A PROJECT REPORT ON

TRAINING & DEVELOPMENT PROCEDURE AT

JUBILANT ORGANOSYS LIMITED

Table of Contents

Page no:-

Acknowledgement Preface: Declaration List of Appendixes List of abbreviations 1. Introduction Company profile 1.1 Jubilant corporation 1.1.1 Jubilant Organosys 1.1.2 Corporate Overview 1.1.3 Jubilant History 1.1.4 Executive Summary 12-14 15-16 1 2

3-6

7- 11

1.1.5 Manufacturing facilities 1.1.6 Jubilant Organosys at Gajraula 1.1.7 Product Profile 1.1.8 H.R perspective 1.1.9 Awards & Certification 1.1.10 sectorial problem and its background. 1.2 Rationale for the study. 1.3 Literature survey

17 18 19-21 22 23-24 25-26 27-28 29-51

1.3 Research methodology .

54-55

1.4 Problem Formulation

56

2.Training And Development procedure at JOL 3. project Results 3.1 Results and conclusions 3.2 Limitation of T&D at JOL

57-65

76-77 79

4.Recommendation and Suggestions. 5.References 6. Appendices

80-81 82 83-103

Acknowledgement

I hereby take the opportunity to express our profound sense of reverence and gratitude to all of them who helped us in successful completion of the project. I sincerely thank Mr. J.L Gupta HOD HR Jubilant Organosys Ltd. Under whose guidance and support the project was successfully completed .

With the cooperation of the entire HR team at the Gajraula plant the work on the Given project was made a remarkable learning experience .I would also like to extend my words of thank to the entire team comprising Mr Akhil Saxena{Manager), Mr Ankush Pandita(Deputy Manager) , Varun Kumar (Deputy Manager),Manoj Sharma(Deputy Manager), Mr.Pawan Jain & Mr Rajkumar Singh..

Taking reviews and valuable suggestions from faculty of IIMT Meerut the work has come out in the given form.

Rashmi Sharma

PREFACE
Management Training has gain rapid and tremendous importance over the past few year Management was previously considered as a inborn art or talent , but in today s fast developing world , this has been modified . I undertook eight weeks (Starting from 6th June ,2007 to 6th Aug,2007) summer training in JUBILANT ORGANOSYS LTD, GAJRAULA as an essential and obligatory part of MBA program of IIMT, Meerut.

The report embodies the result of the project. I deem it as a matter of great fortune to get summer training at such a highly reputed Company.

DECLARATION

I Rashmi Sharma student of the M.B.A 3rd sem , from IIMT Management College , Meerut affiliated to U.P Technical University , Lucknow here by declare that all the information , facts , finding furnished are based on my indigenous work and are original in nature. This information is used for academic purpose only. Any resemblance for the existing work is purely coincidental.

Date:

Signature

Place:

List of abbrebreviation

HOD: Head of the Department TNI: Training needs Identification JR: Job responsibility SI: Shift Incharge ISO: International standard organization SIC: Section Incharge 9A: Assistant Manager 10A :Deputy manager 11A: Manager

12A: Deputy general manager

List of Appendixes

1. Copy of questionnaire

2. Job responsibilities of Quality assurance department

3. List of the suggested training programs of 2006-07

4. Sample TNI

5. Training calendar format

6. Outhouse Training Form

7. Attendence sheet format

8. Feedback form

9. Training evaluation Form

COMPANY PROFILE

VISION OF THE COMPANY

PROMISE OF THE COMPANY

OUR VALUES

We will carefully select, train and develop our people to be creative, empower them to take decisions, so that they respond to all customers with agility, confidence and teamwork

We stretch ourselves to be cost effective and efficient in all aspects of our operations and focus on
f d

to create and provide the best value to our customers

l a e l

w i

l v

e e

s r

s y

By sharing our knowledge and With utmost care for the learning from each other and from e n v i r o n m e n t s a f e t y , we the markets we serve, we will a n d continue to surprise our customers will always strive to excel in the quality of our processes, our products with and our services i n n o v a t i v e solutions

COMPANIES UNDER THE FLAGSHIP OF JUBILANT

About Jubilant Organosys

Jubilant Organosys is the largest specialty chemicals company in India and a leading

manufacturer of select APIs &life science chemicals , agri products.The companys range of speciality chemicals is used by diverse industry like pharmaceuticals, agrochemicals, textile , construction , food& beverages and paper & packaging .Jubilant Organosys has four manufacturing locations in India situated at Gajraula (in Uttar Pradesh), Nanjangud (in Karnataka), Nira (in Maharashtra) and Samlaya (in Gujarat). The Company also has a US FDA approved manufacturing facility for dosage forms in Maryland, USA. The Indian

cGMP compliant facility for manufacturing finished dosage forms in Roorkee, Uttarakhand is operational and readying to undergo inspection by USFDA, UKMHRA and other regulatory bodies.The company is the largest exporter of speciality chemicals from India.

Vam Organic chemicals changed its name to Jubilant Organosys along with its logo and company colours in a massive re-branding exercise undertaken in the last quarters of 2001.

The name change celebrates a strong move up the value chain from being in projected there earlier emphasis on commodity chemicals. The new name , Jubilant Organosys , reflects the

companys current and future direction with the added consumer promise of Making science work for you, since many chemicals manufactured and marketed by jubilant Organosys are now used in a host of consumer products.

Jubilant symbolizes positivity , dynamism , triumph and joy , all of which guide and shape the company s collative experiences and efforts . Organosys suggests life and Nature. sys embodies the companys emphasis on systems , synthesis and science. The combination powerfully positions the new name to reflecting the companys Science active approach that seeks to continuously apply scientific knowledge to enrich the quality of life

.The name change to Jubilant Organosys celebrates real shifts in strategy lead by R&D and implemented over the last five years. Jubilant Organosys has world class ISO 9001 certified plants at Gajraula, near Delhi, Nira near Pune and samalaya near Vadodara..The G.ajraula plant has already implemented ISO14001.

The Jubilant logo is a bird in flight designed to communicate the joy and freedom of life . In addition , the general perception was that Vam Organic was only in theAlcohol based Industry and relatively few people knew that it was only the flagship of a large and diversified group , which has interests,in chemicals and biotechnology, foods and ventures. It

was , therefore, decided to create a new group identity called Jubilant corporation to focus and establish common corporate values across different businesses with the promise of, namely, Caring , Sharing and Growing together.

Apart from Jubilant Organosys ,the other companies that companies under the umbrella of jubilant Corporation are Jubilant biosys , Network programs, Digital Talkies, Dominos Pizza , Hot Breads , Food express Stores , Jubilant Enpro, Geo Enpro Petroleum, Dyno- Enpro oilfield Chemicals and AIA capital.The jubilant bird will also be used as the group logo for all the sectors of the newly named Jubilant Corporation.

CORPORATE OVERVIEW
Jubilant Organosys limited is the largest Speciality Chemicals company in India and the

leading manufacturer of acetyl products and Pyridine derivatives, fine chemicals, animal feed, additives and other biochemicals. .The company is amongst the global leaders in the manufacture and development of Pyridines and Pyridine derivatives , fine chemicals, animal feed, additives and other chemicals. The company is amongst the global leaders in the manufactureb and developmentr of Pyridines and Pyridine derivatives.The meaning of

Organosys derives from an amalgamation of organic i.e life and nature and nature and sys i.e systems , synthesis and science.This combination makes us a powerful company that is positioned as science active , as we move up the value chain by focusing on research based knowledge industries.

Jubilant Organosys limited is a part of Jubilant corporation .This parent company has a interest in the Chemicals, Information & technology, Foods and Ventures business. In keeping with the positioning as ScienceActive, Jubilant Organosys has also invested in the Bioinformatics and Chemoinformatics sectors through an associate company called Jubilant Biosys based in Bangalore, India.

The revenues of Jubilant Organosys limited are over Rs . 900crores(approx. $180 million).The corporate headquarter is at Noida (near Delhi). An international subsidiary in USA and a marketing office in China support the company . Its Science Active quality products are relied upon by global customers in more than 50 countries.

This global reach is supported by an Enterprises Resource Package( ERP ) , which has been implemented at all our manufacturing plants , headquarters , sales office s and within business processes including manufacturing, material resource planning and transportation. This initiative has resulted in speedier decision making thereby enabling higher responsiveness in servicing customers.

JUBILANT HISTORY

2005

Acquires Target Research Associates, Inc., renamed Clinsys Inc.; a US based Clinical Research Organisation (CRO)

Acquires Trinity Laboratories, Inc. and its wholly owned subsidiary, Trigen Laboratories, Inc., renamed Jubilant Pharmaceuticals, Inc., a generic pharmaceutical company in USA having a US FDA approved formulations manufacturing facility. Enters clinical research business by setting up wholly owned subsidiary Jubilant Clinsys Ltd.

2004

Sets up medicinal chemistry services business through wholly owned subsidiary Jubilant Chemsys Ltd.

Enters formulations and regulatory affairs businesses by acquiring Pharmaceuticals Services Incorporated, N.V. and PSI Supply N.V., the pharmaceutical companies in Europe

2003 Sets up a new state-of-the-art Research & Development Centre in Noida, near New Delhi equipped with all latest scientific instruments

2002 Acquires the Active Pharmaceutical Ingredients business

2001 New corporate identity: Jubilant Organosys Ltd. reflecting changed corporate and business profile

2000 Enters the Bio / chemo informatics arena by setting up Jubilant Biosys Ltd.

1998 Enters high value-added Pyridine derivates. Commissions Pyridine HBR and Cyano Pyridine plants. Forms marketing subsidiary in the USA.

Acquires acetyl plant in western India

1997 Commissions first Multi-purpose fine chemicals plant. Plant for food polymer commissioned

1995 Gets ISO 9001 certification

1990 Commissions Pyridine & Picoline plant

1988 Launches its first branded product: Vamicol, an adhesive product.

1987

Introduces new products in Performance Chemicals segments: Poly vinyl acetate emulsion for paint, textile, paper & packaging and woodworking industry.

1985 Research & Development center gets recognition from Government of India

1983

Commercial production of Vinyl Acetate Monomer (VAM).

1981

Initial Public Offering. Listing on leading stock exchanges of India.

1978 Incorporated as Vam Organic Chemicals Ltd.

EXECUTIVE SUMMARY

Shyam
C M D

Bhartia
&

Hari

Bhartia

h a i r m a n a n a g i n g i r e c t o r

Co-Chairman & Managing Director

Dr.
E D P L S

M
e t

Khanna
& -

S
E e D C s x i h e r e

N
c e m u c i t c t i o a

Singh
v r l

x e c u t i v i r e c t o r r e s i d e n i f e c i e n c e s

S
E D M g C x e c u t i v e i r e c t o r a n u f a c t u & S u p h a i n

Bang
n y

Ajay D i r e c t o r

Relan

r p

i l

Abhay
D i r e c t o r

Havaldar

Bodhishwar
D i r e c t o r

Rai

Arabinda
D i r e c t o r

Ray

Dr.
D i r

Naresh
e c t o

Trehan
r

Surendra
D i r e c t o r

Singh

H
D i r e

K
c t o

Khan
r

MANUFACTURING FACILITIES

The Company has vertically integrated manufacturing facilities for its range of Custom Research and Manufacturing Services, APIs, Dosage Forms, Industrial Products and Performance Polymers businesses.

Jubilant Organosys has four manufacturing locations in India situated at Gajraula (in Uttar Pradesh), Nanjangud (in Karnataka), Nira (in Maharashtra) and Samlaya (in Gujarat). The Company also has a US FDA approved manufacturing facility for dosage forms in Maryland, USA.

JUBILANT ORGANOSYS AT GAJRAULA

Area :

1,520,000 sq. mtrs. ISO 9000 ISO 14001 OHSAS 18000

Certifications :

No. of employees :1037 employees which includes 632 executive and 405 workers

and about 2048 contract

Workers.

PRODUCT PROFILE
Products manufactured

Advance Intermediates and Fine Chemicals Facilities

Kilo Lab for grams to kilograms with reactor size of 20 to 3,500 Pilot Plant for kilograms to tones with reactor size of 1to 3 12,500 Commercial scale plants for kilograms to tones with volume of 210 KL.

630 lts. and total volume of lts.

KL and total volume of lts.

reactor size of 2 to 15 KL and total

Acetyls that include Acetic Acid, Acetic Anhydride and Ethyl Single Super Phosphate Organic Manure

Acetate

Application Polymers for coating, textile and paper / Consumer Products for woodworking industry

packaging industry industry

Speciality gases for beverages, engineering and healthcare

The gajraula plant is Jubilants largest manufacturing location. This Plant is the leading manufacturer - worldwide - in distinct product segments including selective APIs, Pyridine and its derivatives, Solid Polyvinyl Acetate, Vinyl Pyridine Latex and Organic intermediates such as Ethyl Acetate, Acetic Anhydride and Acetaldehyde.It ranks second in ,the production of Pyridine and its derivatives in the world.

The product line consist of:

Pyridine and its derivatives

1) Lutidines

2) Collidines

3) Pyridine Salts

4) Carboxylates& Salts

5) Aminopyridines

6) Piperidines

Food polymer- Solid PVA

Performance Chemicals
1. Coatings 2. woodworking 3. Industrial adhesives 4. Textile chemicals 5. Specialty gases

Agri products
1. SSP

2. Organic manure

The HR Perspective

The HR policies of the company are rated very highly and was also awarded the best HR practices Award.

The PREAMBLE very clearly states : Our philosophy affirms our belief that people are the organisations major assets , and that together they will sustain Jubilant as an Institution with vitality and perpetuity. This consequent human resource Philosophy Articulates our beliefs and principles to guide our Human Resource management processes.

The Philosophy 1. Empowersand energize Employees.( Inspire confidence) 2. Encourage Internal Employee Growth.(Always stretch) 3. Hire Skills.(Sharing knowledge) 4. Measure Talent & Skills.( excellent Quality)

AWARDS AND CERTIFICATIONS

At Jubilant Corporation, the business path aims to lead us to achieving excellent quality. 'With utmost care for the environment and safety, they will always strive to excel in the quality of their processes, products and services.' This commitment has borne fruit in the certifications that they have got by streamlining processes both at the manufacturing sites as well in their business processes. they are proud to say that their effort has

not gone unnoticed.

Jubilant Organosys
Sl. Award 1 Awarded By Year 2004 Six Sigma award in all India CII CII convention Greentech Safety Award Greentech foundation

2004

Best managed manufacturing FAI FAI plant for SSP Best HR practices award

2003

Center for 2004 International Business ICMA 2004

P C Acharya award

Network Programs
Sl. Award 1 Awarded By Year

Awarded SEI-CMM Level 5 for KPMG mature software development processes and efficient management practices

Domino's Pizza India Ltd. Sl. Award 1 Awarded By Year 2001

Market Growth Achievement Award Domino's for opening the 100th Store Pizza International

Agency of Change in the world of Rabo India 2000 food service in India Finance Market Growth Achievement Award Domino's for Outstanding Achievement of Pizza successfully opening 35 stores International 2000

Market Growth Achievement Award Domino's for 94.59% store growth Pizza International European Region Market Growth Domino's Achievement Award for opening 35 Pizza Stores International Distinguished Achievement Award International Franchisees Association

2000

2000

1998

Market Growth Achievement Award Domino's for opening 9 Stores Pizza International Market Growth Achievement Award Domino's in Asia & Australia for Pizza International 52.94% store growth

1998

1998

Market Growth Achievement Award Domino's in Asia for 240% store growth Pizza International

1997

10 Market Growth Achievement Award Domino's in Asia for 240% store growth Pizza International

1997

Sectoral Problem and its background

Jubilant Organosys is a rapid growing company , which is foraying into new areas of the pharmaceutical and fine chemicals. Because of the new development taking in the chemical industry and new standard of quality and manpower required ; in the company s plant at

Gajraula is embarking on new initiative such as Disha which is the base of the new PMS System at JOL.

It incorporates Six sigma , Five S, TPM , TQM Zero discharge etc and implementing new employee friendly policies.

The Onus is on the implementation of the new policies and living up to ther new standard of quality by the employees. JOL considers employees to be the most critical element of its success and growth .In order to cater to emerging ventures that JOL is embarking upon it has to develop new competencies in the employees which could be done through a systematic and well defined process of Training& development.the training is necessary not only for developing the new skills but also to honour the existing knowledge, skills and abilities of the employees. Presently the training and development function is carried out by assessing the training needs of the employees through recommendations from their respective head of the departments as suggested in their performance appraisal forms.

This method of assessing the training needs was subjective and did not necessarily aimed at developing the necessary skills required to perform the job well with respect to the JR. Besides the process had to be carried out later during the year from the month of June onwards when thwe heads of the various departments fills the performance Appraisal forms. This had lead to delay in drafting of the final calendar of the training because of which all the employees were not able to get their stipulated training because of which all the employees were not able to get their stipulated training because of the work shift constraint .

Here their exist a need to design a training calendar for the employees earlier during the year

which was not only takes into account the recommendations of the head of the departments but also the JR as stated in the ISO document.

The project aims at fulfilling this existing need so as to Identify what are the behavioral , technical, safety and quality related training program needed to be undertaken by the employees for honouring their existing skills . Development of the new competencies to perform better at their jobs coupled with designing of the training calendar which could be executed in an effective manner according to the culture and work practices of the company.

Rationale for the Study and the benefits of doing this study

The rationale for the study was to identify the training needs of the employees through analysis of their JR and recommendation from their HOD and to monitor the training procedure followed in JOL so as to develop in them the competencies needed to perform

better technically but also for their behavior and personality development depending on the their position.

Benefits from the study

A. To the organization 1. Identification of training needs of the employees through the job 2. responsibilities of their positions and recommendations from their HOD 3. Designing the training calendar which could be executed in a systematic and well defined manner as per the work culture of the company. 4. Increase in the workers productivity through fulfillment of their technical training needs .

5. Improvement in the employee behaviour and work ethics through behavioural training programs.

6. Improvement in the workers behaviour and participation in the Disha initiatives of the company and quality related program.

B.To the Student: 1.Importance of the JR in deciding on the training neded by the employees to develop the competencies required to perform effectively at the job.

2.Ways through which training could help to bring about a change in worker behaviour and work practices. 3.Importance of the training & development in imparting skills to the

employees to improve their productivity.

LITERATURE SURVEY

Training and Development

Training: An Introduction

In the present industrial era, it is necessary to raise the skill levels and increase the versatility and adoptability of employees. Inadequate job performance a decline in productivity or changes resulting out of job redesigning or a technological break through require some type of training and development efforts.

As the jobs become more complex, the importance of employee development also increases in a rapidly changing society. Employee training and development is not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable and knowledgeable work force. Thus it shows that training and development has been becoming more and more important par of any industrial undertaking. Moreover management ability does not come automatically. It comes slowly and gradually from training experience and growth, since the days of the early Management pioneers, training has been recognized as vital and legitimate area of corporate concern.

Definition of Training :-

Following are some of the major definitions given by various scholars: According to Flippo, Training is the act of increasing the knowledge and skill of an employee for doing a particular job. According to Jucius, The term training is used to indicate only a process, by which

the aptitudes, skills and abilities of the employees to perform specific jobs are increased.

Characteristics or Nature of Training

On the basis of different given by various scholars and on the basis of general knowledge the
following facts can be presented about the nature or training and its characteristics:

Expense on Training is investment and not wastage:

The most important characteristics of training is that expenditure incurred on it is investment and not wastage. In other words the expenses on training of employees will be a recurring advantage for the enterprises for a long run, which will be in the form of an increased efficiency of the employees.

It relates to special jobs: The purpose of training is not to increase the general knowledge of the employees but to make them proficient or skillful in a special job.

It is beneficial both to the organization and the employees: Training is a process which benefits both the organization and the employees . on the one hand ,the dream of the enterprise to have more production is fulfilled , and on the other hand , because of increased proficiency the employee get better remuneration by

increasing production in less time. Because of a decrease in the numbers of accidents their life is also safe and secured.

Training is a continuous process

Training is not a process which can give all the knowledge to an employee regarding a particular work for all time to come.Whenever some new procedure, and new technology are adopted in the enterprise, training becomes imperative . Difference between Training and Development

Basis
Meant for Focus Scope Goal Initiated by Content Time- frame

Training Operatives Current job Individual employee Fix current skill deficit Management Specific job information Immediate

Development Executives Current and future jobs Work group or organization Prepare for future demands The Individual work

related General Knowledge Long term

IMPORTANCE

BENEFITS TO THE BUSINESS

BENEFITS TO THE EMPLOYEES

Trained worker works more efficiently

Training makes an employee more useful

to a firm. Hence he will find employment more easily. They use machines tools, materials in a Makes employees more efficient and properly is thus eliminated to a large effective. extent. Fewer accidents. Trained worker need not Training enables employees to secure be put under close supervision, as they promotions easily. know how to handle operations properly. Training makes employees more loyal to It can enable employees to cope up with an organization. They will less in client to organizational social & technological leave the unit where there is growth changes. opportunity.

Need for Training

Training is needed to serve the following purposes:.

Newly recruited employees require training so as to perform their tasks

effectively. Training is necessary to prepare existing employees for high level jobs.

Existing employees require refresher training so as to keep abreast of the latest

developments in job operations. In the face of rapid technological changes, this is an absolute necessity.

Training is necessary to make employees mobile and versatile.

Training is needed to bridge the gap between what the employees have and what

the job demands. Training is needed to make employees more productive and useful in long run.

Function of Training & Development

1 Maintenance function maintaining overall employee performance by making every one knows how to do their job.

sure

2.Motivational function confidence is increase by training, with a corresponding increase in motivation.

3.Socialization function sends messages about priorities, values, and norms of an organization to the employees through the structure and content of training programs, the job goals and procedures emphasis and the attitude and skills of the people doing the training.

LEGAL ASPECT OF TRAINING

Various laws apply training program design & implementation .For example: Employer may unknowingly violate laws by training and development relatively few women or minorties or perhaps the reading level of the training manuals is too aptitude for the jobs they are being trained

for we may eventually have to show that our training admission process is valid that it predicts performance in the training program or on the job.

Negligent Training is another legal hazard. Negligent training occurs when an employer fails to train adequately & the employee subsequently harms a third party .This is particularly a problem when the business is aimed at serving the public. Precautions to take include these:

1. Confirm the claims of skill& experience for all the applications. 2. Extensively train employees who work with dangerous process. equipment, materials or

3. Ensure that the training includes procedure to project third parties health & safety (including those of the employees) 4. Evaluate the training activity to determine its effectiveness in reducing negligence risks.

TRAINING AND LEARNING

Training is essentially a learning process & studies that show there are several things we can do to improve learning.

Make learning meaningful- it is usually easier for training to understand and remember material that are meaningful. Hence:-

1. At the start of training.providing a bird eye view of the material to 2. be presented helps in knowing the overall picture and hence facilitates learning. 3. Use a variety of familiar examples. 4. Organise the information so one can present it logically& in meaningful terms 5. Use terms and concepts that are already familiar to trainees. 6. Use as many visual aids as possible.

Make skill transfer Easy-make easy to transfer new skills& behaviour from the training site to the job size:1. Maximise the similarity between the training situation&the 2. work situation 3. provide adequate practices. 4. Directs the trainees attention to the important aspects of the job. Eg:-If we are training customers service representative how to handle incoming calls first then explain the different type of calls they will encounter &how to recognize such calls. 5. provide heads up,preparatory information Eg:-Trainees to become first line supervisors often have to bear high workload&difficult sub ordinates ,so to provide them with such information mentally prepare them to face such problems and come out successfully.

TYPES OF TRAINING Training is required for several purposes. Accordingly, training programmes may be of following types: Orientation Training. Induction or orientation training seeks to adjust

newly appointed employees to the work environment. Induction training creates self confidence in the employees. It is also known as pre job training. It is brief and informative. Job Training. It refers to the training provided with a view to increase the knowledge and skills of an employee for improving performance on thejob. Such training helps to reduce accidents, waste and inefficiency in the performance of the job. Safety Training. Training provided to minimize accidents and damage to machinery is known as safety training. It involves instruction in the use of safety devices and in safety consciousness. Promotional Training. It involves training of existing employees to enable them to perform higher-level jobs. Employees with potential are selected and they are given training before their promotion, so that they do not find it difficult to shoulder the higher responsibilities of the new positions to which they are promoted. Refresher Training. When existing techniques become obsolete due to the development of better techniques, employees have to be trained in the use of new methods and techniques. Refresher training is designed to revive and refresh the knowledge and to update the skills of the existing employees. Remedial Training. Such training is arranged to overcome the shortcomings in the behaviour and performance of old employees. Training Methods Training method can be classified by the location of instruction . It may be divided into two

Types :-

I. On the Job Training II. Off the Job Training

ON THE JOB TRAINING : It is provided when the workers are taught relevant knowledge, skills and abilities at the actual workplace. The widely used training methods are listed below.

1. Job Instruction Training

The JIT methods is a four step instructional process involving preparation, presentation, performance try out and follow up. It is used generally to teach workers how to do their current jobs.The four steps followed in the JIT methods are: The trainee receives an overview of the job , its purposes and its desired

outcomes , with a clear focus on the relevance of training.

The trainer demonstrates the job in order to give the employees a model to

copy . The trainer shows aright way to handle the job.

Next, the employee is permitted to copy the trainer way. Demonstrations by

the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the job.

Finally , the employees does the job independently without supervision.

2. Coaching.

Coaching is a kind of daily training and feedback given to employees by immediate supervisors. It involves a continuous process of learning by doing. It may be as an informal, unplanned training and development activity provided by supervisors and peers. In coaching, the supervisor explain things and answers questions, he throws light on why things are done the way they are, he offers a model for trainee to copy; conducts lot of decision making meetings with trainees; procedures are agreed upon and the trainee is given enough authority to make divisions and even commit mistakes.

3. Mentoring

Mentoring is the process of shaping competencies or behaviors by providing feedback, usually to subordinates or even peers, about how to achieve the best in life.

Mentoring is relationship in which senior manager in organization assumes responsibility for grooming a junior person. Generally, technical, interpersonal & political skills are conveyed in such a relationship from a more experienced person.

Objective: 1. To help identify Mentors who can train the next generation Trainees, to align and move into the organization, thus building a talent pool in the years to come. 2. To help in institutionalizing a Mentoring system which would help nurture high potential individuals and put them on a faster learning curve.

3. Start an initiative that would bring a different culture and space for the future managers.

Methodology:

Phase 1 Identifying Mentors

1. 2. 3. 4.

Identify prospective Mentors Identify the Critical Competencies required for being a mentor. Map the competencies of the Mentors. Identify Individuals who have maturity to become Mentors.

Phase 2 Training the Mentor. 1. Train the Mentors on the key aspects of mentoring and process that aid in institutionalizing mentoring as a system. 2. A three-day Role and Identity Lab: This would be designed to build up the energy required and the commitment to the process. Each individual would need to find a context , which would sustain the role that he is required to play.

Phase 3 Mentee Training A two-day workshop for all Mentees 1. To lay a context for the mentees and understand of the role that he is required to play. 2. Create a context to understand the style and the best fit for the Mentor - Mentee Match

1.1.1 APPRENTICESHIP TRAINING.

Apprenticeship training dates back to the Middle Ages, when skilled craftsmen passed on their knowledge to others as a way of preserving the guilds. Today, apprenticeship programs are partnerships between labor unions, employers, schools, and the government. They are most often found in the skilled trades and professional unions such as boiler engineers, electrical workers, pipe fitters, and carpenters. The typical apprenticeship program requires two years of on-the-job experience and about 180 hours of classroom instruction, though requirements vary. An apprentice must be able to demonstrate mastery of all required skills and knowledge before being allowed to graduate to journeyman status. This is documented through testing and certification processes. Journeymen provide the on-the-job training, while adult education centers and community colleges typically provide the classroom

training. Formal apprenticeship programs are regulated by governmental agencies that also set standards and provide services

Off the job Training

1.2 SIMULATIONS
Simulations are designed to mimic the processes, events, and circumstances of the trainee's job. Equipment simulators, business games, in-basket exercises, case studies, role playing, and behavior modeling, are types of simulations.

1.2.1 EQUIPMENT SIMULATORS.

Equipment simulators are mechanical devices that incorporate the same procedures, movements and/or decision processes that trainees must use with equipment back on the job. Among those trained with this method are airline pilots, air traffic controllers, military personnel, drivers, maintenance workers, telephone operators, navigators, and engineers. To be effective the simulator and how it is used must replicate, as closely as possible, the physical and psychological (time pressures, conflicting demands, etc.) aspects of the job site. To facilitate this, the equipment operators and their supervisors should be involved in the simulation design and pre-testing. This reduces potential resistance to the training and, more importantly, increases the degree of fidelity between the simulation and the work setting.

1.2.2 BUSINESS GAMES.

Business games attempt to reflect the way an industry, company, or functional area operates.

They also reflect a set of relationships, rules, and principles derived from appropriate theory (e.g., economics, organizational behavior, etc.). Many business games represent the total organization, but some focus on the functional responsibilities of particular positions within an organization (e.g., marketing director, human resource manager). These are called

Functional simulations. Games that simulate entire companies or industries provide a far better understanding of the big picture. They allow trainees to see how their decisions and actions influence not only their immediate target but also areas that are related to that target. Prior to starting the game trainees are given information describing a situation and the rules for playing the game. They are then asked to play the game, usually being asked to make decisions about what to do given certain information. The trainees are then provided with feedback about the results of their decisions, and asked to make another decision. This process continues until some predefined state of the organization exists or a specified number of trials have been completed. For example, if the focus is on the financial state of a company, the game might end when the company has reached a specified profitability level or when the company must declare bankruptcy. Business games involve an element of competition, either against other players or against the game itself. In using them, the trainer must be careful to ensure that the learning points are the focus, rather than the competition.

1.2.3 IN-BASKET TECHNIQUE.

The in-basket technique simulates the type of decisions that would typically be handled in a particular position such as a sales manager or operations manager. It affords an opportunity to assess and/or develop decision-making skills and attitudes. To begin the exercise, trainees are given a description of their role (a current or future job) and general information about

the situation. Trainees are then given a packet of materials (such as requests, complaints, memos, messages, and reports) which make up the in-basket. They are asked to respond to the materials within a particular time period (usually 2 to 4 hours). When the in-basket is

completed, the trainer asks the trainee to identify the processes used in responding to the information and to discuss their appropriateness. The trainer provides feedback, reinforcing appropriate decisions and processes or asking the trainee to develop alternatives. A variation is to have trainees discuss their processes in a group format moderated by the trainer. Here the trainer should attempt to get the trainees to discover what worked well, what didn't and why. 1.2.4 CASE STUDY.

Case studies are most often used to simulate strategic decision-making situations, rather than the day-to-day decisions that occur in the in-basket. The trainee is first presented with a history of the situation in which a real or imaginary organization finds itself. The key elements and problems, as perceived by the organization's key decision makers, may also be provided. Case studies range from a few pages in length to more than a hundred. Trainees are asked to respond to a set of questions or objectives. Responses are typically, though not always, in written form. Longer cases require extensive analysis and assessment of the information for its relevance to the decisions being made. Some require the trainee to gather information beyond what was in the case. Once individuals have arrived at their solutions, they discuss the diagnoses and solutions that have been generated in small groups, large groups, or both. In large groups a trainer should facilitate and direct the discussion. The trainer must guide the trainees in examining the possible alternatives and consequences without actually stating what they are.

Written and oral responses to the case are evaluated by the trainer. The trainer should convey that there is no single right or wrong solution to the case, but many possible solutions depending on the assumptions and interpretations made by the trainees. The value of the case approach is the trainees' application of known concepts and principles and the discovery of new ones. The solutions are not as important as the appropriateness with which principles are applied and the logic with which solutions are developed.

1.2.5 ROLE PLAY

The role play is a simulation of a single event or situation. Trainees who are actors in the role play are provided with a general description of the situation, a description of their roles (e.g., their objectives, emotions, and concerns) and the problem they face.

Role plays differ in the amount of structure they provide to the actors. A structured role play provides trainees with a great deal of detail about the situation that has brought the characters together. It also provides in greater detail each character's attitudes, needs, opinions, and so on. Structured role plays may even provide a scripted dialog between the characters. This type of role play is used primarily to develop and practice interpersonal skills such as communication, conflict resolution, and group decision making. Spontaneous role plays are loosely constructed scenarios in which one trainee plays herself while others play people that the trainee has interacted with in the past (or will in the future). The objective of this type of role play is to develop insight into one's own behavior and its impact on others. How much structure is appropriate in the scenario will depend on the learning objectives.

Whether structured or spontaneous, role plays may also differ based on the number of trainees involved. Single, multiple, and role-rotation formats provide for more or less participation in the role play. In a single role play, one group of trainees role plays while the rest of the trainees observe. While observing, other trainees analyze the interactions and identify learning points. This provides a single focus for trainees and allows for feedback from the trainer. This approach may cause the role players to be embarrassed at being the center of attention, leading to failure to play the roles in an appropriate manner. It also has the drawback of not permitting the role players to observe others perform the roles. Having non-trainees act out the role play may eliminate these problems, but adds some cost to the training. In a multiple role play, all trainees are formed into groups. Each group acts out the scenario simultaneously. At the conclusion, each group analyzes what happened and identifies learning points. The groups may then report a summary of their learning to the other groups, followed by a general discussion. This allows greater learning as each group will have played the roles somewhat differently. Multiple role plays allow everyone to experience the role play role play in a short amount of time, but may reduce the quality of feedback. The trainer will not be able to observe all groups at once, and trainees are usually reluctant to provide constructive feedback to their peers. In addition, trainees may not have the experience or expertise to provide effective feedback. To overcome this problem, video tapes of the role plays can be used by the trainee and/or trainer for evaluation. The role-rotation method begins as either a single or multiple role play. However, when the trainees have interacted for a period of time, the role play is stopped. Observers then discuss what has happened so far and what can be learned from it. After the discussion, the role play resumes with different trainees picking up the roles from some, or all, of the characters. Role rotation demonstrates the variety of ways the issues in the role play may be handled. Trainees

who are observers are more active than in the single role play since they have already participated or know they soon will be participating. A drawback is that the progress of the role play is frequently interrupted, creating additional artificiality. Again, trainees may be inhibited from publicly critiquing the behavior of their fellow trainees.

1.2.6 BEHAVIOR MODELING.

Behavior modeling is used primarily for skill building and almost always in combination with some other technique. Interpersonal skills, sales techniques, interviewee and interviewer behavior, and safety procedures are among the many types of skills that have been successfully learned using this method. While live models can be used, it is more typical to video tape the desired behavior for use in training. The steps in behavior modeling can be summarized as follows: 1. 2. 3. 4. 5. 6. Define the key skill deficiencies Provide a brief overview of relevant theory Specify key learning points and critical behaviors to watch for Have an expert model the appropriate behaviors Have trainees practice the appropriate behaviors in a structured role play Have the trainer and other trainees provide reinforcement for appropriate imitation of the model's behavior

Behavior modeling differs from role plays and games by providing the trainee with an example of what the desired behavior looks like prior to attempting the behavior. While this method is primarily behavioral, steps 2 and 3 reflect the cognitively oriented learning features of the technique. Feedback to the trainee is especially powerful when video is used to record both the model's and the trainee's performance. Through split screen devices, the performance of the model and the trainee can be shown side by side. This allows the trainee to clearly see where improvements are needed.

Simulations are not good at developing declarative knowledge. Some initial level of declarative and procedural knowledge is necessary before a simulation can be used effectively. Although some knowledge development can occur in simulations, usually other methods are required for this type of learning. Simulations provide a context in which this knowledge is applied. Improving the trainees' ability to apply knowledge (i.e., facts, procedures, strategies) is the focus of simulations. Simulations do a good job of developing skills because they:

simulate the important conditions and situations that occur on the job. allow the trainee to practice the skill provide feedback about the appropriateness of their actions

Each of the different formats has particular types of skills for which they are more appropriate:

Mechanical, machine operation, and tool-usage skills are best learned through use of equipment simulators. Business decision-making skills (both day to day and strategic), planning, and complex problem solving can be effectively learned through the use of business games. The in-basket technique is best suited to development of strategic knowledge used in making day-to-day decisions Case studies are most appropriate for developing analytic skills, higher-level principles, and complex problem-solving strategies. Because trainees do not actually implement their decision/solution, its focus is more on what to do (strategic knowledge) than on how to get it done (skills). Role plays provide a good vehicle for developing interpersonal skills and personal insight, allowing trainees to practice interacting with others and receiving feedback. They are an especially effective technique for creating attitude change, allowing trainees to experience their feelings about their behavior and others' reactions to it.

Training process

STEP: 1

Need Analysis:

* Identification of Training Needs : 1.1. For Executives : Key duties & responsibilities are mentioned positionwise, after that required competency to carry out those duties & responsibilities are mentioned (Generic, behavioral & technical). Thereafter competence level of each individual is taken. 1.2. For workers : It is recommended by concerned H.O.D. 1.3. Organizational Need Basis: It is recommended by H.O.D HR.

STEPS: 2 Training Design: Preparation of Training Calendar: a) Yearly calendar b) Monthly training calendar

2.2. Identification of Training Faculty: According to the training program, training faculty is identified STEP : 3 Training Implementation: 3.1. Imparting Training a) As per training need attached Nomination are received from concerned HOD for seminar/ external specialized training program. Approvals are to be obtained for the training programs(outhouse training) from H.O.D HR b) Attendance sheet is filled during the training program. c) Training feedback is obtained at the end of the training program. STEP : 4 Training Evaluation Training Evaluation is to be made on the basis of the feedback given by the HOD this is to be done within three month after the training. Then the training records are maintained.

RESEARCH METHODOLOGY

RESEARCH DESIGN
Main objective of the report was the analysis of the training & Development methodology .In this analysis description research design was adopted.

Data collection method: In this report , I collected data in both ways the
primary data as well as the secondary data .The primary data are those data which are collected specially for the problem in hand .The questionaire had been designed in such a way that it had to be filled by both executive and the workers.

Sample size: I had taken a sample size of thirty two employees.

Sample unit:(who is to be surveyed):The target population was the executive

as well as the workers.

Sampling procedure: TO get the more feasible and accurate result ,random sampling method was adopted.

LIMITATIONS

Sample size was very small.

Main tool was the questionnaire which has its own limitations, as we can

not measure the reliability , enthusiasm, personal biases of the employees. Time was also a factor of limitation.

Problem Formulation

To identify the training need of the employee and to monitor the procedure of Training &

development followed in Jubilant Organosys Limited so as to increase the productivity of the company and bring about a change in their attitude and behavior with the changing environment and work culture of company.

Training &Development procedure at Jol

The training &development process at Jubilant Organosys Limited is a continuous process

Starting from

NEEDS IDENTIFICATION

DESIGNING THE PROGRAM

CONDUCT OF SESSIONS

MEASURING EFFECTIVEN ESS

, The training products will be continuously improvised with focus on business drivers. The macro steering of the training is headed by HOD HR , who will be strategining the training gamut in terms of the initiatives , conduct ,effectiveness & area of concern.

The performance of the training will be reported through the quarterly presentation | report to the Management | steering committee.

Objective of Training & development at JOL

Training & development activities at JOL are based on the following broad based objectives:

 To arrest the post office mind set of the training. To link training & development initiatives with the focus business drivers that provides significant competitive advantage . To associate on- going change and innovation in different areas ,to business drivers by continuous improvisation. To identify the training product s and aligns them with training needs . To enhance employee productivity , and subsequently customer satisfaction. To achieve targets and set higher goals To meet basic challenges at the work place. To increase efficiency and effectiveness at work place. To establish growth units.

The training procedure is applicable to all executive at the head office , Branches and plant rolls of JOL and the associate companies under the Jubilant Group.The training procedure covers two broad categories of Personnel:

Entry level Personnel: This includes fresh entry level personnel joining as graduate Engineer trainees or Management Trainees.

Regular personnel: This refers to regular personnel at all levels other than those joining as GET s& MTs There are two categories of training applicable to regular personnel: I. Induction Training : Every incumbent in the organization is given induction Training to get acquainted with the organization policies , processes and familiarized with the work.

II. Ongoing Training: The training system for regular personnel is a ongoing activity throughout the year.

The procedure followed at JOL for Training & Development can be explained stepwise as given:

1. TRAINING NEED IDENTIFICATION PROCEDURE AT JOL

Training needs have been related both in terms of organization demand and that of the

individual.

The methodology opted for the identification of training needs is divided into a four step

process.

STEP:1 SUGGESTING A LIST OF TRAINING PROGRAMS

The main objective of this exercise was to come out with a list of suggested training program which could be shown to the respective HOD (or whomsoever is concerned) and to give the training need of the employee without spending too much time thinking of training programs. Although there was a separate column for any program that the concerned person required and was not included in the list.

The compilation of a suggested list of training program can be breakdown into two-step. 1. Personal Interviews 2. Job Responsibilities

PERSONAL INTERVIEWS:

The method of random sampling was used for selecting person for interview. Every sixth person from population of executive was selected to be a sample. Then every person was asked to fill up a open ended questionnaire (a copy of questionnaire is attached in the appendix)

The respondent was asked to fill the program according to him which is important for the workforce keeping in mind the changing culture, the new products in which the company is foraying into etc.

The questionnaire was designed keeping in mind the position and responsibilities of a Certain Job position e.g. Behavioral training was given less priority for operators but more for executive level position in the same manner, technical training was given more priority for operators and less for executives.

JOB RESPONSIBILITIES: The second step was the collection of job responsibilities(attached as appendix ) and coming out with some suggested training programs keeping in mind the job responsibilities .This was done through a thorough analysis of the competencies required

in every department both behavioral and technical. The new initiative taken by the company in terms of new policies of the government and new product were also taken into account and programs imparting traits and skills essential for the implementation of the initiative were suggested.(The job responsibilities of one of the department is attached in the Annexure as an example).

Broadly five types of program were suggested namely Behavioral Quality Systems Information Systems Safety Training Technical

The training programs were selected on the basis of following factors.

BEHAVIORAL PROGRAMS

The Behavioural programs were suggested according to the following dimensions-

The Climate of the Company: - The climate of the company plays very
important role for suggesting behavioural training. As the Indian economy is growing so is the need for improvement as to overcome the competition. As such the stress factor, time factor etc. might effect the employees performance so programs such as stress management, time management were suggested.

Job Responsibilities: - Programs such as negotiation skills ,Leadership

Development were suggested on the basis of specific needs of a Job e.g. negotiation skills might be very important when it comes .to the purchase department or the HR department .In the same manner Leadership Development is very important for any person at manager and senior manager level.

Specific Needs:- It was found that there were certain employees who wanted
some specific needs which would help them in their respective functions e.g. there are employees who are expert in their technical knowledge but they are not able to put

their ideas across due to lack of communication skills. For such employees the

programs such as Communication skill building , Presentation skills were suggested .

QUALITY SYSTEMS
With the changing global scenario and the increasing stress on environment and quality systems .The company is also taking initiative towards Six- Sigma ,TQM,WCM, Zero discharge etc. Accordingly some special programs such as Five S,ISO 14001 & OHSAS 18001 Disha etc.were suggested . This program will help a smooth implementation and effective continuation of these initiatives.

INFORMATION TECHNOLOGY
Computer is used widely in the company. The company has it own intranet, uses Baan and quite understandably uses AutoCAD etc. The above training programs helps employee in Information Technology & Computer were suggested. Also some basic programs such as MS Office etc. were suggested to the employees who were not very proficient in Computer.

SAFETY TRAINING
The company mainly deals with chemical so it is a hazardous production unit. Even a small incident might proof to be fatal. Hence according to the caring philosophy of the company some compulsory programs were suggested e.g. First Aid Handling of chemical hazard etc.

TECHNICAL TRAINING
The list was suggested on the basis of following criterias i. Job Responsibilities: After job analysis the required skills of the job were identified and according to that training programs were suggested.

ii.

The changing Scenario: Due to the changing demand of the customer a lot of new plant are coming up in the company e.g. Fine chemicals, Formaldehyde etc. and similarly some old plant has been shut down. The required is to trained the existing workforce, the way of producing new product etc. are some programs which were suggested.

RESULTS
The list has 200 Training Programs in total with general emphasis on safety training programs. About 40% programs were on safety training and rest 16% on IT training, 2% on Induction training, 12% on Behavioral training and 15% on Technical training.(A copy of the this year suggested training programs list has

been attached in ANNEXURE).

STEP: 2 COLLECTION OF TRAINING NEEDS

The Second step comprised of collecting the training needs of the whole workforce. It was a four step process as the workforce is divided into four levels :

Operators (Level: W0-W9) Executive(Level:9-11A) Head of department Head of Functions.

The process carried out is as follows :-

For Operators

This group consist of employees at level W0 -W9 or the blue collored workers basically involved in basic technical work. The training were collected by direct interaction with the section Incharge of respective departments as the role of the section incharge allows him to be with the workers most of the time. This was done by asking the section incharge to fill up the needs of the workers in an excel sheet which comprise of columns stating his name , level , etc.

For Executive
This grouping consisted of employees from level 9-11A or the employees involved in higher technical activities , supervision ,lower and middle management work.The following process was carried out for the collection of the training needs of the executives.

1. A random sampling was done in every department . The employees with the same responsibilities in each department were clubbed together and every fourth employees was selected for the sample.

2. The selected sample was asked to fill his training needs , needs which would help him to grow and also those needs which could help him to perform his work more effectively and efficiently .This exercise was done to get the technical needs of all the employees in a department having the same responsibilities . 3. The training needs as filled in by the executive were taken to their respective HODs who were asked to check the given needs and to append any other needs if required .The HODs were ask to fill the training needs of those employees who were not in the sample The main aim of this stage was to

get the behavioral needs of the employees

Apart the technical needs required specifically by any employee to whom such training is essential. The training need fill up form is attached as annexure .

HODs
This grouping consisted of employees from Level 12-13.This consisted of all the Plant heads or the employees involved in the Top Management. The collection of the training needs for HODs was preety much same as was done for the executives.The only difference was to the fact that in this case no sampling was done as the number of person as this level are less. All the HODs were asked to identify their training needs . Theses needs were then taken to the Respective Heads of functions who cross checked the need which they thought is important or not important respectively.

Head of Function
All the heads of the function were asked to give their needs. The needs identified by the heads of function by taken as the final need for the respective heads of department and were compiled as such.

STEP: 3 COMPILATION OF TRAINING NEEDS After the completion of the TNI, compilation of the training need was done by using excel sheet.

TRAINING DESIGN AT JOL

After the compilation of the training needs , the training is designed in which firstly the Training calendar is designed .

DESIGNING TRAINING CALANDAR FOR THE YEAR 2007-08

The final step of the project was to design Training Calendar for the year 2007-08. This was done in the following manner by the results available from the software. All the employees work together who had specific training need . According to the number of employee under specific employee training program the number of batches for that specific program were decided. Resource constraint (availability of training halls and shift schedule of the employees )of the company etc. Once all the batches for the program were calculated the next step was to arrange the training program for these batches during the year such that

faculty for that program is available Another constraint while doing this exercise was that the number of training program should be arrange according to the shift constraint of the employees.

 The total number of the program to be conducted which is equal to the number of batches of the employees as calculated previously are distributed over a period of ten months starting from the month of June . Once the training programs that are to be conducted in a particular month is obtained they are arrange in the form of the calendar which is taken as a reference for conducting training program throughout the year.The format of the Training calendar is attached as appendix no

Identification of the Training faculty

Internal Faculty panel is updated .According to the Training program Faculty is identified .The resource speakers in turn would delivers training in the calendarised interventions. External Training programs are tabulated as per the Training Product available in the market .for different interventions linking business priorities & Trainer competencies. For the session 2006-07 29% training were given by the Internal training faculty i.e 80 programs and rest of the 71% by the external faculty i.e 120 program

TRAINING IMPARTATION AT JOL

To all the Trainers the training delivery is based on the following guidelines:

 To maintain coherence between the training vision , values , standards and focus business drivers that guides the company. Out of the training products /Training delivery should match expectation from the needs identified and expectation from the participant. Internal resource persons and external trainers conduct training.

The Training methods used in JOL are as: On the Job Training: Concerned HOD is responsible for imparting on the Job

Training

Off the Job Training: These Training includes attending professional

conference in the state , attending workshops organized by different national and international training institution and Hiring Outside Trainers and consultant etc

External Training is given to the employees according to their levels. Candidates are chosen based on the previous performance for these Training.

For the Outhouse Training i.e the training held outside the company premises the nomination are obtained from the HOD HR.

Approvals are obtained for the Training program by the HOD HR .After that the training program are held .During the Training a attendance sheet is filled by the trainees present in that training. This attendance Sheet includes Date on which the training was held, faculty , and the venues of the training.The format of the attendance sheet use in JOL is attached as Appendix :

MEASURING TRAINING EFFECTIVENESS AT JOL

Training Feedback

Training feedback is obtained at the end of the Training & development Program .An important activity of the T&D program to objectively review the Training process and ensure that it really does add value to the organization. This is the responsibility of the Executive HR to see that Feedbacks has been taken from every Trainee about the Training and about the trainees their Shift incharge and about the S.I by the concerned HOD and of the HOD HR.It is a important step in the Training procedure as it shows that how the Employees are Responding towards the Training & how effective was the Training for the company .The format of the training Feedback form is attached as appendix : by

Evaluation of the objectives are also conducted to bridge the gap between the needs and objectives. Training Evaluation consists of question such as How did Training contribute to the competitive advantage of the Company.? How did Training foster innovation and creativity in the participant?. How did training serve as agent of the change in a way that assists the participants? What was the actual learning absorbed by the participant ?

How much of the learning was converted on the job ?

What changes , if any should be made in the existing programs to aligns them

to the organization need? Should Money continue to spent on the particular activity or another more

relevant activity ,which would improve attainment of the organizational objectives.?

A quaterly report is presented before the Management, detailing the following facts For whom the training was conducted ? Who were the identified Faculty ? What was the number of programs conducted internally& exernally? What are the cost justification?

Training Evaluation is to be made on the basis of the feedback given by the HOD this is to be done within three month after the training. The report carrys above in specific/ Bottomline result to participant& organization.The format of the Training evaluation form is attached as appendixno:

Training record maintenance: Training record are maintained with

the T&D department.these covers details of the training programs

organized during the course of the year , the faculty their effectiveness and further course of the action to be taken.

Results and conclusions

The training need of the executives and workers were found with recommendation from

HODs and analysis of their job responsibilities.

The needs identified were associated with the competencies which the employees need to develop to effectively to carry out their job responsibilities. The training also aims to honor their existing skills to work in a productive manner . The training imparted is not just limited to the technical specification of their work but also one of its objectives was to develop the personality and attitude in the employees .This was done to keep in mind the comprehensive nature of the training imparted and increased emphasis on the human resource of the company. For the period April 05-Mar06 the number of training programs were only 84,But for the periodApr06-Mar07 the number of training programs have been increased to 200 with more emphasis on the safety training .Out of these 200 programs 40% were of safety training , 2% for Induction training ,16% for IT training ,12% for behavioral training,15% for Core function training.

Some of the findings from the TNI exercise are as follows: It was found that in the company safety is the top priority as the training programs for safety are maximum i.e. 40%. It was also seen that the thrust on training for quality improvement was a lot sighting .

 It reveals the fact that the organization is pretty open to new techniques of production which are also environment friendly. The thrust by executives on behavioral training and that of workers on technical was quite understandable.

The analysis of training calendar gives the following results:The total number of employees trained for the year Apr06-March07 around 3931 covering a total of 25840hours and 3230 number of mandays (1 manday = 8hours) . The mandays planned for this period were 3800 of which 85% were achieved.

Mandays Achieved

Description Behavioral training Program 24 held Number of 498 employee trained Total 500 Mandays

Quality Training 24 528

Core Training 30 620

Saaafety Training 80 1525

IT Training 32 720

Induction Total Training 2 200 30 3921

500

650

1490

80

10

3230

Mandays planned Mandays achieved

3800(100%) 3230(85%)

LIMITATION OF THE TRAINING& DEVELOPMENT PROCEDURE AT JOL

Following are the Limitation of the Training& development procedure at JOL: Less emphasis was given on Behavioural training. Training effectiveness was measured using only the feedback from the HOD. Less direct interaction between the workers & Training department. Less consideration was given on the production schedule while designing the Training calender . Lack of resources apportioned to the training personnel of the HR department in the form of the manpower and material resources.

SUGGESTION & RECOMMENDATION

Although the methodology followed for imparting training to the employees according to the Shift constraint in the plant , the work practices and culture was appreciable and effective ,the process could be refined and fine tuned to make it more accurate and useful.

The effectiveness of training imparted to the employees should be measured using feedback from peers as well as the HOD .

A discussion should be made with the employees as to know which specific training program, should be imparted such that it proves to be effective in terms of the employees learning the best through this method.

The training calendar should be designed keeping in view the production schedule of the plant such that training stipulated for a specific employee should be received by that employee only.

Also practical aspects is to be more focused than the theoretical one for the workers .Equal consideration should be given to the Job instruction &

relation training at managerial level .More of the resource need to be apportioned to the training personnel of the HR department in the form of the more manpower and material resources.

References

Books V.S.P Rao Thorne kaye& Machkey David

Websites www. Jubl. Com Workforce .com SHL.Com

TRAINING PROCESS

TRAINING EVALUATION

NEED ANALYSIS

CONDUCT OF THE SESSIONS

DESIGNING THE PROGRAM

QUESTIONNAIRE
Please tick mark the responses in the form of yes or No:-

1.

Training for the special purpose is a helpful as well as necessary step in the organisation. YesNo-

2.

It serve as a helpful tool for the purpose of increasing the performance of the employees . YesNo-

3.

It brings out the creativity among the employees. YesNo-

4.

It improves the knowledge of the employees. YesNo-

5.

It serve as the step taken for social welfare. YesNo-

6.

It is a time wasting technique for the organisation.

Yes-

No-

7.

It is the technique which makes the employees feel boredom. YesNo-

8.

This process will be helpful in increasing the goodwill of the Organisation. YesNo-

9.

This process can divert the mind of the employees from their YesNo-

work.

10. It brings out the awareness among the employees. YesNo-

11. It can increase the level of satisfaction among the employees.

Yes-

No-

12. It serve as a helpful tool in the organisation context.

Yes-

No-

13. The training can increase the interest of the employees. YesNo-

SOME OF THE SUGGESTED TRAINING PROGRAM AT JOL S.NO 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 21 22 24 25 26 27 28 29. 30. 31. 32. SUBJECT BEHAVIOURAL
Interpersonal relation skills LEADERSHIP DEVELOPMENT FINANCIAL MGMT PRESENTATION SKILLS TEAM BUILDING MANAGEMENT SKILLS SUPERVISORY CONTROL SHOPFLOOR MGMT PERSONALEFFECTIVENESS COMMUNICATION SKILLS ART OF LIVING TIME MANAGEMENT POSITIVE THINKING&CULTUREBUILDING NEGOTIATION SKILLS MBTI TRANSATIONAL ANALYSIS EXCELLANCE AS A WAY OF LIFE PERSONALITY RE-ENGEERING MORPHIC LEAP-ZEAN INSPIRED LEARNING QUALITY SYSTEMS PROBLEM SOLVING TECHNIQUES SIX SIGMA INNOVATION&CREATIVITY TOTAL QUALITY MGMT KAIZAN TOTAL PRODUCTIVE MAINTENANCE ISO14001&OHSAS18001 CURRENT GOODS MANUFACTURING PRACTICES COMMUNICATION SKILLS STATISTICAL PROCESS CONTROL LEAD AUDITOR COURSE14001,18001AND 9001,2000

S.NO 33 34
35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 55 56 57 58 59 60 61 62 63 64 65

SUBJECT TECHNICAL OPERATION OF TG

BEARING AND LUBRICATION WELDING PRACTICES7TECHNIQUE VARIOUS TYPE OF THE CENTRIFUGAL PUMP EARTHING CRITICAL CHEMICAL ENGINEERING MECHANICAL ENGINEERING CONCEPT SUPPLY CHAIN MGMT PROCESS OPERATION MATERIAL MGMT OPERATION &MAINTENANCEOF TURBO&RECIPROCATINGCOMPRESSORS OPERATION & MAINTENANCE OF DISTILLATION COLUMN OPERATION & MAINTENANCE OF REFERIGERATION &AC UNITS ENERGY CONSERVATION COST REDUCTION&PRODUCT COSTING EFFECTIVE UTILISATION OF RAW MATERIAL INSTRUMENTATION LOOPS METERING PUMP OPERATIONS OPERATION OF AERATORS FUNCTION OF STEAM TRAP UNIT OPERATION IN CHEMICAL ENGINEERING AGITATED THIN FILM EVAPORATOR OPERATIOR OPERATION TYPES OF HEAT TRANSFER EQUIPMENT WINDING OF THE SILVER CATALYST REPLACEMENT OF ETHYLENE CATALYST EQUIPMENT DESIGN ESP &ASH CONVEYANCE SYSTEM MATERIAL & ENERGY BALANCE ERP SYSTEM AUTOCAD& MS PROJECT SELECTION OF BLOWERS,OPERATION

S.NO SUBJECTS TECHNICAL

66 67 SELECTION AND APPLICATION OF MECHANICAL SEALS TYPES OF BOILAER WITH REFERANCETO GAS FIRED&FBC BOILERS OPERATION OF CENTRIFUGAL&GEAR PUMP

S.NO SUBJECTS

68 69 70 71 72

INFORMATION&TECHNOLOGY
BAAN MS OFFICE

SAFETY TRAINING
73 74 75 BASIC SAFETY ORIENTATION FIRST AID HANDLING OF THE CHEMICAL HAZARDS

APPENDIX
TRAINING NEEDS AS IDENTIFIED FOR SOME OF EMPLOYEES AT JOL
SNO 1. EMPL. CODE 127 LEVEL 8 NAME RAMESH SINGH DEPARTMENT AC20-VAM DESIGNATION SHIFT OFFICER TRAINING NEED IDENTIFIED Formatted: Font: 10 pt 1. ISO14001&OHSAS18001 Formatted: Font: 10 pt 2. SIX SIGMA 3. INTERPERSONAL SKILLS 4. TEAM BUILDING 1.ISO14001&OHSAS18001 Formatted: Font: 10 pt 2.SIX SIGMA 3.INTERPERSONAL SKILLS 4 TEAM BUILDING 5.EFFECTIVE UTILISATION OF RAW MATERIAL 1.ISO14001&OHSAS18 Formatted: Font: 10 pt 001 2.SIX SIGMA 3.PROBLEM SOLVING TECHNIQUE INTERPERSONAL SKILLS 1. SIX SIGMA Formatted: Font: 10 pt 2. COMMUNICATION SKILLS 3. TEAM BUILDING 4. FIVE S 1MS OFFICE 2.PERSONAL Formatted: Font: 10 pt EFFECTIVENES 3.SUPERVISORY DEVELOPMENT 1. FIVE S 2.SIX SIGMA Formatted: Font: 10 pt 3.INTERPERSONAL RELATION SKILLS 1.MS OFFICE ,INTERPERSONALFormatted: Font: 10 pt RELATION SKILS,TEAM BUILDING INTERPERSONAL Formatted: Font: 10 pt SKILS,PRESENTATION SKILLS,LEAD AUDITORS18001,BAAN ISO14001,INNOVATION&CREATIVITY Formatted: Font: 10 pt SHOP FLOORMGMT CGMP,SIX SIGMA,FIVES,TEAM BUILDING,FUCTION OF STEAM TRAP ISO14001&OHSAS18001,SIX SIGMA,BAAN,ROTOFORMER OPERATION,STRESS MGMT

496

PROMOD KR PALI

ACH4

PROD. CHEMIST GRII

590

RAJESH KR VARSNEY

AGRI (PROD)SAP

SR. ENGINEER

837

9A

LAKHVINDER KAUR

BIOGAS/ETP

PROD.CHEMIST GRII

808

PRADEEP KR KAUSIK

COMM(FIN GOODS)

SR. COMM OFFICER

809

SANJAY K SINGH PROMOD KR SINGH PAVAN KUMAR RAMNATH JHA VIRESH KUMAR SOHAN JHA

DISTILLARY

SENIOR PROD. CHEMIST SENIOR ACCOUNT OFFICER DY.MANAGER

631

F&A

1983

10

FS&ENV

9 10 12

585 534 819

8 7 8

MAINTENANCEI MULTIPRODUCT PCD PROD.(S.PVA)

FOREMAN PRODUCTION CHEMISTGRII PRODUCTION CHEMISTGRII

JOB REQUIREMENT OF QUALITY ASSURANCE DEPTT

Mr. H.M LOHANI(assist. Manager)

QUALIFICATION AND EXPERIENCE:

M Sc - 1985 Experience- About 17 years in various chemical factories. (About 12 years with JUBILANT Organosys LTD)

RESPONSIBILITIES:
1. Testing of all the grades of the finished products related to PU adhesive & hot melt. 2. To perform application test on PU adhesive. 3. Testing of Polyvinyl acetate (solid) finished products. 4. Investigation of complaints of above mentioned products from customers& exercises the control to avoid recurrence. 5. Proper record keeping related to job responsibilities 6. Liasoning with the stores , plants &R&D 7. Preparation & standardization of the reasant solution used in analysis for authenticity of results. 8. To maintain good housekeeping and safe work practices 9. Implementation of SQC techniques on selected finished products related to cyano plant to moniter quality trend 10. Calibration of the instrument as per standard operating procedures.

DOC NO. : ORG/ QA/006 FORM NO. 1.04 EFFECTIVE FROM: 01.05.2006

WRITTEN BY: APPROVED BY: HOD(QA)

Mr. A.N. Lal (Dy. Manager)

QUALIFICATION & EXPERIENCE: M.Sc ( Chemistry): Experience: RESPONSIBILITIES: 1. Technical guidance to department personals for development of test methods and other job related activities. 2. Sampling and testing of finished products for the characteristics as mentioned in quality plan. 3. Complaint investigation of finished products. 4. To ensure that all the departmental activities related to testing of all finished products are performs such adhering to quality plan iso procedures. 5. To ensure that minimum possible complaint level is maintained for finished products. 6. Liasoning with production department and RDPC regarding newly development grades of RVA emulsion. 7. To ensure that analysis of all grades of PVA products are performed strictly adhering to quality plain and ISO procedures. 8. To ensure that all the testing equipments are functioning to entire satisfaction. 9. Instrument calibration as per standard operating procedures 10. To identify the departmental activities where SOQ techniques are applicable and implement the same to moniter quality trend. 11. Proper record keeping related to job responsibilities 12. To sign the analytical reports regarding approval /rejection of products in absence of HOD(QA). 13. To ensure proper house keeping and safe work practices in the department. 1978 22 years in Jubilant Organosys Ltd.

DOC.NO :ORG/QA06 DOCUMENT NO. :ORG/QA/006 FORM NO.1.04 SERIAL NO :1.04 EFFECTIVE FROM:1.05.06 EFFECTIVE FROM ;01.05.2006

WRITTEN BY: WRITTEN BY : APPROVED BY:HOD(QA) APPROVED BY:HOD(QA) PAGE :1 OF 1

Mr. S.K.SINGH (Manager)

QUALIFICATION AND EXPERIENCE : M.Sc (Chemistry) Experience RESPONSIILITY 1. Technical guidance to department personals for development of test method and other jobs related activities 2. Sampling and testing of Raw Material (chemical & packing) for characteristics as mention in quality plan. 3. To ensure that all department activities related to testing of all the incoming raw material & packaging are performed strictly adhering to quality plan and ISO procedure. 4. To ensure that all the testing equipments are functioning to entire satisfaction 5. Instrument calibration as per standard operating procedures. - 1979 - 22 year in jubilant organosys LTD

5. To identify the departmental activities where SOQ techniques are applicable and implement the same to monitor quality trend. 6. To ensure that minimum possible complaint level is maintained regarding raw material supplied to customer. 7. Proper record keeping relate to job responsibilities. 8. To sign the analytical reports regarding approval/rejection of products in absence of HOD (QA). 9. To ensure proper house keeping & safe work practices in the department.

DOC.NO: ORG/QA/006 WRITTEN BY: FORM NO: 1.04 APPROVED BY: HOD(QA) EFFECTIVE FROM: 01.05.2006 PAGE: 1of 1 Mr. SURENDRA KUMAR ( Sr. Chemist)

QUALIFICATIONS AND EXPERIENCE : M.Sc. ( Chemistry) Experience RESPONSIBILTIES: Testing of all the PVA grades, before packing on daily basis. for characteristics as mentioned in quality plan. Liasoning with production and RDPC for testing development grades. Analysis of finished PVA products dispatched in tankers & other packing. To perform application test on PVA grades. Investigation of customer complaints received. Preparation & standardization of reagent solution used in analysis to ensure authenticity of results. Proper record keeping related to job responsibilities. To maintain good house keeping and safe work practices. Implementation of SQC techniques on selected finished products related to oyano plant to monitor quality trend. Calibration of instruments as per standard operating procedure. - 1987 - 15Years in jubilant Organosys LTD.

DOCUMENT NO : ORG/QA/005 SERIAL NO. : 1.02 EFFECTIVE FROM : 01.05.2004

WRITTEN BY : APPROVED BY : HOD(QA) PAGE : 1OF 1

Mr. KUMAR GAURAV ( Sr. Chemist)

QUALIFICATIONS AND EXPERIENCE : M.Sc. ( Chemistry) Experience RESPONSIBILTIES: 1. Testing of all the PVA grades, before packing on daily basis. for characteristics as mentioned in quality plan. 2. Liasoning with production and RDPC for testing development grades. 3. Analysis of finished PVA products dispatched in tankers & other packing. 4. To perform application test on PVA grades. 5. Investigation of customer complaints received. 6. Preparation & standardization of reagent solution used in analysis to ensure authenticity of results. 7. Proper record keeping related to job responsibilities. 8. To maintain good house keeping and safe work practices. 9. Implementation of SQC techniques on selected finished products related to oyano plant to monitor quality trend. 10. Calibration of instruments as per standard operating procedure. - 1990 - 10Years in jubilant Organosys LTD.

DOCUMENT NO : ORG/QA/005 SERIAL NO. : 1.02 EFFECTIVE FROM : 01.05.2004

WRITTEN BY : APPROVED BY : HOD(QA) PAGE : 1OF 1

SUGGESTED TRAINING PROGRAM FOR JOL

Behavioral Employees Role in Current Business Scenario

Time Mangement Positive Thinking & Culture Building

Communication Skills

Presentation Skills Productivity & Personality Development Team Building Work Ethics & New Culture in Industry Creating a Motivational Climate in the Organisation Personal Effectiveness Motivation & Morale Training the Trainers

Quality Systems Core Functions Good Laboratory Practices for GLP Certification Energy Conservation Installation, Operation, Maintenance & Trouble Shooting of Mechanical World Class Manufacturing Seals EMS Legislation Bearing & Lubrication Efficient Operation & Maintenance of Centrifugal Training on Velocity Initiatives Pumps Efficient Operation & Maintenance of Steam Traps DMAIC Training & Steam System Operation & Maintenance of Six Sigma White Belt (5 S) Distillation Column Awareness Training on ISO-14001 Selection & Application of & OHSAS 18001 Mechanical Seals Awareness Training on ISO9001:2000 Fag Bearings Electrical Lightening & Six Sigma-Gemba Workshop Electrical Do's & Dont's Effective Utilisation Of Raw ISO 9001:2000 Lead Auditor CourseMaterials Significance of Q.A, Q.C, GMP & Good Documentation Practices Earthing & Earthing Systems Systematic Preventive SA 8000 Awareness Maintenance Customer Orientation Workshop WCM-Autonomous Maintenance

Safety Fire Fighters & Emergency Handlers

Ambient Air Quality Monitoring Basic Safety Orientation

Chlorine Handling & Emergency Control

First Aid (Certified Training Course) Annual Safety in Transportation Hazards & Safety Management Systems Workshop on transportation of Hazardous Goods & NCB Protocol Root Cause Analysis Electrostatic Hazards & Electrical Safety On Site Emergency Planning & Preparedness HAZOP Techniques Process Safety Management Chemical Reaction Hazards Training on Physical Hazards