1980s. Since then the plant is regularly expanding and upgrading its
filament yarn capacity and technology. Today it has Polymerization, Spinning and Yarn
processing capacity of 14,000 Tons per year for Nylon Filament Yarn. JCT is also globally
well known for its specialty and value added Nylon Filament yarns.

JCT is one of the largest manufacturers of Nylon Filament Yarn (Nylon 6/ Polyamide
6) in India in Textile applications.

We produce Wide Range of Nylon Yarns to suit all requirements (from 15 Denier to
420 Denier).

The manufacturing process is based Technology supplied by Zimmer AG, Germany.

Our quality management system ensures Quality Assurance of our products.

Our supply-chain management system ensures Timely Delivery to customers.

We are a leading exporter of Nylon Dyed Yarns (Hank Dyed & Dope Dyed). Our
dyed yarns comply with Oeko-Tex Standard 100.
 EXPORTS

JCT has a leading presence in the International markets. We supply Nylon yarn to markets in
Europe, South America, Africa and South-East Asia. We supply both raw white as well as
dyed yarns to the export markets.

EXPORTS OVERVIEW

International Markets for JCT Textiles

JCT has presence all over the world with exports to USA, Europe, Far East, Middle East,
Mauritius, and other countries. The fabric is made for leading international brands complying
with their standards.

Exports for Filament

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

Employee programs

• Trips

The company sends employees and their families on pilgrimage and sight-seeing to various
places throughout year - Pictures taken at Shimla shows the workers along with officers.

• Diwali Mela

The company holds Diwali Mela before Diwali every year where the employees and their
families enjoy entertainment programme, fire-works and have dinner.

• Sports

Cricket: During summer, Sports Meet is arranged, in which the employees and their families
participate in various games. In the photo, Ladies Cricket Match is being played.

Swimming Pool: The employees and their families enjoy swimming at Thapar Staff Club
Swimming Pool.

WELFARE ACTIVITIES

• Educational

Free education for girl students up to 10+2

Nominal fee for boy-students of 10+1 and 10+2

Prizes/scholarship for meritorious students: A prize of Rs.500 is awarded to all students

obtaining 1st division in Class 10 and a scholarship of Rs.150 is given to them every month
for as long as they continue their studies.
 • Textile Workers Educational Institute

The school was started in 1960 as a Middle School and at present around 50 dedicated
teachers are imparting education to about 2000 students up to 10+2 level in Arts, Science and
Commerce subjects. The school is affiliated to Punjab School Education Board. It has got
airy Class-rooms, play-grounds, well-equipped Science Laboratories, Computer Lab,
Conference Room, Staff Rooms, Canteen, etc.. Its Library consists of educational and
informative books. The children of the employees are getting education almost free.
Stipend is paid to brilliant students in case they continue their studies even after passing out
from the school. To enhance the knowledge, tours to different places are arranged for the
students. The school is known in the region for its Extra Curricular Activities, especially in
sports.

• Blood Donation/Hospital

Throughout the year, free medical check-up camps are arranged in the mill’s residential
campus for employees and their families as well as outside the colony for general public.

Free Eye Check-up and Operation Camps are organized in the mill’s colony with the
assistance of team of eye-specialist doctors for general public.

Blood Donation Camps are held where the employees donate blood.

SOCIAL

• The Thapar Ladies' Club provides entertainment for the ladies.

• Incentive is given to a worker if he or his spouse undergoes an operation for family

planning

• A crèche for small children is provided

• Community Hall is available for marriages and other functions.

• Buses ply for children of the employees going to local schools as well as those in
Jalandhar.
 • Facilities for swimming, gymnasium, steam bath, squash, badminton, lawn tennis,
billiards and table tennis are available to employees and their families.

• The Textile Workers' Cooperative Credit Society grants loans to needy employees at
reasonable rates of interest.

• Bank ATM facility is available near the mill's Colony Gate for the employees.

ENVIRONMENTAL POLICY

JCT Limited is committed to protecting the environment through:

• Optimally using of raw materials and energy

• Efficiently and safely handling and storage of products

• Maintaining a safe working environment

• Training employees on safety and environmental issues

• Continually improving the environmental conditions

 WASTE MANAGEMENT

JCT 's commitment to the welfare of the society is evident from its actions and emphasis
given on various aspects of social life. From maintaining several parks and Green Island in
the town to running one of the best schools in the district for the workers where education is
given free of cost, JCT strictly follows laws of land pertaining to labour safety and welfare.
Various steps are taken to ensure pollution

control and waste management as norms prescribed by Govt. authorities.

The company has invested approx. 20% of the cost on boiler on the devices to control air
pollution. The devices include Electrostatic precipitator (ESP), considered as one of the best
air pollution control device in the industry. JCT has also state of the art effluent treatment
plant, which is based on biological treatment and is imported from WTT, Italy. This kind of
effluent treatment is considered as very effective solution to treat effluent with lesser use of
chemicals and produce non hazardous waste. This kind of treatment produces non hazardous
waste that can be disposed off easily. As per requirement, company has valid consents from
local authorities for Air, water Pollution control and waste management.

JCT also plays role in preserving natural resources as have already installed 6 nos. recharge
wells in the premises for rain water harvesting.

JCT has contributed in establishing a 24 Hours working Blood Bank in Phagwara City. We
also maintain a park in the city.
 SUSTAINABILITY

JCT as a corporate citizen has always given first priority to the Environment and society. Our
core focus, be it our products or our processes, is SUSTAINABILITY

• Rain Water Harvesting

For past many years we have been doing Rain Water Harvesting. The rain water collected is
filtered and purified, which percolates down to the earth, to be re used as a natural resource..

• Effluent Water Treatment Plant

We have our own Biological Effluent water treatment plant, wherein we are able to treat the
effluent/discharge water with bacteria

SUSTAINABLE TEXTILES

ORGANIC JCT

JCT was a pioneer to introduce the Organic Cotton products in India. Since then we have
been able to create awareness for the use of Organic Cotton fabrics. Organic Cotton is grown
organically without the use of insecticides and pesticides…

We have been able to introduce this product to many of our customers and still growing..

• BAMBOO and Cotton Bamboo Blends

JCT is also manufacturing Cotton Bamboo, Organic Cotton Bamboo and 100% Bamboo
fabrics.. Another step towards sustainable textiles.

• Recycle Polyester fabrics

JCT is manufacturing recycled polyester fabrics, both in 100% polyester and in cotton poly
blends. Both filament and fiber yarn is being used to make these fabrics. These fabrics are
being made in 100% polyester recycle and blends with conventional cotton, Organic Cotton
and Bamboo.
 JCT LIMITED PHAGWARA: AN OVERVIEW

In the field of cotton and blended fabrics, JCT has always been a trendsetter. It is one of the
leading manufacturers and exporters of cotton and Synthetic textiles in the country.
JCT limited Phagwara; a composite unit having spinning, weaving, and processing facilities.
I.t was incorporated on 28th October, 1946 under the name of M/S Jagatjit Cotton textiles
Mills. The establishment of JCT limited was the result of the decision taken by the
government of India under the post war development plan. It was decided to locate the mill in
the north India and after much discussion; Kapurthala was selected as a site for textile
venture. It was M/S Karamchand Bros. Ltd. Who entered into a final contract with the
government of India to set a mill at Phagwara (Punjab). The disadvantage of unfavorable
weather was offset by other factors such as cheap labour, availability of raw material, and
government’s aid. Thus, the company came into existence in 1946.

In the initial years, the business was on a small scale and the company was manufacturing
only cotton fabrics. That is why it is called “Jagatjit Cotton Textiles Ltd.” Afterwards the
company also started manufacturing cotton yarn, and nylon 6 filament yarn. JCT has made a
big dent in synthetic markets by producing plain and fancy suiting; both piece dyed and fibre
dyed and dyed yarn shirting in innumerable designs and weaves to cater the different
segments of the market.

The policy of management to reinvest its profits year after year led the mill to grow rapidly
into one of the leading textiles mill in the country. In 1995, Rs. 300 crores was invested for
the modernization of the Phagwara unit. This unit is now one of the most modern units with
the state of art technology.

The management for over three decades has implemented the concept of participative
management. The workers/ employees and their representatives are fully involved in the
management and running the affairs of the company. This policy of management has
generated tremendous goodwill for the company amongst its employees and the result is that
the company has a committed workforce of about 5000 workers and 530 employees and the
most cordial employee- employer relationship.
As this is the era of cutthroat competition, JCT believes in quality, which results in
leadership, and as result, this has led them to tremendous growth. JCT fabrics have captured
profitable sections in the market. There has been a constant growth in the man-made fibre
with a wide variety of nylon and polyester filament yarn.

LOCATION OF JCT
The mill is situated in Phagwara town on G.T. Road, the national highway number -1. It is 40
kilometers from Ludhiana towards Amritsar. The location of the mill is of great advantage as
transportation of goods is cheaper, easier and quick.

JCT PHAGWARA COMPLEX

The complex consists of a mill and the Thapar colony. In the mill, there is a main production
unit, administration offices, go downs, stores, canteen, dispensary, and the turbines for the
generation of electricity.
The residential complex known as Thapar colony is for the officers and other employees. It
includes gymnasium and club. The whole complex, thus, is like a small town in itself.

OBJECTIVES OF THE GROUP

• To consolidate and develop core business areas mainly: synthetic and cotton textiles.
• To attain the position amongst the leading composite textiles mills in India and to
retain its position among the top companies in the synthetic fiber industry.
• To expand and diversify into allied product areas and simultaneously increase global
presence and develop international markets together with domestic markets to achieve
rapid growth.
• To evolve into a quality conscious, customer oriented, and fast expanding
organization.
 CORPORATE PHILOSOPHY

• JCT believes in dignity of human beings.

• JCT believes that there exists a psychological contract between the organization and
the employees, and the growth of both is interlinked.
• JCT strive to attract, develop, and retain the best talent available.
• JCT doesn’t believe in any discrimination on the basis of caste, creed, religion, race,
or gender.
• JCT believes in the concept of right person at the right job.
• JCT values merit and recognizes ability.
• JCT encourages teamwork and believes that this enhances problem-solving
capabilities.
• JCT actively promotes sports and other cultural activities for cohesiveness and
harmony.
• JCT knows that it is the part of the changing environment and that it has to be
proactive to such changes. JCT continuously strives to be a better corporate citizen.
QUALITY POLICY OF JCT
Customer’s satisfaction is the motto of JCT Ltd. They, therefore commit themselves to
produce and deliver such fabrics so as to meet the customer’s demands.

Up gradation of Identification of
Quality customer’s needs

QUALITY
POLICY

Continuous Confirm the desired

Improvement standards

Customer
Satisfaction

This is achieved by:

• Identifying customer’s requirements and converting them into products.
• Pursuing the process of continuous improvement by the employees of the
organization.
• Ensuring that quality standards are maintained and upgraded to reflect the changing
customer’s requirements.
 J.C.T. - FACTUALS

 Established in: 1946

 Operation of production: 1951

 In 1950’s Installed Capacity

 Spindle: 17856

 Looms: 390

 Present Installed Capacity

 Spindles: 63244

 Open End Rotors: 1488

 Looms: 450 Conventional

171 Sulzer
28 Air – Jet

 Annual Turnover: Exceeding Rs. 300 crores

 Manpower: Workers: 4500(app.)

(Engagement)
Staff: 550(app.)

 Regd. Office: Village Chohal

Distt. Hoshiarpur
46001 (Pb.)

 Corporate Office: Thapar House

124, Janpath
New Delhi-110001
FABRIC RANGES:

FABRIC STYLES: BULL DENIMS, TWILLS, CHINO, CORDS,

CANVAS, DUCKS, FLANNEL, TUSSORES, YARN
DYED SHIRTING, PRINTS UPTO 8 COLOURS.

FINISHE: MICRO-SANDING, PEACHING, SOFT-FINISH,

STIFF FINISH, EASY CARE, WATER REPELLENT, RAIN AND
STAIN PROOF.

BLENDS: 100% COTTON, POLYSTER: COTTON BLENDED

FABRICS- 65:35, 35:65, POLYSTER VISCOSE WITH BLEND 48:52.

FABRIC CONFIGURATION: IN VARIOUS COUNTS IN OPEN END, CARDED,

COMBED RING SPUN YARNS IN SINGLE AS WELL AS PILED
MAJOR DEPARTMENTS OF JCT LIMITED

In today’s competitive world, the process of production is very important but the stand of the
company becomes strong and sound if it moves towards productivity. This increase in
productivity has to be achieved without sacrificing the quality of the end product. To meet the
required objectives, the mill is divided into three main functions contributing equally to the
effective and efficient working of the mill. These three major functions are subdivided into
Departments and further into sections these three functions are as follows:

A). Production Function

B). Non Production Function
C). Service Function
Production Function comprises of the following Departments:
1). SPINNING
A) Cotton Spinning
B) Synthetic Spinning
C). Spinning Auto-Coro/ Open End Spinning
D). Spinning Maintenance
E). Post Spinning
2). WEAVING
A) Weaving Preparatory Conventional
B). Weaving Conventional
C). Weaving Preparatory Sulzer
D) Weaving Sulzer
3). PROCESSING
A) Synthetic Processing
B) Cotton Processing
C) Finishing
D) Printing
Non Production Function comprises of the following Departments:
1). Warehouse
a) Mending
b) Grey Folding
c) Cotton Ware House
d) Synthetic Warehouse
e) Exports Warehouse
2). Marketing
a) Domestic Marketing
b) RMG Marketing
c) Exports Marketing
3) Raw Material Department
4) Fabric Development Department
5) Production Planning Department
6) Research and Development
7) ISO Department
Service Function comprises of the following Department:
A) Human Resource Department
B) Finance and Accounts Department
C) Information Technology Department
D) Administration Department
E) Purchase Department
F) Engineering Department
G) Labour & Industrial Relation Department
PRODUCTION DEPARTMENTS
A] SPINNING
1). COTTON SPINNING

2). SYNTHETIC SPINNING

This department also produces yarn but uses the blend of Polyester and Cotton (PC) or
Polyester and Viscose (PV). The process of synthetic spinning differs as per the PC and PV
blend.

3). SPINNING AUTOCORO / OPEN END SPINNING

The spinning autocoro section works under the OPEN END technology. The section gives
many advantages over the conventional spinning process.
4). SPINNING MAINTENANCE
This department is responsible for the preventive maintenance of all the three spinning

sections. This section deals with many cases like replacement of broken machinery parts and

cleaning of the machines. This section plays a major role in the working of the spinning

machinery.
5). POST SPINNING
This section comes after the final spinning in the ring frame section.
The main objectives of this section are:
• To make bigger packages of yarn so that the efficiency of the winding machine can be
increased.
• To clear the yarn from the thin and thick places (correcting the faults). It is essential
to impart proper tension to the yarn so as to reduce snarls and hence breakages in the
further process.
Different machines used in the process are:
• Cone winding
• Cheese winding
• Ring doubling machine
• TFO
• Autoconer
B] WEAVING
1). WEAVING PREPRATORY
The main objectives of this section are:
• To prepare the sheet of warp yarns (warping) as per the designs and the percentage of
colors threads used.
• To prepare the packages for weft yarn.
• To seize the yarn so that the thread can withstand strains in the weaving process
(sizing).
• Drawing in/Tying in.
Process sequence of weaving section:
2). WEAVING CONVENTIONAL
This section provides gray fabric based on weaving machines used for fabric manufacturing.

3). WEAVING SULZER

As the mass of the shuttle (weft carrying package in conventional weaving) is very high, so
the acceleration or de acceleration of the shuttle is very less. So we can increase the
production by using lightweight weft carrier. Sulzer technique is based upon this principle
and is widely used in JCT.
4). WEAVING AIR – JET
In Airjet weaving, air pressure is used in place of wooden shuttle and weaving is done. Total
number of looms is 22.
Types of weaver
The different types of weaver in Airjet weaving are as follows:-
 Plain weave
 Satin weave
 Mock Leno weave
 Stripes and checks weave
 Twill weaves
 Honeycomb weaves
 Crepe weaves
 Herringbone weave

C ] PROCESSING

9). PROCESS HOUSE

The department comes into action when fabric from the weaving section is obtained in the
grey stage. Different chemical treatments are given to the fabric so as to improve its
appearance and properties. This section is divided in three main units:
• Benninger Plant
• Cotton Processing
• Synthetic Processing

NON PRODUCTION DEPARTMENTS

Non Production Departments comprises of the following:
1). WAREHOUSE
It is a department where the final product is brought and is prepared for dispatch.
Grey cloths come to Ware House direct from loom. Following process / activity is being
operated in this section:
 1. Mending: This process is used to find defects in the cloth under
lights.
2. Inspection: An inspection machine is used to check the fault.
3. Planting: Planting machine is used to measure the cloth.
4. Grading: Processed cloth is graded on the basis of quality.
There are certain faults and damages, which are left in the cloth even if the cloth is
processed carefully. Following are the types of damages possible: -
 Crack
 Patties
 Double picks
 Lashing
 Floats
 Shuttle floats
 Designing cuts
 Swai
 Phutki
 Draw picks
 Missing ends
 Reed marks
 Stain
 Salvage
 Torn
Packing is done on the basis of following standards:

Suiting: -
1. Plain Suiting 200 meters one bale
2. Fancy Suiting 120 meters one bale
3. Matty 150-160 meters one bale

Shirting: -

1. Plain Suiting 200 meters one bale

2. Fancy Suiting 200 meters one bale
 3. Rubia 400-500 meters one bale

That part of the cloth, which is not included in the bales or the rejected part of cloth, are
further divided into chindies, fents and rags depending on their lengths
.
• Warehouse Cotton
• Warehouse Synthetic
• Warehouse Grey Export

2). Marketing
MARKETING DEPARTMENT
After the manufacturing process is over, it is the duty of the marketing department to sell
these manufactured goods to the retailers and wholesalers at profitable rates. The marketing
department has three sections:

DOMESTIC MARKETING

· JCT is largest supplier of fabrics for ministry for ministry of defense and has been a
reliable supplier for past 25 years.
· JCT has a strong presence in school uniforms and institutional suiting and shirting.
· JCT has the largest dealer and distribution network.

RMG MARKETING
• Fabric supplies to garment exporters in India.
• Most of the business is nominated and is routed through buying houses.
• Major buying houses are Gap, Triburg, Impulse, Nike, etc which are India Offices for
retail chains across the world.
• Buying House acts as a monitor. It approves the quality, finalises the delivery schedule
with mills and assigns the garmenting responsibility to a garmenter, which ships the
garments to the respective destinations.
EXPORTS
• Directly sending the fabric to overseas markets.
• 1/3rd of the production is exported to Europe, USA, S. Africa, Middle East, Far-East,
Australia and Latin America.
• Different markets have different dynamics. Some markets like Nepal, Srilanka,
Bangladesh, etc are thriving purely because of Quotas.
• JCT works with overseas agents on comission basis catering to following countries-USA,
Italy, Spain, Holland, Czech Republic, Greece, Portugal, Germany, France, Singapore,
Mauritius, South Africa, Kenya, Bangladesh, Nepal, Australia, Medagascar, Egypt, UAE,
Turkey, Kuwait, Baharain etc type of buyers-Buying houses, readymade garment
manufacturer, Stockist, Traders etc export turn over-1 million meter per month type of
fabric-dyed, bleached, grege, *now more orientation towards dyed* whole world
distributed in five zone

Total 8 people in marketing

6 people in pre & post shipping

80% business through L/c, balance on advance payment or on CAD basis

3). RAW MATERIAL DEPARTMENT

The major function of this department is to check the desire amount of raw material in the
stores and to meet the demands of the production department. In JCT the following raw
material is purchased:
i). Cotton Bales ii). Organic Cotton
iii). Polyester Fiber iv). Viscose
v). Cotton yarn vi) Polyester Viscose yarn
vii) Polyester Filament Yarn viii) Grey Fabric
List of the sources of raw material:
• Cotton bales are purchased from Madhya Pradesh, Maharashtra, Gujarat, Rajasthan,
and, Punjab.
• DCH-32 Type cotton is purchased from Madhya Pradesh
• LRA Super, NHH-44, MECH-1, DHY are purchased from Maharashtra
• V- 797, J-34 are purchased from Rajasthan

4). FABRIC DEVELOPMENT

To grow effectively in the industry, development is very necessary. Changes in the ongoing
processes are made to create an improvement in the design and the quality of the fabric.
Fabric development department is working in this direction. It is directly related with the
marketing department and also to the whole mill directly or indirectly. As per the
requirements of the marketing department, the desired design and the quality of the fabric is
developed .The whole process is carried on with the help of computers.

5). PRODUCTION PLANNING

This department acts as a conduct between the marketing department and the production
department. The main objectives of the planning department are:
• Checking the feasibility of the order and the specifications placed by the customer.
• To plan the entire production process to meet a particular order in the set time limit.
• To give data specification to the fabric development department.
• To ensure that the fabric so produced confirms the specifications of the order and the
marketing department.
• Coordinating all the departments to ensure smooth functioning.
• All changes in the production are made with the consent of the planning department.
Thus, this department focuses on the utilization of the full capacity of all the production units.
It works for the proper management.
6). RESEARCH AND DEVELOPMENT
The main objective of this department is inspecting and testing. It insures quality
from input to finished product. Following are the machines, which are used in this
department.

I. Shirley Trash Analyser:
II. Projection Microscope:
III. Uster Evenness test:
IV. Black Model:
V. Fiber Bundle Strength Tester:
VI. Compusorter Balance:
VII. Winding Machine:
VIII. Fabric Yarn Tester:
This machine is used test raw material and to
compare with norms.
This machine is used to identify man-
made fibers as well as cotton fibers.
This is used to check mass per unit
Length of silver.
This is an old method of testing uster
Evenness.
This is meant for testing the strength of
Fibers.
This machine is used to measure counts.
This machine is used to sense the faults.
It is used to test the strength of
 Fabric.
IX. Conditioning Chamber: This chamber helps to condition the material.

7). ISO CELL

This is the Cell for the International Standards Organization. The Scope of this department is
Development; Production & Marketing of Cotton & Blended Yarns & Fabric for apparel
uses. This is basically a quality management system. The British Standards Institution (BSI)
gives the ISO standards and certification. Based on that Procedure are defined and followed.
JCT at present is an ISO-9001: 2000, ISO-14001, SA 8000 certified company. This
certification relates to the following:
• Development
• Production
• Servicing
The BSI gives the certification after an through audit and followed by half yearly sevilience
Audit. An internal audit is carried at an interval of 6 – months. The external audit includes the
following:
• Observation
• Non Conformity
• Suggestion for further improvement.
The internal audit is done by a team of 16 members (one from each department).

SERVICE DEPARTMENTS
A). ENGINEERING DEPARTMENT
The main purpose of this department is to repair the damaged machine parts and to
manufacture the new parts so that the time can be saved, rather than getting it repaired from
the outside sources. This department has six sections:
• Workshop
• Utility
• Power House
• Electronics & Electrical
• Civil & Constructions
• Effluents Treatment Plant
B). HUMAN RESOURCE DEPARTMENT
It is that branch of management that deals efficiently with the proper utilization of human
resources and to get the maximum output. The major focus areas include

 Man Power Planning

 Recruitment
 Training
 TQM – Quality Circle, Kaizen, & Cross Functional Teams
 Employee Performance
 Employee Welfare
 Personal Records
 Lean Implementation Systems awareness and training.
It also takes care of discipline matters, personnel information system etc. It also provides
strategic and logistic support to the industrial relation matters of the company.

C). INFORMATION TECHNOLOGY

This is one of the services Department of the Company. It interacts with all the other
departments of the company and is responsible for the smooth flow of the information from
various department to management helping them in prompt & appropriate decision
The main objectives of this department are: -
 To develop software for various reports as per the need of different departments
 To maintain the efficient working of the various modules of Ramco Applications & In
House Developed Software
 To maintain the security of data and different reports in the company
 To provide online information to different departments for they’re efficient working.
 To develop new software’s and reports for various departments for the smooth flow of
information
 To provide & Maintain the Network as well as the Computer hardware’s of the
company
  To maintain Data base

D). FINANCE AND ACCOUNTS

Finance department is one of the important sections of the company. The main idea behind
maintaining the records is to judge the accurate position of the company regarding the profits
made or the losses incurred by the company.

The objectives of the finance department are:

• To ascertain the results of the business activities carried on during the year.
• To show the financial position of the business as on a particular date.
• To meet the requirements of the taxation authorities, investors, management, and
owners.
This department is divided into following sections:
1) Raw Material Section
2) Store Section
 Stores Accounting
 Insurance
 C Form/D Form
3) Establishment Section
 Salary
 Wages
 LTA
 Medical Allowances
 Bonus
4) General Account
 Furniture Maintenance
 Other Expenses
 Refreshment Expenses
5) Bank (Finance)
6) Debtors Account
  Direct
 Through Banks
7) Assets/Depreciation Account
 Original Cost Depreciation
 WDV
Costing:
 Pre-Production Costing
 Routine Costing
 Productions
 Returns
Budgeting:
Budgets are prepared monthly, quarterly and yearly as per the requirement.
E). PURCHASE DEPARTMENT
All the purchases made by the mill are made through this department (except the raw
materials). This department manages the purchase of the following items:

• New machinery
• Dyes and Chemicals
• Packing Materials
• Capital Goods
• Spare parts for all machines
F) ADMINSTRATION
The administration department ensures Office Establishment, Dispatch,
Transportation, and Records Leave & Insurance of the company. The main objectives of this
department are:

a. Office Establishment
b. Dispatch
c. Transportation
d. Records
e. Leave
f. Insurance

G). FACTORY
The factory department ensures safety, security, and welfare of the workers of the company.
The main objectives of this department are:

• To ensure safety and security of the staff and workers.

• Disciplinary actions in regard to workers.
• Recruitment of workers and allotment of departments.
• To keep the record of the attendance of the staff members and the workers.
• To prepare the statement of the salary and wages of the staff and the workers.
This department is also called the personnel department. It ensures the safety,
security and welfare of the staff and workers. It takes care of disciplinary actions and sports.
This department is further divided into following sections: -

a) Time Office:
b) Safety Department:
c) Security Department:
d) Establishment:
e) Welfare
f) Dispensary
This section deals with recording of time of workers, staff
members and trainees with the help of numbered cards.
There are three safety officers in JCT. If an accident occurs
inside the plant then proper enquiry is done so that this
could be avoided in the future.
This department makes all arrangements of security in
the factory.
This department makes the records of wages and salaries of
staff and workers. Employees Staff Insurance Corporation
provides the staff member’s free medical services.
 ORGANISATIONAL CHART

Director Operations

Mr. Rajmohan Singh

Technical Production Raw Material Commercial

Sr. VP (plant) -Mr. H.K Chopra DGM – Mr. Naresh Behl DGM – Mr. C.D Singh

L & IR Marketing IT
G.M – Mr. R Bakshi
DGM – Mr. Sukhjit Singh Jassar V.P – Mr.Venkatesh C.

HR F& A Inspection & Folding

G.M – Mr. Rajesh Sharma G.M – Mr. S. Maheshwari DGM – Mr. H.S Dhillon

Administration Retail Division R&D

DGM – Mr. K.V Menon Sr. V.P(retail) – Mr. G.M – P.K Chhabara
Rajmohan Singh
 SWOT ANALYSIS OF JCT

SWOT analysis is a strategic planning method used to evaluate the Strengths, Weaknesses,
Opportunities, and Threats involved in a project or in a business venture. It involves
specifying the objective of the business venture or project and identifying the internal and
external factors that are favorable and unfavorable to achieve that objective.

• Strengths: attributes of the person or company that are helpful to achieving the
objective(s).

• Weaknesses: attributes of the person or company that are harmful to achieving the
objective(s).

• Opportunities: external conditions that are helpful to achieving the objective(s).

• Threats: external conditions which could do damage to the objective(s).

STRENGHTS-

1. One of the oldest known fabric manufacturers

2. Good name in the market for superior stuff of cloth.

3. One of the biggest manufacturers of the widest range/ variety of cotton fabrics.

4. Acquisition of 9002 gave the company a new position.

5. Highly modern and sophisticated machines.

6. Competent and well disciplined staff.

7. No labour trouble.

8. Good network of loyal dealers.

9. Extensive use of computers in each and every department.

10. Company provides the maximum facilities to its employees.

WEEKNESS-

1. Do not manufacture high or premium quality fabrics.

2. Never advertised the acquisition of ISO 9002

3. No training is imparted to employees to progress further or to acquire position in an

organisation.

4. Not ready for deep penetration into the market.

5. Designing of cloth is not very good.

6. Overheads are high which leads towards the financial crisis.

7. Export division is centralised in Mumbai.

8. Lack of new and fresh skill.

9. Lack of team work.

10. Advertisement of its product as compared to other textile companies such as

Raymonds and Reliance is very less.
 OPPORTUNITIES-

1. Vast market for value added products.

2. Bring into practise the new business policies and practises which are being used
elsewhere in the industry for better utilization of resources.

3. Prospects of export.

4. Should go directly to the end user through exclusive showrooms.

THREATS-

1. Heavy competition due to MNC.

2. Unsecured financial position.

3. Delay in implementation of any kind of assignment could prevent from keeping pace
with newer technology.

4. New blood/ competent person not ready to join the firm.

TRAINING AND DEVELOPMENT

In simple terms, training and development refers to the imparting of specific skills, abilities
and knowledge to an employee.

……..It is any attempt to improve current or future employee performance by increasing an

employee’s ability to perform through learning, usually by changing the employee’s attitude
or increasing his or her skills and knowledge.

The need for training & development is determined by the employee’s performance
deficiency, computed as follows:

Training & Development need = Standard performance – Actual performance

 NEED FOR TRAINING AND DEVELOPMENT
In modern times, business environments are fast changing. The survival and success of
business organisation depends upon its level of preparation to deal with emerging scenario.
By constantly training and development its workforce from shop floor operations to senior
managers so as to upgrade the knowledge and skills .By enhancing employees skills and
knowledge level, a company also develops loyalty updating and commitment among them.
To gain these returns, companies must be prepared to invest heavily in training.

In this present competitive and globalize economic environments, Successful candidates

placed on the jobs need training to perform their duties effectively. Workers must be trained
to operate machines, reduce scrap and avoid accidents. It is not only the workers who need
training, supervisors managers and executives also need to be developed in order to enable
them to grow and

Acquire maturity of thought and action. Training and development constitute an ongoing
process in any organisation.

It is an attempt to improve current and future employees performance by increasing an

employee‘s ability to perform through learning ,Usually by changing the employees attitude
or increasing the skills and knowledge.

PRINCIPLES OF LEARNING-
Training by trail and error results in wastage of time, efforts and resources. Since training is a
form of education some of the principles that emerge from learning theory can be logically
applied to training. Learning is the human process by which Skills, knowledge, habits and
attitudes are acquired and utilised in such a way that behavior is modified.

The following Principles of learning should be satisfied by a good training program:-

1. Practice- Employees learn more fast when theory and practice go hand in hand. Employees
under training should be given an opportunity to participate in actual work performance.

2. Active Process- the individual learn better when more of his senses are utilised in the
efforts and he become more involved in the process of learning.

3. Guidance- Learning is more efficient if it is not by trail and error but by guiendence from
expert. Guidance can speed the learning process and provide feedback as well.
4. Trainee Readiness- People who are not ready to learn will not learn. Consequently an
effective training program must comprise individuals who are ready to learn the skill at hand.
Determining trainee readiness involves examining certain important issues.

5. Motivation- Trainee must be motivated to improve his skills or knowledge by increased

compensation, promotion, Recognition etc.

6. Relevance- Most trainees quickly develop perception about whether training is relevant. If
trainee perceives that the instruction will actually help them on the job, they are much more
likely to be receptive to the training. If they do not perceive they are more likely to
demonstrate active or passive resistance in the training.

7. Reinforcement-Reinforcement is another critical principles of learning. It involves the

process of providing financial rewards or non-financial incentives such as praise or
recognition. Reinforcement can often encourage trainees to become more interested and
involved in the training.

8. Standard of performance- standard of performance must be set for the learner. The
standard provide goals and give a feeling of accomplishment when the employees achieve
them.

9. Feedback-In order to understand the potentialities and limits of improvement of an

employees the progress of his training must be received from time to time.Such feedback will
be a valuable aid in adjusting training to the needs of the individual workers.

Any training and development program must contain inputs, which enable the participants to
gain skills, learn theoretical concepts and help acquire vision to look into the distant future.

The inputs in Training and developments are as follows :-

SKILLS- A worker needs skills to operate machine and use other equipments with least
damage and scrape. This is a basic skill without which the employees will not be able to
function. Employees, particularly supervisors and executives need interpersonal skills
popularly known as the people skills. Interpersonal skills are needed to understand one and
others better, and act accordingly. Interpersonal skills include Listing, persuading and
showing an understanding of others feelings.

EDUCATION:- The purpose of education is to teach theoretical concepts and develop a

sense of reasoning and judgments. Any training and development program must contain an
elements of education is well understood by HR specialist.

DEVELOPMENT
Development is an another components of training and development which is less skill
oriented but stresses on knowledge. Knowledge about business environment, management
principles and techniques, human relation specific industry analysis is useful for better
management of a company.

The managements of any organisation expects the following from its managers when they are
deputed to attend any training and development program:-

1. How do we make our managers self-starters? How do we imbibe them with a sense of
commitment and motivation so that they become self-generating?

2. How do we make them subordinate their parochial, functional loyalties to the interests of
the organisation as a whole?

3. How do we make them result-oriented? How do we help them see and internalize the
difference between activity and results, and between efficiency and effectiveness?

4. How do we make them sensitive to the environment in which they function, both at the
workplace and outside?

5. How do we make them aware of themselves- their potential and their limitations? How do
we help them see themselves as others see them and accept this self-image as a prelude to
change?

How do we teach them to communicate without filters, to see and feel points of view
different from their own?

7. How do we help them understand power and thereby develop leadership styles which
inspire and motivate others?

8. How do we instill a zest for excellence, a divine discontent, a nagging dissatisfaction with
the status quo?

ADVANTAGE OF TRAINING AND DEVELOPMENT

Companies derive competitive advantage from training and development. Training and
development programme, as was pointed out earlier, help remove performance deficiencies in
employees.

This is particularly true when-

(i) the deficiency is caused by a lack of ability rather than a lack of motivation to perform,

(ii) the individual(s) involved have the aptitude and motivation need to learn to do the job
better, and

(iii) supervisors and pe4ers are supportive of the desired behaviors.

There is greater stability, flexibility, and capacity for growth in an organisation. Training
contributes to employee stability in at least two ways. Employees become efficient after
undergoing training. Efficient employees contribute to the growth of the organisation.
Growth renders stability to the workforce. Further, trained employees tend to stay with the
organisation. They seldom leave the company. Training makes the employees versatile in
operations. All rounder can be transferred to any job. Flexibility is therefore ensured. Growth
indicates prosperity, which is reflected in increased profits from year to year. Who else but
well-trained employees can contribute to the prosperity of an enterprise?

Accidents, scrap and damage to machinery and equipment can be avoided or minimised
through training. Even dissatisfaction, complaints, absenteeism, and turnover can be reduced
if employees are trained well.

Future needs of employees will be met through training and development programme.
Organizations take fresh diploma holders or graduates as apprentices or management trainees.
They are absorbed after course completion. Training serves as an effective source of
recruitment. Training is an investment in HR with a promise of better returns in future.

Objectives of training and development

1.Develop the competences of employees and improve their performance;

2.Help people to grow within the organization in order that, as far as

possible, its future needs for human resource can be met from within;

3.Reduce the learning time for employees starting in new jobs on appointment, transfers or
promotion, and ensure that they become fully competent as quickly and economically as
possible. Therefore;
 Training process

Need assessment
Organization support
Organizational
analysis
Task and KSA analysis
Personal analysis

Training
Instructional objective Development of
Validity
criteria
 Selection and Transfer
design of Validity
instructional
programmes

Intraorganis-
ational
validity
Training

Interorganis
Use of -ational
Evaluation validity
Models

Needs Assessment

Needs assessment diagnoses present problems and future challenges to be met through
training and development. Organizations spend vast sums of money (usually as a
percentage on turnover) on training and development. Before committing such huge
resources, organizations would do well to assess 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 expectations. Performance
deficiency may be due to KSA deficiency, incongruence between performance and
reward, inadequate feedback or system obstacles. Where shortage in skills and abilities is
the cause for deficiency, training becomes necessary.

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 progress in his or her
career path. Training and development is essential to prepare the employee to handle
more challenging tasks. Deputation to a part-time MBA programme is ideal to train and
develop such employees.

Individuals may also require new skills because of possible job transfers. 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. Recently, however, economic forces have necessitated significant
retraining efforts in order to assure continued employment for many individuals. Jobs
have disappeared as technology, foreign competition, and the forces of supply and
demand are changing the face of our industry.

Assessment of training needs occurs at the group level too. Any change in the
organization’s 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.16 although training is not a cure-all, such undesirable
happenings reflect poorly-trained workforce.

Issues in Needs Assessment

Needs assessment, individual or group, should consider several issues as shown in Figure
above.

Organizational Support Needs assessment is likely to make inroads into organizational

life. The assessment tends to change patterns of behavior of employees. When the needs
assessment is carefully designed and supported by the firm, disruption is minimized and
co-operation is much more likely to occur. Obviously, the analyst needs to take steps to
work effectively with all parties and gain the trust and support of the participants in the
needs assessment.

Organizational Analysis Having obtained organizational support, the next step in the
needs assessment is an organizational analysis, which seeks to examine the goals of the
organization (short-term and long-term), and the trends that are likely to affect these
goals. The analyst needs to ask and answer the following questions:

• Is there a sufficient supply of people?

• How does the firm attract, retain and motivate diverse work force?

• How does the firm compete for individuals with the right skills, knowledge, abilities
and attitudes?

• How do employees make the firm competitive, domestically and internationally?

• Which are the target jobs that require training?

These issues enable the analyst identify skill gaps in people, which training seeks to fill.

Task and KSA Analysis In addition to obtaining organizational support and making
organizational analysis, it is necessary to assess and identify what tasks are needed on
each job and which knowledge, skills and abilities (KSAs) are necessary to perform these
tasks. This assessment helps prepare a blueprint that describes the KSAs to be achieved
upon completion of the training programme.

Person Analysis This analysis obviously targets individual employees. A very important
aspect of person analysis is to determine which necessary KSAs have already been learnt
by the prospective trainee so that precious training time is not wasted repeating what has
already been acquired. Also, employees who need to undergo training are identified at
this stage.

Benefits of Needs Assessment

Training programmes are designed to achieve specific goals that meet felt needs. There is
always the temptation to begin training without a thorough analysis of these needs.
Should this happen, the training programme becomes inappropriate and its administration
turns out to be perfunctory. There are other benefits of needs assessment:

1. Trainers may be informed about the broader needs of the trainees.

2. Trainers are able to pitch their course inputs closer to the specific needs of the
trainees.

3. Assessment makes training department more accountable and more clearly linked to
other human resource activities, which may make the training programme easier to sell to
line managers.

Consequences of Absence of Training Needs Assessment

The significance of needs assessment can be better understood by looking at the

consequences of inadequate or absence of needs assessment. Failure to conduct needs
assessment can contribute to:

• Loss of business

• Constraints on business development

• Higher labor turnover

• Poorer-quality applicants

• Increased overtime working

• Higher rates of pay, overtime premiums and supplements

• Higher recruitment costs, including advertising, time and incentives

• Greater pressure and stress on management and staff to provide cover

• Pressure on job-evaluation schemes, grading structures, payment systems and career

structures

• Additional retention costs in the form of flexible working time, job-sharing, part-time
working, shift-working, etc.

• Need for job redesign and revision of job specifications

• Undermining career paths and structures

• Higher training costs

Deriving Instructional Objectives

The next phase in the training process is to identify instructional objectives. Needs
assessment helps prepare a blueprint that describes the objectives to be achieved by the
trainee upon completion of the training programme. Instructional objectives provide the
input for designing the training programme as well as for the measures of success
(criteria) that would help assess effectiveness of the training programme.

Designing Training and Development Programme

Every training and development programme must address certain vital issues—(i) who
participates in the programme? (ii) Who are the trainers? (iii) What methods and
techniques are to be used for training? (iv) What should be the level of training? (v) What
learning principles are needed? (vi) Where is the programme conducted? (See Fig. 9.3).

Who are the Trainees? Trainees should be selected on the basis of self nomination,
recommendations of supervisors or by the HR department itself. Whatever is the basis, it
is advisable to have two or more target audiences. For example, rank-and-file employees
and their supervisors may effectively learn together about a new work process and their
respective roles.20 Bringing several target audience together can also facilitate group
processes such as problem solving and decision-making, elements useful in quality circle
projects.

Who are the Trainers? Training and development programmes may be conducted by
several people, including the following:

1. Immediate supervisors,

2. Co-workers, as in buddy systems,

3. Members of the HR staff,

4. Specialists in other parts of the company,

5. Outside consultants,
6. Industry associations, and

7. Faculty members at universities.

Who among these are selected to teach, often, depends on where the programme is held
and the skill that is being taught. For example, programmes teaching basic skills are
usually done by the members of the HR department or specialists in other departments of
the company. On the other hand, interpersonal and conceptual skills for managers are
taught at universities. Large organisations generally maintain their own training
departments whose staff conducts the programmes. In addition, many companies arrange
basic-skills training for computer literacy.

Training methods

Training methods
Coaching

Job
rotation
On the job Off the job
mentorin
training training
g
 Lectures/Conferen
ces

Films

Simulation
exercise

Cases

Experimental
exercise

Vestibule training

Role playing

Management
games

In basket exercise

On the Job Training

Coaching-

• Coaching is one of the training methods, which is considered as a corrective method

for inadequate performance. According to a survey conducted by International Coach
Federation (ICF), more than 4,000 companies are using coach for their executives.
These coaches are experts most of the time outside consultants.
 A coach is the best training plan for the CEO’s because

• It is one to one interaction

• It can be done at the convenience of CEO

• It can be done on phone, meetings, through e-mails, chat

• It provides an opportunity to receive feedback from an expert

It helps in identifying weaknesses and focus on the area that needs improvement. This
method best suits for the people at the top because if we see on emotional front, when a
person reaches the top, he gets lonely and it becomes difficult to find someone to talk to.
It helps in finding out the executive’s specific developmental needs. The needs can be
identified through 60 degree performance reviews.
Mentoring-

Mentoring is an ongoing relationship that is developed between a senior and junior

employee. Mentoring provides guidance and clear understanding of how the organization
goes to achieve its vision and mission to the junior employee.
The meetings are not as structured and regular than in coaching. Executive mentoring is
generally done by someone inside the company. The executive can learn a lot from
mentoring. By dealing with diverse mentee’s, the executive is given the chance to grow
professionally by developing management skills and learning how to work with people
with diverse background, culture, and language and personality types.

Executives also have mentors. In cases where the executive is new to the organization, a
senior executive could be assigned as a mentor to assist the new executive settled into his
role. Mentoring is one of the important methods for preparing them to be future
executives. This method allows the mentor to determine what is required to improve
mentee’s performance. Once the mentor identifies the problem, weakness, and the area
that needs to be worked upon, the mentor can advise relevant training. The mentor can
also provide opportunities to work on special processes and projects that require use of
proficiency.

Job rotation
For the executive, job rotation takes on different perspectives. The executive is usually
not simply going to another department. In some vertically integrated organizations, for
example, where the supplier is actually part of same organization or subsidiary.

Job rotation might be to the supplier to see how the business operates from the supplier
point of view. Learning how the organization is perceived from the outside broadens the
executive’s outlook on the process of the organization. Or the rotation might be to a
foreign office to provide a global perspective. For managers being developed for
executive roles, rotation to different functions in the company is regular carried out. This
approach allows the manger to operate in diverse roles and understand the different issues
that crop up.

If someone is to be a corporate leader, they must have this type of training. A recent
study indicated that the single most significant factor that leads to leader’s achievement
was the variety of experiences in different departments, business units, cities, and
countries.
An organized and helpful way to develop talent for the management or executive
level of the organization is job rotation. It is the process of preparing employees at a
lower level to replace someone at the next higher level. It is generally done for the
designations that are crucial for the effective and efficient functioning of the organization.

Off the job training

Lectures/Conferences: - This approach is well adapted to convey specific information,

rules, procedures or methods. This method is useful, where the information is to be shared
among a large number of trainees. The cost per trainee is low in this method.

Films: - can provide information & explicitly demonstrate skills that are not easily
presented by other techniques. Motion pictures are often used in conjunction with
Conference, discussions to clarify & amplify those points that the film emphasized.

Simulation Exercise: - Any training activity that explicitly places the trainee in an
artificial environment that closely mirrors actual working conditions can be considered a
Simulation. Simulation activities include case experiences, experiential exercises,
vestibule training, management games & role-play.

Cases: - present an in depth description of a particular problem an employee might

encounter on the job. The employee attempts to find and analyze the problem, evaluate
alternative courses of action & decide what course of action would be most satisfactory.

Experiential Exercises: - are usually short, structured learning experiences where

individuals learn by doing. For instance, rather than talking about inter-personal conflicts
& how to deal with them, an experiential exercise could be used to create a conflict
situation where employees have to experience a conflict personally & work out its
solutions.

Vestibule Training: - Employees learn their jobs on the equipment they will be using,
but the training is conducted away from the actual work floor. While expensive, Vestibule
training allows employees to get a full feel for doing task without real world pressures.
Additionally, it minimizes the problem of transferring learning to the job.

Role-Play: -
It’s just like acting out a given role as in a stage play. In this method of training, the
trainees are required to enact defined roles on the basis of oral or written description of a
particular situation.

Management Games: - The game is devised on a model of a business situation. The

trainees are divided into groups who represent the management of competing companies.
They make decisions just like these are made in real-life situations. Decisions made by
the groups are evaluated & the likely implications of the decisions are fed back to the
groups. The game goes on in several rounds to take the time dimension into account.
In-Basket Exercise: - Also known as In-tray method of training. The trainee is presented
with a pack of papers & files in a tray containing administrative problems & is asked to
take decisions on these problems & is asked to take decisions on these within a stipulated
time. The decisions taken by the trainees are compared with one another. The trainees are
provided feedback on their performance.

Conduct of Training A final consideration is where the training and development

programme is to be conducted. Actually, the decision comes down to the following
choices.

1. At the job itself.

2. On site but not the job—for example, in a training room in the company.

3. Off the site, such as in a university or college classroom, hotel, a resort, or a

conference centres. Typically, basic skills are taught at the job, and basic grammar skills
are taught on the site. Much of interpersonal and conceptual skills are learnt off the site.

What Should be the Level of Learning? The next question in designing training and
development programme is to decide on the level of learning. As was pointed out earlier,
the inputs passed on to trainees in training and development programmes are education,
skills, and the like.

In addition, there are three basic levels at which these inputs can be taught. At the lowest
level, the employee or potential employee must acquire fundamental knowledge. This
means developing a basic understanding of a field and becoming acquainted with the
language, concepts and relationships involved in it. The goal of the next level is skills
development, or acquiring the ability to perform in a particular skill area. The highest
level aims at increased operational proficiency. This involves obtaining additional experi-
ence and improving skills that have already been developed. All the inputs of training can
be offered at the three levels. How effectively they are learned depends on several
principles of learning.

Learning Principles Training and development programmes are more likely to be

effective when they incorporate the following principles of learning:
1. Employee motivation,

2. Recognition of individual differences,

3. Practice opportunities,

4. Reinforcement,

5. Knowledge of results (feedback),

6. Goals,

7. Schedules of learning,

8. Meaning of material, and

9. Transfer of learning.

Motivation to learn is the basic requisite to make training and development programmes
effective. Motivation comes from awareness that training fetches some rise in status and
pay. Motivation alone is not enough. The individual must have the ability to learn. Ability
varies from individual to individual and this difference must be considered while
organizing training programmes.

Regardless of individual differences and whether a trainee is learning a new skill or

acquiring knowledge of a given topic, the trainee should be given the opportunity to
practice what is being taught. Practice is also essential after the individual has been
successfully trained.36 It is almost impossible to find a professional cricket player who
does not practice for several hours a day. Practice can be a form of positive reinforce-
ment.

Reinforcement may be understood as anything that (i) increases the strength of response
and (ii) tends to induce repetitions of the behavior that preceded the reinforcement.
Distinction may be made between positive reinforcement and negative reinforcement.
Positive reinforcement strengthens and increases behavior by the presentation of desirable
consequences. The reinforcement (event) consists of a positive experience for the
individual. In more general terms, we often say that positive reinforcement consists of
rewards for the individual and, when presented, contingent upon behavior, tends to
increase the probability that the behavior will be repeated. For example, if an employee
does something well and is complimented by the boss, the probability that the behavior
will be repeated will be strengthened. In negative reinforcement, the individual exhibits
the desired behavior to avoid something unpleasant. An example might by an employee
who does something to avoid incurring a reprimand from his or her boss. If an employee
who had the habit of coming late to work, assuming this as an unpleasant experience, the
employee might begin to come on time to avoid criticism. Thus, the effect of negative
reinforcement is avoidance of learning.

Knowledge of results is a necessary condition for learning. Feedback about the

performance will enable the learner to know where he or she stands and to initiate
corrective action if any deviation from the expected goal has taken place. There are
certain tasks for which such feedback is virtually mandatory for learning. A crane
operator, for example, would have trouble learning to manipulate the controls without
knowing how the crane responds to control actions.

Goal setting can also accelerate learning, particularly when it is accompanied by

knowledge of results. Individuals generally perform better and learn more quickly when
they have goals, particularly if the goals are specific and reasonably difficult. Goals that
are too difficult or too easy have little motivational value.37 Further, goals will have
better motivational value if the employee has a scope for participation in the goal-setting
process.

Probably one of the most well-established principles of learning is that distributed or

spaced learning is superior to continuous learning. This is true for both simple laboratory
tasks and for highly complex ones.

Schedules of learning involve (i) duration of practice sessions, (ii) duration of rest
sessions, and (iii) positioning of rest pauses. All the three must be carefully planned and
executed.

A definite relationship has been established between learning and meaningfulness of the
subject learnt. The more meaningful the material, the better the learning process.

What is learnt in training must be transferred to the job. The traditional approach to
transfer has been to maximize the identical elements between the training situation and
the actual job. This may be possible for training skills such as maintaining a cash register,
but not for teaching leadership or conceptual skills. Often, what is learned in a training
session faces resistance back at the job. Techniques for overcoming resistance include
creating positive expectations on the part of trainee’s supervisor, creating opportunities to
implement new behavior on the job, and ensuring that the behavior is reinforced when it
occurs. Commitment from the top management to the training programme also helps in
overcoming resistance to change.

Though, it is desirable that a training and development programme incorporates all these
principles, seldom is such a combination effected in practice.

Conduct of Training A final consideration is where the training and development

programme is to be conducted. Actually, the decision comes down to the following
choices.

1. At the job itself.

2. On site but not the job—for example, in a training room in the company.

3. Off the site, such as in a university or college classroom, hotel, a resort, or a

conference centres. Typically, basic skills are taught at the job, and basic grammar skills
are taught on the site. Much of interpersonal and conceptual skills are learnt off the site.

Implementation of the Training Programme

Once the training programme has been designed, it needs to be implemented.

Implementation is beset with certain problems. In the first place, most managers are
action-oriented and frequently say they are too busy to engage in training efforts.
Secondly, availability of trainers is a problem. In addition to possessing communication
skills, the trainers must know the company’s philosophy, its objectives, its formal and
informal organizations, and the goals of the training programme. Training and
development requires a higher degree of creativity than, perhaps, any other personnel
speciality.

Scheduling training around the present work is another problem. How to schedule
training without disrupting the regular work? There is also the problem of record keeping
about the performance of a trainee during his or her training period. This information may
be useful to evaluate the progress of the trainee in the company.
Programme implementation involves action on the following lines:

1. Deciding the location and organizing training and other facilities.

2. Scheduling the training programme.

3. Conducting the programme.

4. Monitoring the progress of trainees.

Evaluation of the Programme

The last stage in the training and development process is the evaluation of results. Since
huge sums of money are spent on training and development, how far the programme has
been useful must be judged/determined. Evaluation helps determine the results of the
training and development programme. In practice, however, firms either overlook or lack
facilities for evaluation.

Need for Evaluation The main objective of evaluating the training programmes is to
determine if they are accomplishing specific training objectives, that is, correcting
performance deficiencies. A second reason for evaluation is to ensure that any changes in
trainee capabilities are due to the training programme and not due to any other conditions.
Training programmes should be evaluated to determine their cost effectiveness.
Evaluation is useful to explain programme failure, should it occur. Finally, credibility of
training and development is greatly enhanced when it is proved that the firm has benefited
tangibly from it.

Principles of Evaluation Evaluation of the training programme must be based on the

following principles.

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.

Criteria for Evaluation The last column in Figure showing training process contains a
number of potential goals.

1. Training validity: Did the trainees learn during training?

2. Transfer validity: What has been learnt in training, has it been transferred on the job?
Has it enhanced performance in the work place?

3. Intra-organizational validity: Is performance of the new group of trainees, for which

the training programme was developed, consistent with the performance of the original
training group?

4. Inter-organizational validity: Can a training programme validated in one firm be used

successfully in another company?

These questions often result in different evaluation techniques.

Techniques of Evaluation Several techniques of evaluation are being used in firms. It

may be stated that the usefulness of the methods is inversely proportional to the ease with
which the evaluation can be done.

One approach towards evaluation is to use experimental and control groups. Each
group is randomly selected, one to receive training (experimental) and the other not to
receive training (control). The random selection helps to assure the formation of groups
quite similar to each other. Measures are taken of the relevant indicators of success (e.g.
words typed per minute, quality pieces produced per hour, wires attached per minute)
before and after training for both groups. If the gains demonstrated by the experimental
groups are better than those by the control group, the training programme is labelled as
successful.

Another method of training evaluation involves longitudinal or time-series analysis.

Measurements are taken before the programme begins and are continued during and after
the programme is completed. These results are plotted on a graph to determine whether
changes have occurred and remain as a result of the training effort. To further validate
that change has occurred as a result of training and not due to some other variable, a
control group may be included.

One simple method of evaluation is to send a questionnaire to the trainees after the
completion of the programme to obtain their opinions about the programme’s worth.
Their opinions could also be obtained through interviews. A variation of this method is to
measure the knowledge and/or skills that employees possess at the commencement and
completion of training. If the measurement reveals that the results after training are
satisfactory, then the training may be taken as successful.

In order to conduct a thorough evaluation of a training programme, it is important to

assess the costs and benefits associated with the programme. This is a difficult task, but is
useful in convincing the management about the usefulness of training.

Some of the costs that should be measured for a training programme include needs
assessment costs, salaries of training department staff, purchase of equipment (computers,
videos, and handouts), programme development costs, evaluation costs, trainers’ costs,
rental facilities and trainee wages during the training period.

The benefits to be compared with the cost are rupee payback associated with the
improvement in trainees’ performance, their behavioral change, and the longevity of the
period during which the benefits would last.

Levels of Evaluation

Evaluation of training by using any or all of the above techniques, can take place at four
levels: reaction, learning, behavior, and results.

As shown in Figure below, the four levels of training form a hierarchy, meaning that
lower levels are prerequisites for higher levels. In other words, if one of the lower-level
measures is not affected, then those measures that follow it will not be affected as well.

Reaction measures whether the employees appreciated the training and the facilities—it is
usually measured by a questionnaire. Learning measures whether the employees know
more than they did prior to undergoing training. Series of tests help identify learning.
Behavior measures what employees do on the job after the training. Behavioral impact is
measured through performance appraisal. Evaluation of results looks at the overall
outcomes of the training and the impact that the training has on productivity, efficiency,
 quality, customer service or any other dimension. This can be measured by sales figures,
production, consumer survey, or any other means that correspond to the firm’s
performance measures.

Level Questions being Measures

asked

Is the organization Accidents, quality,

Result or the unit better productivity,
turnover, morale,
after the training? costs, profits.

Are the trainees behaving Performance

Behavior appraisals by
differently after training?
superiors peers
clients,
Are they using the skills and
subordinates
knowledge they learned during the
 To what extent do the trainees have
Learning greater knowledge or skill after the Written tests,
performance
training program than they did before?
test.

Did the trainees like the program, the trainer the

Reaction facilities? Questionnair
es
Do they think the course was useful?

What improvements can they suggest?

Closed-loop System

Referring to Figure above, it may be observed that the model suggests that a training
programmed should be a closed-loop system in which the evaluation process provides for
continual modification of the programme. The information may become available at
several stages in the evaluation process. For example, an effective monitoring programme
might show that the training programme has not been implemented as originally planned.
In other instances, different conclusions might be supported by comparing data obtained
from the evaluation of training. In addition, even when the training programme achieves
its stated objectives, there are always developments that can affect the programme,
including the new training techniques or characteristics of trainees. Obviously, the
development of training programmes needs to be viewed as a continuously evolving
process.

IMPEDIMENTS TO EFFECTIVE TRAINING

There are many impediments which can make a training programme ineffective.
Following are the major hindrances:

Management Commitment is Lacking and Uneven Most companies do not spend

money on training. Those that do, tend to concentrate on managers, technicians and
professionals. The rank-and-file workers are ignored. This must change, for, as a result of
rapid technological change, combined with new approaches to organisational design and
production management, workers are required to learn three types of new skills: (i) the
ability to use technology, (ii) the ability to maintain it, and (iii) the ability to diagnose
system problems. In an increasingly competitive environment, the ability to implement
rapid changes in products and technologies is often essential for economic viability.

Aggregate Spending on Training is Inadequate Companies spend minuscule

proportions of their revenues on training. Worse still, budget allocation to training is the
first item to be cut when a company faces a financial crunch.

Educational Institutions Award Degrees but Graduates Lack Skills This is the reason
why business must spend vast sums of money to train workers in basic skills.
Organizations also need to train employees in multiple skills. Managers, particularly at
the middle level, need to be retrained in team-playing skills, entrepreneurship skills,
leadership skills and customer-orientation skills.

Large-scale Poaching of Trained Workers Trained work force is in great demand.

Unlike Ger-/many, where local business groups pressure companies not to poach on
another company’s employees, there is no such system in our country. Companies in our
country, however, insist on employees to sign ‘bonds of tenure’ before sending them for
training, particularly before deputing them to undergo training in foreign countries. Such
bonds are not effective as the employees or the poachers are prepared to pay the
stipulated amounts as compensation when the bonds are breached.

No Help to Workers Displaced because of Downsizing Organizations are downsizing

and de-layering in order to trim their work forces. The government should set apart
certain fund from the National Renewal Fund for the purpose of retraining and
rehabilitating displaced workers.

Employers and B Schools Must Develop Closer Ties B Schools are often seen as not
responding to labor-market demands. Business is seen as not communicating its demands
to B Schools. This must change. Businessmen must sit with Deans and structure the
courses that would serve the purpose of business better.

Organized Labor can Help Organized labor can play a positive role in imparting
training to workers. Major trade unions in our country seem to be busy in attending to
 mundane issues such as bonus, wage revision, settlement of disputes, and the like. They
have little time in imparting training to their members.

TO MAKE TRAINING EFFECTIVE?

Action on the following lines needs to be initiated to make training practices effective:

1. Ensure that the management commits itself to allocate major resources and adequate
time to training. This is what high-performing organizations do. For example, Xerox
Corporation, in the US invests about $ 300 million annually, or about 2.5 per cent of its
revenue on training. Similarly, Hewlett-Packard spends about five per cent of its annual
revenue to train its 87,000 workers. (See also opening vignettes)

2. Ensure that training contributes to competitive strategies of the firm. Different

strategies need different HR skills for implementation. Let training help employees at all
levels acquire the needed skills.

3. Ensure that a comprehensive and systematic approach to training exists, and training
and retraining are done at all levels on a continuous and ongoing basis.

4. Make learning one of the fundamental values of the company. Let this philosophy
percolate down to all employees in the company.

5. Ensure that there is proper linkage among organizational, operational and individual
training needs.

6. Create a system to evaluate the effectiveness of training. (Evaluation of training has

been discussed above.)

Training process at JCT

JCT Phagwara has a very systematic process of imparting training to its employees. The
training system is ISO9001 certified system and all the work is done through documentation
to keep a record for the audit.

First of all a yearly Training Calendar is made which consists of the training activities for the
year. (Form no. 1)
The training calendar consists of different schedule for technical and behavioural aspects of
the employee.

The HR managers send the format of training requirements to the HODs. The topics of
training are wither identified by the HR managers of are suggested by the HODs.(Form no. 2)

The behavioural training is given according to the individual’s requirement e.g. Team work,
relationship building etc. the technical trainings is imparted department wise to groups of
employees. There is one behavioural training session per month. The technical trainings have
no fixed number as they are imparted as per requirement. They have to go on all year round.

For e.g. - the ISO9001 certification training. They have to be carried out throughout the year.
As these trainings consists of technical and learning aspects, they have to be carried on again
and again for the employee to retain and understand them.

After sending the Training Requirement format, it is seen that weather the training
requirement could be fulfilled internally of external help is required. In case external help is
required, experts of the field are called and training is given.

For internal trainings purpose there is a system of “Nukkar meetings”. From every
department the workers are identified who are capable of providing training to their co-
workers. They are first trained and then they train their co workers On The Job. For keeping a
record of Nukkar meetings, attendance sheets are given so that it could be checked that the
training process is going on regularly and employees are attending them. (Form no. 3)

Now for the execution of training programs, before every training program a notice is passed
to the HOD regarding the time, place and full schedule of the training program.(form no. 4)

On the scheduled date the employees are gathered at the venue of the program. The
attendance sheet is filled in the starting. (Form no. 3)

At the end of the session, feedback form is filled by the employees. These feedback forms are
then sent to the HODs of the respective departments. There is a column of HOD feedback on
every feedback form. The HOD studies the form and sees weather the employee has learned
something from the training session or not. If he feels yes the training session was useful for
the employee, he writes the same in the HOD feedback column. And if he found that the
employee needs to be taught again, he writes the same and the employee is given the same
training again. (Form no. 5)

All the record of the training program that an employee has attended is kept by the
department. (Form no. 6)

PERSONAL INTERVIEW

For the purpose of selecting the topic for the training project, we conducted a personal
interview with Ms. Himali Gupta, Officer HR, to know on what issue we could help the
company to solve that issue and choose a training project topic which is yet not covered by
other trainees in the company.

Ques. 1- what are the key functions of HR department of your firm-

Ans.- The main functions are-

• Recruitment

• Training

• Performance appraisal

• ISO 9001, ISO 14001, SA 8000 Compliances.

• Induction and joining of new employees.

Ques. 2- What are the key issues you think your firm need to focus on?

Ans.- To make training evaluation system more effective.

Ques. 3- Are there any areas which are yet to be covered by your department?

Ans. – To make our Performance appraisal system KRA based.

Ques. 4- Which all problems/ issues you need to solve urgently?

Ans.- The problem of Training evaluation system.

TITLE-

Improvement in Evaluation System of Trainings at JCT Fabrics.

OBJECTIVES-

• To study the present training and development system at JCT.

• To draft an effective Evaluation System for training and

development.

EVALUATION SYSTEM

Under the guidance of Ms. Himali gupta, Mr. Rajesh Sharma, and Mr. B.H Khan, we drafted
an Evaluation system for the training and development system which almost covered the
loopholes in the existing evaluation system.

This system is based on the four step approach stated earlier, i.e Reaction, Learning,
Behaviour and Result.

We drafted “Two Stage Evaluation Process”. This is done by combining the first two stages
that are, Reaction and learning, and behaviour and result. This is done in order to save
time and make a quick evaluation process so that the improvements and feedbacks could be
done faster.

The Evaluation Form No.1 would be filled by the trainees attending the training
program. The main aims to get this form filled is -

• To note the reaction of the trainee toward the training program that weather he is
understanding or not and does he consider it useful or not and also to know the scope
of improvement in the program.

• To know what the trainee has learned through the program and how will he
implement it in his job.

The Evaluation Form No.2 is to be filled after few days, weeks or a month after the
training program by the HODs. The main aims to get this form filled is –

• To see what changes are there in the behaviour, pattern of work, in terms of overall
quality improvement of the work.

• To see what the company or the department has gained through the above changes.

JCT TRAINING EVALUATION FORM NO.-1

Topic…………………………………………. Date…………….. Time……………..

Venue……………............ Department…………………… Faculty…………………..

1. How was the training program/ session on following parameters? Please rate the
program on the scale of 1-5.

1 2 3 4 5

Un-Satisfactory Satisfactory Good Very Good Excellent

(i) Explanation of the concept (vi) Time utilization

 (ii) Understanding of concept (vii) Venue

(iii) Relevance with respect to job (viii) Faculty

(iv) Usefulness in job (ix) Mode of Training

(v) Language

2. What improvements do you suggest in the program?

………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………

3. What main points/ learning have you gained through the program? Write in brief.

………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………

4. How will you implement the learning of this program in your job? Write in brief.

………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………

JCT TRAINING EVALUATION FORM NO.-2

Topic…………………………………………. Date…………….. Time……………..

Venue……………............ Department…………………… Faculty…………………..

1. Are the employees using the knowledge and skills they have gained through the
recent training program given to them?

Highly disatisfactory Disatisfactory Neutral satisfactory Highly satisfactory

 I--------------------I--------------------I--------------------I--------------------I

2. Are they working differently than before?

YES NO

If YES than-

More efficiently Less efficiently Not much difference

3. Do you think the training program or some aspects of the training program are needed
to be repeated/ improved?

YES NO

If YES, specify-

………………………………………………………………………………………………
………………………………………………………………………………………………
……………………………………………………………………………………………

4. Has the productivity or output of work increased since the last training session?

Highly disatisfactory Disatisfactory Neutral satisfactory Highly satisfactory

I--------------------I--------------------I--------------------I--------------------I

5. Has the quality of work increased?

Highly disatisfactory Disatisfactory Neutral satisfactory Highly satisfactory

I--------------------I--------------------I--------------------I--------------------I

6. Has the following reduced by imparting training?

(i) Labour/ employee turnover YES Somewhat NO

(ii) Costs YES Somewhat NO

(iii) Absenteeism YES Somewhat NO

(iv) Grievances YES Somewhat NO

(v) Accidents YES Somewhat NO

7. Has the profits of your department increased?

YES NO

APPENDIX
Form no. 1
JCT LIMTED, PHAGWARA

HUMAN RESOURCES DEPTT.

 ANNUAL
TRAINING CALENDAR YEAR : _________

S.NO PROGRA AP MA JU JU AUG SEP OCT NOV DEC JAN FEB MAR
. M R Y N L . . . . . . . .
TITLE
1
2
3
4
5
6
7
8
9
10
11
12

HEAD [HRS]

DOC.NO.: HRS-F-02 REVISION: 00

DATE: MAR. 01, 03 PAGE: 1 OF 1

LEGEND:

Training Planned
Training Executed

Form no. 2
JCT LIMTED, PHAGWARA

HUMAN RESOURCES DEPTT.

STAFF TRAINING NEED IDENTIFICATION FORMAT

DEPARTMENT:

DATE:-_______________

SECTION :
SR.NO. NAME OF DESIGNATION TRAINING NEED IDENTIFIED REMARKS
EMPLOYEE IF ANY

SECTIONAL HEAD :

FUNCTIONAL HEAD :

HEAD [HR]

DOC.NO.: HRS-F-01 REVISION: 01

DATE: MAY 28, 04 PAGE: 1 OF 1
 Form no.4
JCT LIMITED - PHAGWARA
HUMAN RESOURCES DEPTT.

TRAINING ATTENDANCE SHEET

1. NAME OF TRAINING PROGRAMME:_______________________________________________________

2. FACULTY :____________________________________________________________________________

3. DATE________________________ DURATION:________________________

S.NO. NAME CARD NO./ DESIGNATION SHIFT DEPTT. SECTION SIGNATURE

TICKET NO.
1

8
9

10

11

12

13

14

15

16

17

18

19

20

DOC.NO:HRS-F-04 REVISION: 00 DATE: MAR. 01, 03 PAGE: 1 OF 1

Form no. 5
JCT LIMITED – PHAGWARA

HUMAN RESOURCES DEPTT.

TRAINING SCHEDULE

HRS/TRG- DATE:________

CIRCULAR No.:________

ALL CONCERNED HOD’s

TITLE :

DAY :

DATE :

TIME :
 VENUE :

FACILITATOR :

Who should Attend ?

HEAD [HRS]

Cc: Unit Head.

Cc: Head [Plant]
Cc: Head [L&IR] / Head [Admn.]

DOC.NO.:HRS-F-03 REVISION: 00 DATE: MAR. 01, 03 PAGE: 1 OF

1

JCT LIMITED – PHAGWARA

HUMAN RESOURCES DEPARTMENT

TRAINING PROGRAM FEEDBACK-CUM-EVALUATION FORMAT

DATE:_____________

TRAINING PROGRAM
TITLE:___________________________________________________

FACULTY:_________________________________________________________________
__

1. Please mention the expectations you had from this Program.

2. Did the Training Programme meet your expectations. Yes/Partially/No

3. Please rate the program on 1-5 Scale.

1 2 3 4 5
Un-Satisfactory Satisfactory Good Very Good Excellent

RATING
 [a] Content Coverage

[b] Methodology & Training Aids:

[c] Relevance to the Work Area:

[d] Time Utilization:

4. Please give suggestions for improvement:

SIGNATURE :__________________________
NAME :__________________________
DESIGNATION :__________________________
DEPARTMENT :__________________________

TRAINING EFFECTIVENESS EVALUATION

_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_______________

HEAD OF THE DEPTT.

DOC.NO.: HRS-F-05 REVISION:00 DATE: MAR. 01, 03 PAGE: 1 OF 1
 JCT LIMTED, PHAGWARA

HUMAN RESOURCES DEPARTMENT

EMPLOYEE TRAINING RECORD CARD

R.NO./CARD NO NAME OF EMPLOYEE DESIGNATION DEPARTMENT

IN-HOUSE TRAINING

DATE DURATION TITLE FACULTY

EXTERNAL TRAINING

DATE DURATION TITLE VENUE FACULTY

HEAD
[HR]

DOC.NO.: HRS-F-07 REVISION NO.: 00 DATE: MAR. 01, 03 PAGE NO.: 1 0F 1

 JCT LIMTED, PHAGWARA

HUMAN RESOURCES DEPARTMENT

WORKER TRAINING PROGRAM FEEDBACK-CUM-EVALUATION FORMAT

1. Training Program Title :

2. Faculty :

3. Date :

4. Duration :

5. No. of Participants :

6. A] GENERAL FEEDBACK OF THE PARTICIPANTS INCLUDING THEIR

SUGGESTIONS AS
CONVYED TO THE FACULTY:

B] SUGGESTIONS BY THE FACULTY :

SIGNATURE OF THE
FACULTY

TRAINING EFFECTIVENESS EVALUATION

_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
____________________________________________________________

HEAD OF THE DEPTT.

DOC.NO.: HRS-F-06 REVISION NO.: 00 DATE: MAR. 01, 03 PAGE

NO.: 1 0F 1