Beruflich Dokumente
Kultur Dokumente
Keeping the above fact in mind, the present report is prepared to give a
deep insight to the present situation of Training and Development.
The project focused on finding out the Effective Method of Training and
Development. The stated objective of the study was further broken down to
secondary objectives which aimed at finding information regarding the
frequency of the training program to be designed with-in a year, usual
methods of Training and development, length of training and development
module, use of audio/visual aids etc.
The exploratory research was carried out with 50 respondents with a set of
19 open ended questions. A survey was conducted in the corporate offices
with the employee (Of Managerial Level) based on the questionnaire to know
the situation.
The results are based on the percentage share of the sample for each
question of the questionnaire. The Pie Chart is used to display the result.
pg. 1
Chapter-1
GLOBAL STEEL SCENARIO & INDIAN STEEL INDUSTRY
Introduction
Though Iron and steel have been used by men for almost 6000 years, yet the modern form of iron
and steel industry came into being only during the 19th century. The growth and development of
iron and steel industry in the world until the Second World War was comparatively slower. But
the industry has grown very rapidly after the Second World War. World production of steel,
which was only 28.3 million tons (MT) in 1900, rose to 695 MT by 1992. The oil crisis of the
seventies affected the entire economy of the world including the steel industry. The position
started improving after 1983 and peaked at 780 MT in 1989. World Steel production is around
1322MT in 2007.
Steel is crucial to the development of any modern economy and is considered to be the backbone
of human civilization. The level of per capita consumption of steel is treated as an important
index of the level of socioeconomic development and living standards of the people in any
country. It is a product of a large and technologically complex industry having strong forward
and backward linkages in terms of material flows and income generation. All major industrial
economies are characterized by the existence of a strong steel industry and the growth of many
of these economies has been largely shaped by the strength of their steel industries in their initial
stages of development.
STEEL INDUSTRY IN INDIA
Steel has been the key material with which the world has reached to a developed position. All the
engineering machines, mechanical tools and most importantly building and construction
structures like bars, rods, channels, wires, angles etc are made of steel for its feature being hard
and adaptable. Earlier when the alloy of steel was not discovered, iron was used for the said
purposes but iron is usually prone to rust and is not so strong. Steel is a highly wanted alloy over
the world. All the countries need steel for the infrastructural development and overall growth.
Steel has a variety of grades i.e. above 2000 but is mainly categorized in divisions – steel flat and
pg. 2
steel long, depending on the shape of steel manufactured. Steel flat includes steel products in flat,
plate, sheet or strip shapes. The plate shaped steel products are usually 10 to 200 mm and thin
rolled strip products are of 1 to 10 mm in dimension. Steel flat is mostly used in construction,
shipbuilding, pipes and boiler applications. Steel long Category includes steel products in long,
bar or rod shape like reinforced rods made of sponge iron. The steel long products are required to
produce concrete, blocks, bars, tools, gears and engineering products. After independence,
successive governments placed great emphasis on the development of an Indian steel industry. In
Financial Year 1991, the six major plants, of which five were in the public sector, produced 10
million tons. The rest of India steel production, 4.7 million tons, came from 180 small plants,
almost all of which were in the private sector. India's Steel production more than doubled during
the 1980s but still did not meet the demand in the mid-1990s, the government was seeking
private-sector investment in new steel plants. Production was projected to increase substantially
as the result of plans to set up a 1 million ton steel plant and three pig-iron plants totaling
600,000 tons capacity in West Bengal, with Chinese technical assistance and financial
investment. The commissioning of Tata Iron & Steel Company's production unit at Jamshedpur,
Bihar in 1911-12 heralded the beginning of modern steel industry in India. At the time of
Independence in 1947 India's steel production was only 1.25 Mt of crude steel. Following
independence and the commencement of five year plans, the Government of India decided to set
up four integrated steel plants at Rourkela, Durgapur, Bhilai and Bokaro. The Bokaro plant was
commissioned in 1972. The most recent addition is a 3 Mt integrated steel plant with modern
technology at Visakhapatnam. Steel Authority of India (SAIL) accounts for over 40% of India's
crude steel production. SAIL comprises of nine plants, including five integrated and four special
steel plants. Of these one was nationalized and two were acquired; several were set up in
collaboration with foreign companies. SAIL also owns mines and subsidiary companies.
pg. 4
Steel Policy. Steel consumption amounted to 58.45 mt in 2006-07 compared to 50.27 mt in 2005-
06, recording a growth rate of 16.3 per cent, which is higher than the world average. During the
first half of the current year, steel consumption has grown by 16 per cent. A study done by the
Credit Suisse Group says that India's steel consumption will continue to grow by 17 per cent
annually till 2012, fuelled by demand for construction projects worth US$ 1 trillion. The scope
for raising the total consumption of steel in the country is huge, as the per capita steel
consumption is only 35 kg compared to 150 kg in the world and 250 kg in China. With this surge
in demand level, steel producers have been reporting encouraging results. For example, the top
six companies, which account for 70 percent of the total production capacity, have recorded a
year-on-year growth rate of 13.4 per cent, 15.7 per cent and 11.7 per cent in net sales, operating
profit and net profit, respectively, during the second quarter of 2007-08 We expect strong
demand growth in India over the next five years, driven by a boom in construction (43%-plus of
steel demand in India). Soaring demand by sectors like infrastructure, real estate and
automobiles, at home and abroad, has put India's steel industry on the world steel map.
The Steel Industry in India is poised for faster growth in the decade ahead as the
industrial and economic development of the country gains pace. What however cannot be
ignored is that increasing emphasis on globalization and liberalization will closely link the
fortunes of the Indian steel industry to the global market. The domestic outlook for finished steel
has been estimated as follows:
(Source: CPR)
The total steel consumption of finished steel in India has been estimated to touch 60 million tons from
the current level of over 40 million tons. It is important to note that despite the near doubling of the
consumption level in the country, per capita domestic consumption would continue to be substantially
below the world average, which is about 145 kg.
pg. 5
Amongst the steel consuming segments, transportation of petroleum products, household appliances, and
automobiles are expected to have the fast growth. However, even a modest growth of 4.4% growth in
the construction sector will translate into a large increase in actual consumption volumes. Thus,
construction will contribute towards a high proportion of incremental demand in future.
pg. 6
2008-2009. On the basis for last year of 52.7 million tons, the steel production growth for 2008-2009
comes to around 14 %.
PRODUCTION OF STEEL IN INDIA
42.63
2005-06 (Prov.) 16.236 26.400 61.92 %
6
49.39
2006-07 17.390 32.000 64.79 %
0
pg. 7
08) 5
INDUSTRY STRUCTURE
The iron and steel industry in India is organized in three categories’ viz. main producers, other major
producers and the secondary producers. The main producers and other major producers have integrated
steel making facility with plant capacities over 0.5 MT and utilize iron ore and coal/gas for production
of steel. In 2004-05, the main producers i.e. SAIL, TISCO and RINL had a combined capacity of around
19.3 MT and capacity utilization was 104 percent. The other major producers comprising of ESSAR,
ISPAT and JVSL had a capacity of 6.4 MT with capacity utilization of 97 percent. The
secondary sector includes sponge iron producers, mini blast furnaces, electric arc furnaces, rollers
etc. This sector has a production capacity of 32.7 MT in 2004-05
Strengths
1. Availability of iron ore and coal
2. Low labor wage rates
3. Abundance of quality manpower
4. Mature production base
Weaknesses
1. Unscientific mining
2. Low productivity
3. Coking coal import dependence
4. Low R&D investments
5. High cost of debt
6. Inadequate infrastructure
Opportunities
1. Unexplored rural market
2. Growing domestic demand
3. Exports
4. Consolidation
Threats
pg. 8
1. China becoming net exporter
2. Protectionism in the West
3. Dumping by competitors
MSTC LTD.
MSTC Ltd. (formerly Metal Scrap Trade Corporation Ltd.) was set up on the 9th September,
1964 as a canalizing agency for the export of scrap from the country. With the passage of time,
the company emerged as the canalizing agency for the import of scrap into the country. Import of
scrap was de-canalised by the Government in 1991-92 and MSTC has since then moved on to
marketing ferrous and miscellaneous scrap arising out of steel plants and other industries and
importing Coal, Coke, Petroleum products, semi finished steel products like HR Coils and export
primarily Iron ore. The Company has also established an e-auction portal and undertakes e-
auction of Coal, Diamonds and Steel Scrap and has developed an e- procurement portal in house
MECON LTD.
MECON is one of the leading multi-disciplinary design, engineering, consultancy and
contracting organization in the field of iron & steel, chemicals, refineries & petrochemicals,
power, roads & highways, railways, water management, ports & harbours, gas & oil, pipelines,
non ferrous, mining, general engineering, environmental engineering and other related/
diversified areas with extensive overseas experience. MECON, an ISO: 9001- 2000 accredited
company, registered with World Bank (WB), Asian Development Bank (ADB), European Bank
for Reconstruction and Development (EBRD), African Development Bank (AFDB), and United
Nations Industrial Development Organisation (UNIDO), has wide exposure and infrastructure
for carrying out engineering, consultancy and project management services for mega projects
encompassing architecture & town planning, civil works, structural works, electric, air
conditioning & refrigeration, instrumentation, utilities, material handling & storage,
computerization etc. MECON has collaboration agreements with leading firms from the USA,
Germany, France, Italy, Russia, etc. in various fields. The authorized share capital of the
company is Rs. 10,400 lakh (previous year Rs. 4,100 lakh) against which the paid up capital is
Rs. 10,313.84 lakh (previous year Rs. 4,013.84 lakh). All the shares are held by the Government
of India.
pg. 11
PRIVATE SECTOR
The private sector of the Steel Industry is currently playing an important and dominant role in
production and growth of steel industry in the country. Private sector steel players have
contributed nearly 67% of total steel production of 38.08 million tons to the country during the
period April-December, 2007. The private sector units consist of both major steel producers on
one hand and relatively smaller and medium units such as Sponge iron plants, Mini Blast
Furnace units, Electric Arc Furnaces, Induction Furnaces, Rerolling Mills, Cold-rolling Mills and
Coating units on the other. They not only play an important role in production of primary and
secondary steel, but also contribute substantial value addition in terms of quality, innovation and
cost effective.
pg. 12
acceptance in highly discerning consumer sectors, such as automotive, white goods,
construction, engineering and shipbuilding. Essar Steel Ltd., the Indian Company of Essar Steel
Holdings Limited, is the largest steel producer in western India, with a current capacity of 4.6
MTPA at Hazira, Gujarat, and plans to increase this to 8.5 MTPA. The Indian operations also
include an 8 MTPA beneficiation plant at Bailadilla, Chattisgarh which has world’s largest slurry
pipeline of 267 km to transport beneficiated Iron Slurry to the pellet plant, and an 8 MTPA pellet
complex at Visakhapatnam. The Essar Steel Complex at Hazira in Gujarat, India, houses the
world’s largest gas-based single location sponge iron plant, with a capacity of 4.6 MTPA. The
complex also houses the steel plant and the 1.4 MTPA cold rolling complex. The steel complex
has a complete infrastructure setup, including a captive port, lime plant and oxygen plant. Essar
Steel produces highly customized value-added products catering to a variety of product segments
and is India’s largest exporter of flat products, selling close to half of its production to the highly
demanding US and European markets, and to the growing markets of South East Asia and the
Middle East. The company’s products conform to quality specifications of international quality
certification agencies, like ABS, API, TUV Rhine Land and Lloyd’s Register. Essar Steel is the
first Indian steel company to receive an ISO 9001 and ISO 14001 certification for environment
management practices. During the year 2007-08, Essar was awarded costs ISO/TS 16949 and
OHSAS 18000 certification.
pg. 13
Jindal Steel & Power Limited is one of the fast growing major steel units in the country. The
Raigarh plant of JSPL has a present capacity of 1.37 million tonne per annum (MTPA) sponge
iron plant, 2.40 MTPA Steel Melting Shop (SMS), 1.0 MTPA plant Mill, 2.30 sinter plant, 0.8
MTPA coke oven and a 330 MegaWatt captive power plant. During the year 2006-07, the
company produced 1.19 million tons of sponge iron, 0.8 million tons of various steel products,
0.57 million tons of hot metal and 0.21 million tons of rolled products. The performance of JSPL
during April-October 2007-08 was 0.68 million tons of sponge iron, 0.72 million tons of steel
products (slabs/blooms/billets/rounds), 0.68 million tons of hot metal, 0.27 million tons of rolled
products and 0.11 million tons of plates.
pg. 14
Chapter-2
SAIL: - An Overview
Formation of Hindustan Steel Limited
When the Government of India decided to enter into the field of Iron and Steel
production, it broadly envisaged not to run the firm as a departmental undertaking. Although
initially steel project administration was directly under a Ministry of the Central
Government, Hindustan Steel was formed as a Limited Company, with President of India
owning the shares on behalf of the people of India. Thus Hindustan Steel Limited was set up on
January 19, 1954.
Steel Authority of India Limited (SAIL) through its five integrated steel plants at Bhilai,
Bokaro, Burnpur, Durgapur and Rourkela accounts for major steel production capacity of
India.
Three special steel plants at Bhadravati, Durgapur and Salem produce a wide range of
special steels, special alloy steels and stainless steel.
pg. 16
Today, SAIL is one of the largest corporate entities. Its innate strength lies in its
technologists and professionals and a trained manpower of over 1.34 Lakh including
subsidiary. It had a sales turnover of over Rs. 45,555 crores during 2007-08.
It is a fully integrated iron and steel maker, producing both basic and special steels for
domestic construction, engineering, power, railway, automotive and defense industries
and for sale in export markets.
Ranked amongst the top ten public sector companies in India in terms of turnover.
SAIL manufactures and sells a broad range of steel products, including hot and cold
rolled sheets and coils, galvanized sheets, electrical sheets, structural, railway products,
plates, bars and rods, stainless steel and other alloy steels.
The company has the distinction of being India’s largest producer of iron ore and of
having the country’s second largest mines network. This gives SAIL a competitive
edge in terms of captive availability of iron ore, limestone, and dolomite which are
inputs for steel making.
SAIL's wide range of long and flat steel products is much in demand in the domestic as
well as the international market. This vital responsibility is carried out by SAIL's own
Central Marketing Organisation (CMO) and the International Trade Division. CMO
encompasses a wide network of 34 branch offices and 54 stockyards located in major
cities and towns throughout India.
With technical and managerial expertise and know-how in steel making gained over
four decades, SAIL's Consultancy Division (SAILCON) at New Delhi offers services
and consultancy to clients world-wide.
SAIL has a well-equipped Research and Development Centre for Iron and Steel
(RDCIS) at Ranchi which helps to produce quality steel and develop new technologies
for the steel industry. Besides, SAIL has its own in-house Centre for Engineering and
Technology (CET), Management Training Institute (MTI) and Safety Organisation at
Ranchi. The Environment Management Division and Growth Division of SAIL operate
from their headquarters in Kolkata. Almost all our plants and major units are ISO
Certified.
pg. 17
Vision, Culture And Core Values
Vision
Systems Structure
Culture
Core Values
CORE VALUES
Consistent with Company’s vision, goals and strategies, SAIL adopted the following four
Core Values in 1995:
We do not compromise this value because we believe that this alone can enable us to
Achieve the vision of attaining market leadership.
We believe that developing competence and commitment of our people for enhancing
their contribution, is important for achieving customer satisfaction, and thereby the
Prosperity of the company and the employees.
We believe that consistent and significant profitability must be essential outcome of all
Our activities. This is necessary for modernisation, growth and market leadership
pg. 18
We are committed to harnessing the full potential of all our resources, through creativity,
Continuous improvements and teamwork. We believe that this is important for making
SAIL the best organisation so that our customers, employees and shareholders have a
Sense of pride.
(i) Concern for safety and health of our employees and quality of their work- life
should always guide all our decisions and actions.
(ii) Every manager must communicate core-values both by words and actions
behavioral deviations reflecting non-adherence to Core Values must be
discouraged.
(c) Consistent Profitability
(i) Rated capacity should be considered the minimum benchmark rather than the
maximum limit.
Norms of Behavior
The behavior of everyone should reflect priority to the Core Value of customer
satisfaction in relation to all other Core Values. Since our vision is to achieve market leadership
through customer satisfaction, it is critical to establish and nourish all those behavior, which
we directly or indirectly contribute towards enhancing level of satisfaction of our
customers on a continuing basis.
Major Units
pg. 19
Integrated Steel Plants
• Bhilai Steel Plant (BSP) in Chhattisgarh
• Durgapur Steel Plant (DSP) in West Bengal
• Rourkela Steel Plant (RSP) in Orissa
• Bokaro Steel Plant (BSL) in Jharkhand
• IISCO Steel Plant (ISP) in West Bengal
Subsidiary
• Maharashtra Elektrosmelt Limited (MEL) in Maharashtra
pg. 20
Joint Ventures
CHAPTER-3
SAIL has promoted joint ventures in different areas ranging from power plants to e-commerce.
pg. 21
MEANING OF TRAINING & DEVELOPMENT
(It’s Meaning, Definition)
A planned process to modify attitude, Knowledge or skill behavior through learning experience
to achieve effective performance in an activity or range of activities. Its purpose, in the work
situation is to develop the abilities of the individual and to satisfy the current and future
manpower needs of the organization.
DEVELOPMENT
Definition of Training
pg. 22
“Training is the process by which the attitudes, skills and abilities of employees to perform
specific jobs are increased.”
“Training is an act of increasing the knowledge and skill of an employee for doing a
particular job. Training is a short-term educational process. Training bridges the
difference between job requirements and employees present specification.”
An individual obviously needs training when his or her performance falls short of standards, that
is, when there is performance deficiency. Inadequacy in performance may be due to lack of skills
or knowledge or any other problem. The problem of performance deficiency caused by absence
of skills and knowledge can be remedied by training. Faulty selection, poor job design,
improving quality or some personal problem may also result in poor performance.
Assessment of training needs must also focus on anticipated skills of an employee coping up
with the technology change, increasing variety in challenging tasks in their career path.
Individuals may also require new skills because of possible job transfers. Assessment of training
needs occurs at the group level too. Any change in the organization’s strategy necessitates
pg. 23
training of group of employees. The root of the TNA is the gap analysis. This is an assessment
of the gap between the knowledge, skills and attitudes that the people in the organization
currently possess and the knowledge, skills and attitudes that they require to meet the
organization’s objectives.
OBJECTIVES OF TRAINING
Improve quality –
Trained worker are less likely to make operational mistakes therefore they are able to maintain
the quality of the product.
Increase productivity-
Training can help employee to increase level of performance on their assignment. Increased
human performance directly leads to increased company profit.
Proper training can help to prevent industrial Accidents. Safer environment can lead to more
stable mental attitudes on part of the employees.
Chain of positive reaction can result from a well planned training programmed.
When the need arise organizational vacancies can more easily be staffed from internal sources if
a company initiates mountain an adequate training programmed for both its non supervisory
level and managerial level.
Training programmed seems to give participants a wider awareness and an enlarged skill.
Training and development help employees to have high moral rate and the level of
satisfaction from their job is also high.
Help in assuming high responsibilities and adapt themselves to new job & technologies- it helps
employees to be more skilled in their work so as to handle greater responsibilities and adapt them
to new development technologies being changed.
OBJECTIVES
pg. 25
• To enhance competence of employees for continually
improving the performance of MTI through Training &
Development.
In over four decades of its existence, MTI has played a crucial role in enhancing the managerial
competence of senior executives of SAIL. Known for its contributions towards management
training, consultancy and research, it is one of the finest in-company training institutes in Asia
and the first in the country to have the distinction of receiving ISO 9001 certification in 1994 for
management training and related support services. The institute has the distinction of having won
the coveted Golden Peacock National Quality Award in 1996 in the SME Category. MTI has
also won the National Award for Innovative Training Practices in an All India Competition
organized by Indian Society for Training and Development, New Delhi in 2005.
Profile of Activities
MTI caters to the managerial training needs of corporate cadre executives i.e. Asst. General
Managers to General Managers (E6-E8) of the Company. MTI also facilitates Corporate
Workshops for the Top Management for providing strategic direction to the Company. MTI
organizes customized training programmes and other HR interventions to meet the
developmental needs of senior executives of SAIL.
The Institute also designs and conducts innovative techno-managerial programmes like
Performance Improvement Workshops (PIWs) and Learning from Each Other Workshops (LEO)
that has given direct results on the shop-floor.
pg. 26
Disseminating management knowledge through publications. GROWTH, the quarterly Journal
of MTI and the Annual Case Book are regular publications of MTI. In addition to that Faculty of
MTI have publishes a number of books and papers in national and international journals.
There are many benefits of Training and Development to the organization as well as employee.
We have categorized as under:-
1) Benefits for the organization
2) Benefits for the individual
3) Benefits for personnel and human relation, intra group and internal group relation and
policy implementation
pg. 27
2) Benefits for the individual
I. Helps and individual in making better decision and effective problem solving.
II. Through training and development, motivational variables of recognition achievement,
growth, responsibility and advancement are internalized and operationalised.
III. Aid in encouraging and achieving self–development and self confidence.
IV. Helps a person handle stress, tension, frustration and conflict.
V. Provides information for improving leadership, knowledge, communication skills and
attitudes.
VI. Increases job satisfaction and recognition.
VII. Moves a person towards personal goals while improving interactive skills.
VIII. Satisfies personal needs of a trainee.
IX. Provides the trainee an avenue for growth in his or her future.
XII. Helps a person improve his listening skill, speaking skills also with his writing skills.
3) Benefits for personnel and human relation, intra group and internal group
relation and policy implementation
II. Aid in orientation of new employee and those taking new job through
transfer or promotion.
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:
Start
Staff
No Management
OR
worker cadre
Yes
P.A. will form basis
Staff/Workmen
cadre
of need
HOD responsible for identification
identifying training needs of
its respective dept.
pg. 29
Training need identification
form is filled for each
individual
Finalization of individual
training needs in consultation
Training need
identification form
are collected
Based on the training needs
training plan & calendar for The training
As per plan the trainers
effectiveness and
are identified and
Training plan is feedback of the
internal and external
implemented dept. training is obtained
programs are conducted
wise
Review of the
Individual Ye
training plan done
training needs s End
every six months & satisfied?
corrective action if
The choice of method of training depend upon cost, time available, number of person to be
trained, depth of knowledge required, background of trainees etc.
Lecture
Conferences
Group discussion
Case study
Role playing
Programmed instruction
T-group training
Vestibule Training
This method utilizes equipment which closely resembles the actual ones used in the job.It is
performed in a special area set aside for the purpose and not at the workplace. The emphasis is
placed on learning skills than on production. It is however difficult to duplicate pressures and
realities of actual situations. Even though the kind of tension or pressure may be the same but the
employee knows it is just a technique and not a real situation. Also the employees behave
differently in real situations than in simulations. Also additional investment is required for the
equipment.
It is involved learning from more experienced employee/s. This method may be supplemented
with other off-the-job methods for effectiveness. It is applied in cases of most craft workers,
carpenters, plumbers and mechanics. This approach uses high levels of participation and
facilitates transferability. Coaching is similar to apprenticeships. But it is always handled by a
supervisor and not by the HR department. The person being trained is called understudy. It is
pg. 31
very similar to on the job training method. But in that case, more stress is laid on productivity,
whereas here, the focus is on learning.
In this method skilled workforce is maintained – since the participation, feedback and job
transference is very high. Immediate returns can be expected from training – almost as soon as
the training is over the desired outcomes can be seen in the trainee.
Simulation
It is any equipment or technique that duplicates as nearly as possible the actual conditions
encountered at the job. It is an attempt to create a realistic situation for decision-making. This
method is most widely used in Aeronautical Industry.
It is used primarily to teach workers how to do their present jobs. Majority of the industrial
training is On the Job Training. It is conducted at the work site and in the context of the job.
Often, it is informal, as when experienced worker shows a trainee how to perform tasks. In this
method, the focus of trainer’s focus is on making a good product and not on good training
technique. It has several steps; the trainee first receives an overview of the job, its purpose and
the desired outcomes. The trainer then demonstrates how the job is to be performed and to give
trainee a model to copy, and since a model is given to the trainee, the transferability to the job
isvery high. Then the employee is allowed to mimic the trainer’s example. The trainee repeats
these jobs until the job is mastered.
Lectures
pg. 32
Audio/ Visuals
This is an extension of the lecture method. This method includes slides, OHPs, video Tapes and
Films. They can be used to provide a range of realistic examples of job conditions and situations
in the condensed period of time. It also improves the quality of presentation to a great extent.
Case Study
It is a written description of an actual situation in the business, which provokes the reader to
think and make decisions/ suggestions. The trainees read the case, analyze it and develop
alternative solutions, select the best one and implement it. It is an ideal method to promote
decision making skills. They also provide transference to an extent. They allow participation
through discussion. This is the most effective method of developing problem solving skills.
The method /approach to analysis may not be given importance. Many a times only the result at
the end of the case may be considered and not the line of thinking to approach it. This isa major
disadvantage since case studies must primarily be used to influence or mend the attitude or
thinking of an individual.
This method mainly focuses on emotional (human relation) issues than other ones. The Essence
is on creating a real life situation and have trainees assumed parts of specific personalities
(mostly interchanged roles of boss and subordinate to create empathy for one another). The
consequence is better understanding of issues from the other’s point of view.
Sensitivity Training
It uses small number of trainees usually less than 12 in a group. They meet with a passive trainer
and get an insight into their own behavior and that of others. These meetings have no agenda and
take place away from the workplace. The discussions focus on why participants behave the way
they do and how others perceive them. The objective is to provide the participants with increased
awareness of their own behavior, the perception of others about them and increased
understanding of group process.
pg. 34
CHAPTER-4
REPORT OF THE
RESEARCH
TITLE:
To determine the “Most Effective Method Of Training And Development In Corporates”.
pg. 35
TITLE JUSTIFICATION:
The above title is self explanatory. The study deals mainly with studying the latest trends in the
training and development prevailing in the corporate. It is to analyse the need of most effective
method that can be employed for the training, based on the present scenario while designing a
training module, so that the best can be given to get out the best.
Primary objective
Secondary objective
To find out, whether Training and Development Programs are effective in skill
enhancement or not.
To find out the minimum length of time period while designing a training module.
To find out the frequency for Training and Development Program in corporate.
To find out, whether an In House Training is more beneficial or Out House Training.
This is a limited study which takes into consideration the responses of 50 people. This data can
be explorated to take in the trends across the industry. The significance for the industry lies in
studying these trends that emerge from the study.
Capital Resources are the most crucial resources along with Human Resources so both should be
optimally utilized. The significance of this research lies in the fact that the optimum utilization of
the organization’s Capital may be achieved by implementing the best practices of Training and
Development at a lower cost.
To facilitate and provide all the useful information of the study, the Company, and the Industry
and also provide an in-depth knowledge about the required Training and Development Practices.
RESEARCH METHODOLOGY:
Research methodology is considered as the nerve of the project. Without a proper well-organized
research plan, it is impossible to complete the project and reach to any conclusion. The project
was based on the survey plan. The main objective of survey was to collect appropriate data,
which work as a base for drawing conclusion and getting result.
pg. 37
Therefore, research methodology is the way to systematically solve the research problem.
Research methodology not only talks of the methods but also logic behind the methods used in
the context of a research study and it explains why a particular method has been used in the
preference of the other methods.
RESEARCH DESIGN
NON-PROBABILITY
The research is primarily both exploratory as well as descriptive in nature. The sources of
information are both primary & secondary.
A well-structured questionnaire was prepared and personal interviews were conducted to collect
the Trainee’s s well as Trainer’s perception and behavior, through this questionnaire.
SAMPLING METHODOLOGY
Sampling Technique:
Initially, a rough draft was prepared keeping in mind the objective of the research. A pilot study
was done in order to know the accuracy of the Questionnaire. The final Questionnaire was
arrived only after certain important changes were done. Thus my sampling came out to be
judgmental and convenient.
Sampling Unit:
The respondents who were asked to fill out questionnaires are the sampling units. These
comprise of employees of MNCs, Govt. Employees, and Self Employed etc.
Sample size:
The sample size was restricted to only 50 which comprised of mainly peoples working in
different Public & Private Corporate due to time constraints.
pg. 38
Sampling Area :
The Regions of research are Delhi and Noida.
1. The research is confined to a certain parts of Delhi and NCR and does not necessarily
2. Some respondents were reluctant to divulge personal information which can affect the
3. In a rapidly changing industry, analysis on one day or in one segment can change very
quickly. The environmental changes are vital to be considered in order to assimilate the
findings.
pg. 39
CHAPTER-5
ANALYSIS AND
FINDINGS
pg. 40
A series of questionnaire on Training and Development was filled by
employees of different Organizations. These employees are basically middle
level and senior level employees. Along with on the basis of interviews held,
the following pie charts and graphs have been prepared.
It has been found that majority of organizations have organized some form of
Training and Development program for their employees and almost 88% of
our respondents (i.e. 44 out of 50) have underwent some Training program.
pg. 41
While interviewing my respondents, I found that majority of them agree to
the fact that Training and Development programs are very much necessary
for Individual Performance Enhancement. However a very few of the
respondents are under the opinion that Training & Development programs
are not at all necessary for Individuals Performance enhancement.
pg. 42
However when the respondents were asked that how frequently the Training
programs should be organized, almost 50% of them said that organizing the
pg. 43
Training program 2 or 3 times in a year is the best option that an
organization can have.
pg. 44
The respondents know the importance of Training programs and believe that
training is required in all cases whether it is a case of new appointment or
promotion or of job rotation.
pg. 45
However the respondents are also under the opinion that for skill
development , it is Experience which is more beneficial than Training
Programs. They know that Nothing can beat the knowledge and skills gained
through Years of Experience.
pg. 46
Usual methods of Training and Development used in your
organization
pg. 47
Infact about 84% of the respondents agree that On the Job Training is the
most effective method for one’s training and skill development.
pg. 48
Vestibule Training, i.e., providing training by artificially designing the work
environment was not found as a very good method for Training and
Development. Almost 50% of the respondents agree with it and around same
percentage of respondents disagree.
pg. 49
68% of the respondents agree that Job Rotation is one of the best methods
to horn one’s skills. Infact, Job Rotation, helps an employee to understand
the overall functioning of an organization.
pg. 50
Lectures and Seminars can be used occasionlly, only on certain instances. In
actual practise it depends on the job and the type of training that it requires.
pg. 51
Simulation Training Technique (Generating Hypothetical situation of the
Business World) is a great tool in context of enhancing Decision Making
Skills. The technique is widely practised.
pg. 52
An In House Training Program is always more helpful as compared to a
Training program designed by a third party (Out House Training). Majority of
the respondents agree to it.
pg. 53
Use of Audio or Visual Aids can make a Training Program more effective. It is
very well known that our brain can better imbibe those things that we see or
listen.
pg. 54
Respondents are aware of the importance of Training Programs and think
that training programs should happen on a continuous basis. Although
training programs are a time consuming activity but are necessary for
employees’ growth and development. In the long run, these training
programs are helpful for the overall growth of an organization.
pg. 55
The length of any Training & Development Program should be as per
requirement. There can be no ideal duration of a training program. It
pg. 56
depends on the type of job for which training is to be provided and on the
level of employees for whom training is to be arranged.
pg. 57
On the Job Training emerged as the most suitable method for designing a
training module. Apart from it, organizing Training workshops is also a good
option for the purpose.
pg. 58
32 out of 50 respondents have attended either a Seminar or a Lecture on
Personality Development.
pg. 59
Of the respondents who have attended some Seminar or Lecture on
Personlity Development, 13 of them found it to be useful to some extent; 10
of them found it of no use; 7 said that it was very useful in improving their
skills and 2 of them were unable to decide if it actually helped them or not.
FINDINGS
• On the Job training is the most effective method for Training &
Development.
• 50% of the respondents are under the opinion that Training &
Development should be organized 2-3 times in a year.
pg. 62
BIBLIOGRAPHY
REFERENCES
www.sail.co.in
www.google.co.in
www.wikipedia.com
HR Manual , SAIL
http://steel.nic.in
pg. 63
ANNEXURE
PERFORMANCE APPRAISAL
Student’s name : Programme:
You are requested to provide your opinion on the following parameters.
Outstanding Good Satisfactory Unsatisfactory
A B C D
pg. 64
7. Creativity and ability to innovate with respect to work
methods and procedures
8. Ability to grasp new things
9. Presentation skills
10. Documentation skills
11. Sense of Responsibility
12. Acceptability ( patience , pleasing manners, the ability to
instill trust, etc.)
13. His / her ability and willingness to put in hard work
14. Punctuality
15. In what ways do you consider the student to be valuable to
the organization?
(a) Qualification
(b) Skills and Abilities
(c) Activities /Roles performed
Assessor’s Name :
Designation:
Organization name and address:
Email id:
Contact No.:
QUESTIONNAIRE
1. Have you ever underwent any training and development program,
organized by your organization
(a)Yes (b) No
7. On the Job Training (Along with work) is most effective way for Training
and Skill Development:
(a)Strongly Agree (b) Agree
pg. 66
8. If Training is provided by artificially designing the work environment in
the organization, then it will be more beneficial to trainee as well as
other staff as they will not get suffer(Vestibule Training):
(a)Strongly Agree (b) Agree
9. Job rotation is one of the best practice for Training, Knowledge and Skill
Development:
(a)Strongly Agree (b) Agree
pg. 67
14. Training and Development should be a continuous process or it is
required during new recruitment only:
(a)Should be a continuous process (b) Time Consuming
Activity
pg. 68
………………………………………………………………………………………………………
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pg. 69