Body of Project Page

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EXECUTIVE SUMMARY

Training Impact Study is the systematic process by which an agency involves its employees and

reporting officer, as individuals and members of a group. In this work we tried to find out those

variables which affect the effectiveness and efficiency of the organization as well as the

employees. Typically, appraisals either compare an employee's work with that of colleagues or

gauge performance against established goals. Companies use impact study reviews to determine

which type of training should be provided to employee to drive career development and overall

organization development. The response of feedback form collected from various departments

was quiet good which includes SIP, Mill, CRS, BF, Power Plant etc. The Data was collected

through Training Impact Study Questionnaire.


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COMPANY PROFILE

JSW STEEL LTD.

JSW Steel Limited, Dolvi (earlier know as Ispat Industries Ltd.) is one of the leading

integrated steel makers and the largest private sector producer of hot rolled coils in India. Set up as

Nippon Denro Ispat Limited in May 1984 by founding chairman Mr M.L Mittal, JSW ISPAT has

steadily grown into a Rs 1200-acre company, assuming its position as flagship of the reputed Ispat

Group. A corporate powerhouse with operations in iron, steel, mining, energy and infrastructure, the

Group today figures among the top 20 business houses in the country.

The company's core competency is the production of high quality steel, for which it employs

cutting edge technologies and stringent quality standards. It produces world-class sponge iron,galvanized sheets and cold rolled coils, in addition to hot rolled coils, through its two state-of-the art

integrated steel plants, located at Dolvi and Kalmeshwar in the state of Maharashtra.

Dolvi complex is house to a 2 million tonne blast furnace and also boasts a mechanized

multifunctional jetty situated nearby, that facilitates the automation of raw material handling. A new

2.24 million tonnes per annum sinter plant; a 1260 tonnes per day oxygen and a new electric arc

furnace have also been commissioned at Dolvi.

The company's strengths lie in its integrated process management, knowledge management and

control systems. And its seamless supply chain management systems further the efficient use of raw

materials, while its staff of highly skilled engineers, technicians and managers with specialized domain

knowledge, ensure the choice of the

relevant technology and the ability to produce international quality products at a competitive price.

On 21 December 2010 it was declared that JSW Steel will buy controlling interest in Ispat Industries at

an enterprise value of $3 billion to emerge as India's largest producer of the commodity with an annual

capacity of 14.3 million tonnes. The company was being called JSW Ispat Steel Ltd.


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TAKEOVER BY JSW STEEL :

On 1 st June 2013 JSW Steel Ltd took over controlling interest stakes of Ispat Industries Ltd. The

name of the company now is JSW Steel Ltd, Dolvi Works after amalgamation in JSW Steel Limited.

Today, JSW Steel offers the widest range of products to cater to different sectors and markets spread

across the globe. From galvanized steel, of which they are the world s leading producer, to rebar s

colour coated products and even wire-rods, their product portfolio spans an expansive gamut. The

Company produces practical solutions in conjunction with the R&D team to introduce the best

products.


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Type Public companyTraded as BSE: 500228

NSE: JSWSTEEL

Industry Steel

Founded Sajjan Jindal

(Chairman)

Founded Mumbai, Maharashtra, India

Area served Worldwide

Key people Sheshagiri Rao MVS, Dr.Vinod Nowal

Products Steel, flat steel products, long steel

products, wire products, plates

Revenue 346.58 billion (US$5.5 billion) (2012)

Profit 16.26 billion (US$260 million) (2012)

Parent JSW Group

Website www.jsw.in
http://www.jsw.in/http://www.jsw.in/http://en.wikipedia.org/wiki/Indian_rupeehttp://en.wikipedia.org/wiki/Indian_rupeehttp://en.wikipedia.org/wiki/File:JSW_Group_logo.svghttp://en.wikipedia.org/wiki/Indian_rupeehttp://en.wikipedia.org/wiki/Indian_rupeehttp://en.wikipedia.org/wiki/File:JSW_Group_logo.svghttp://en.wikipedia.org/wiki/Indian_rupeehttp://en.wikipedia.org/wiki/Indian_rupeehttp://en.wikipedia.org/wiki/File:JSW_Group_logo.svghttp://www.jsw.in/


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MANUFACTURING DIVISIONS OF JSW STEEL LTD

Vijayanagar Manufacturing Division in India s first 10 MTPA steel plant at single location, the fastest

growing steel plant in India. It is the first in India to use the Corex technology for hot metal

production, technology to produce green steel Houses India s l argest blast furnace and the widest

hot strip mill. The only plant in India with pair-cross technology and twin-stand reversible cold-rolling

mill the highest productivity steel plant in India,

'Salem Manufacturing Division in JSW acquired SISCOL in the year 2004, a sick unit at that time.

The Salem plant has emerged as a global steel hub for automobiles and auto components. Complete

product range Rounds: 5.5 to 200 mm RCS: 55 to 240 mm Flats: 60 to 101 series DSIR Approved

R&D Centre with sophisticated modern equipments. Online Automatic inspection and testing facilities

for Rounds and RCS up to 160 mm State of the art Infrared and phased array ultrasonic testingfacilities. High precision rolling Reducing and Sizing block in Bar and rod mill.

Dolvi Manufacturing Division is 3.3 MTPA integrated steel plant at Dolvi, Maharashtra majority stake

acquired in 2010, is an inherent part of JSW Steel. The plant has a jetty with a capacity of 10 million

tones per annum. This provides the unit with logistical advantages in importing raw materials and

savings on freight cost. The unit is well connected through rail, road and sea and has given the JSW

Steel a strategic presence in western India. The Dolvi plant is the first in India to adopt a combination

of Conarc technology for steelmaking and compact strip production (CSP) for producing hot rolled

coils. The main feature of CSP is thin slab casting. It can produce coils with thickness as low as

1.2 mm. HR coils produced at Dolvi are feed material for the two JSW Steel cold rolling and

downstream facilities.

Vasind Manufacturing Division focuses on JSW- branded high-end steel products. It sources HR Steel

coils from the Dolvi and Vijayanagar plants to manufacture value-added, branded steel products such

as galvanized steel, plain and corrugated products as well as colour-coated products, p art of India s

largest coated product producer and exporter of galvanized steel. Manufacturer of appliance grade

colour coated products, a revolutionary product in the Indian steel industry which will replace

imported steel in the manufacture of white goods in India. Turn around Delivery Time within three

weeks of demand.

'Tarapur Manufacturing Division originally inaugurated on 11 May 1974 by Hon. Vasant Rao Naik,

the then Chief Minister of Maharashtra, the plant was acquired by Late Shri O. P. Jindal on 9

November 1982. The plant offers coated products catering to several sectors. Tarapur plant specializes


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in galvanizing, Galvalume and colour coated steels. It is India s largest produce r and exporter of

Coated Products.

Kalmeshwar Manufacturing Division is one of the downstream operations of JSW Steel is executed

from Kalmeshwar Zero Liquid Discharge Facility. The Kalmeshwar plant has a pickling line, two

rolling mills, two galvanising lines, two colour-coating lines, a Galvalume line, six slitting and 7 cut-to-length lines, two profiling lines and a tile profiling line.


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VISION, MISSION, CORE VALUES:


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ORGANIZATIONS GOALS

1. To achieve the production capacity of 5 million tons per annum.

2. Be a market leader in India Steel Industry in terms of quality products, customer service,

productivity & cost of production.3. Achieve maturity level where focus is shifted from managing quality of products to managing

quality of management.

4. To achieve benchmark status in Corporate Governance & Environmental Management.

COMPETITORS OF JSW STEEL LTD, DOLVI

Tata Steel Ltd

Essar Steel Ltd

Bhushan Steel

Posco

MAJOR CUSTOMERS OF JSW STEEL LTD, DOLVI

Tata Steel Ltd.

Bhushan Steel Ltd.

Uttam Galva Steel Ltd.


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LIMITATIONS

We found that the employees were engaged on field, so very difficult to get feedback from

employees. Communication sent was not properly spread to the employees. HODs & Sectional

Head has very critical role to play in such study. Little more co-operation from them could

made this study more effective.

It is difficult to assess the performance of organization on the basis of only training given to

them as there are various other factors affecting the performance of the organisation. However,

it cannot be said that training has lesser role in contribution of organizational performance.

Quantifying accurately the role of training on performance is still in study by various

researchers which is one limitation in my opinion because unless you don t make your peo ple to

understand how it is impacting they won t give correct feedback.


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LITERATURE REVIEW

When the candidates are recruited from outside or selected, promoted from inside, it is expected

that they must perform their jobs with maximum efficiency and competence. Therefore after selecting

the candidates, the next logical step is to train them for better performance. Era of vocational training

started during industrial revolution, which took place in Britain in 18th century. The apprentices

working n different factories use to get vocational training in the form of direct instructions in the

operation of machines. Thereafter especially when use of computers, automatic machines increased and

because of rapidly changing techniques the need of training is recognized as one of the most important

organizational activities.

Training is required to be given to employees to keep them updated effective and efficient. At present, it is observed that all organizations, of whatever types they may be, need to have well trained

experienced and skilled people to perform various activities. If current job occupants meet this

requirement, in that case, training is not important but if it is not the case, it is very essential to raise the

skill levels, increase the versatility and adaptability of the job occupants by giving them necessary and

appropriate training.


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THE TRAINING PROCESS

ASSESSMENT PHASE

Assess training need of different group of employees

Define objectives

PLANNING TRAINING

Design training programme

Define Methods, content of programme

About trainer

Place and time of training programme

CONDUCT OF TRAINING

EVALUATION

Evaluation of training programme

Check- objective are achieved?


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NEED ASSESSMENT:

Needs assessment diagnoses present and future challenges to be met through training and development

Needs assessment occurs at two levels- Group and individual.

An Individual obviously needs training when her or his performance falls short of standards i.e. when

there is performance deficiency.

Assessment of training needs occurs at the group level too. Any change in the organizations strategy

necessitates training of group of employees.

TRAINING OBJECTIVES:

To raise the productivity: Increased human performance often directly leads to increased operational

productivity and increased company profit.

To improve quality in work: Improvement in quality may be in relation to companys product /

service.

To improve health and safety: Proper training can help prevent industrial accidents.

Outdated prevention: Training and development programmes foster the initiative and creativity ofemployees and help to prevent manpower obsolescence, which may be due to age, temperament or

motivation or the inability of a person to adapt him to technological changes.

To improve organization climate: An endless chain of positive reactions results from a well-planned

training programme. Production and product quality may improve, financial incentives may then be

increased, and less supervisory pressure may result.

Personal growth: Management development programmes seem to give participants a wider awareness,

an enlarged skill, and enlightened altruistic philosophy, and make enhanced personal growth.


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SELECTION OF TRAINEES

Trainees should be selected on the basis of self-nomination, recommendations of supervisors or by the

HR department itself.

SELECTION OF TRAINERS

Training and development programmes may be conducted by several people, including following

1. Immediate supervisors,

2. Co-worker,

3. Members of the personnel staff,

4. Socialists in other parts of the company,

5. Outside consultants,

6. Industry associations,

7. Faculty members at universities.

Large organizations generally maintain their own training departments whose staff conducts the programmes.


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TRAINING METHODS

On-the-job training: Almost every employee, from the clerk to company president gets some -on-the-

job training, when he joins a firm. Under this method, an employee is placed in a new job and is told

how it may be performed. It is primarily concerned with developing is an employee skills and habitsconsistent with the existing practices of an organization, and with orienting him to his immediate

problems.

Vestibule training (training-centre training): Vestibule training method attempts to duplicate on-the-

job situation in a company classroom. It is a classroom training which is often imparted with the help

of equipment and machines which are identical with those in use in the place of work. This method

enables the trainee to concentrate on learning the new skill rather than on performing an actual job.

Theoretical training is given in the classroom while the practical work is conducted on the production

line. It is a very efficient technique of training semi skilled personnel e.g. clerk, machine operation,

testers, typists etc. Training is in the form of lectures, conferences, case studies, role-playing and

discussion.

Demonstrations and examples: In the demonstration techniques, the trainer describes and displays.

When he teaches an employee how to do something by actually performing activities himself and by

going through a step-by- explanation of why and what he is doing. Demonstrations are effective

techniques in teaching as it is easier to show a person how to do a job then to tell him or ask him to

gather instruction from the reading material. Demonstrations are often used in combination with

lectures, pictures, text materials, discussions etc.

Simulation: Simulation is a technique which duplicates the actual condition encountered on a job.

Trainees interest and employees motivation are high in simulation exercises because he actions of a

trainee closely duplicate the real job conditions. This method is essential in cases in which actual on -the-job practice might result in a serious injury, costly errors. This technique is a very expensive one.

Apprenticeship: Apprenticeship training is the oldest and most commonly used methods. It is training

in crafts, trades and in technical areas. A major part of training time is spent on-the-job production

work.


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Classroom training:

a) Lectures: Simplest way of imparting knowledge to trainees is by lecture. Concepts or principles,attitude, method can be useful when large group are to be taught. The lecture method can be useful

when large groups are to be trained within a short time, thus reducing the cost per trainee.

b) The Conference Method: In this technique, the participating individuals confer to discuss points of

common interest to each other. Conference is a formal meeting, conducted according to organized plan.

c) Seminar or team discussion: There are different methods of conducting seminar. It may be based

on paper prepared by one or more trainees on the subject in consulting with the person in charge of the

seminar.

d) Case studies: The person in charge of training make out a case, provides necessary explanations,

initiates the discussion going. When the trainees are given cases to analyze, they are asked to identify

the problem and recommend tentative solutions.

e) Role Playing: in role playing, trainees act out a given role as they would in a stage play. It basicallyinvolves employee-employer relationships hiring, firing, interviews disciplining etc.

f) Programmed instruction method: A programmed instruction involves breaking information down

into meaningful units and then arranging these in a proper way to form a logical and sequential learning

programme or package.

g) T-group training: This comprises of Audio-visual aids and planned reading programmes.


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TRAINING TECHNOLOGIES/ METHODOLOGIES USED FOR TRAINING

Lecture method, Presentation & Discussion Brain Storming Workshops On-the-job training Web Based training System Knowledge Portal on Internet OEM Workshops One Point Lessons Experimental Learning Process Video Films SWOT Analysis/ Brain Storming Workshops e-Learning & Library Problem-solving Workshops Awareness Programmes & Mock Drills Out Bound Training Visits to bench marking Organizations In-basket Exercise Case Studies Training Skills Role Play

MAJOR EQUIPMENTS, FACILITIES & TECHNOLOGIES USED FORTRAINING

3 Training Academics 5 Training Halls 10 Conference Rooms Technical Training Center Management Development Center Workshops Hydraulic & Pneumatic Workshop PLC Training Workshop Computer Training Workshop Audio Visual aids Video Conferencing Facilities OHP's & LCD's Interactive CD's Manuals Well Equipped Library Training Manuals & KM Portals


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MAJOR ACHIEVEMENTS THROUGH TRAINING

Achieving TPM Level II Award through JIPM, Japan(Japanese Institute of Plant Maintenance)

Developing 186 numbers of internal resources as a trainers/Faculty for imparting training down theline.

Improvement in productivity & reducing break downs through training, SWOT Analysis & BrainStorming workshops and Break down & Business Gap related training programmes.

Developing organizational motivational climate through implementing behavioral training processes.

New Training Center: The company has planned for building up a New Training Center with worldclass facilities at one location.

NEW PROPOSED TRAINING CENTRE INFRASTRUCTURE

11 Training Halls for Seminars & Conferences 2 Auditorium 1 E-learning Library 2 Exhibition Centers for Equipments Exhibition Technical Training Center Video Conferencing Facility IT Academy

Six Sigma Academy TPM Academy Research Center Teaching lounge Cafeteria Faculty rooms

MAJOR TRAINING ACTIVITIES

People development has been our key strategy for corporate performance. In line with the same, wehave undertaken intense training and development activities in our organization. This has been in thearea of technical and functional skill enrichment, managerial competency enhancement, pioneeringoperational excellence and new initiatives.


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MAJOR ACTIVITIES IN TRAINING:

Review of the total organization structures & manpower plan. Analysis of the roles and job requirements for individuals. In depth identification of training activities. Assessment of skills/Competencies required for different roles and individuals.

Designing of the training strategies for meeting the job requirements. Designing of the training programmes. Development of resource persons and faculty. Development of course material. Preparation of detail outline of every programme. Placement of the outline design & course material on knowledge portal. Meticulous monitoring of programme implementation. Learning tests(written tests for all programmes) Programme evaluation. Training impact study. Weekly review of the training implementation.

Training on consultants report. Training for overseas employees. Training on maintenance break-downs & Operational failures. Training on new initiatives (TPM, Six Sigma, SCM, my-SAP, EVA, etc) External training programmes. Training through brainstorming & SWOT analysis. Training of Trainers. Post Training feedback & follow up. Sensitivity training Activity based training


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SPECIFIC ISSUES THE TRAINING HAS ADDRESSED

The most difficult part was to meet the technical manpower requirement of the plant as the planttechnology is unique. Here JSW plays an important role to develop the required competencies for thesmooth functioning of the plant.

The company is located in Western region at the port, the disadvantage is that it is far from rawmaterial source and many other supplementary raw materials required for production. Only advantageis the technology and hence, the company required updated and highly skilled manpower, to takeadvantage of its advanced technology. JSW contributes to upgrade the knowledge and sharpen the skillsto achieve the business plans.

Today, the strength of the company is highly skilled manpower, which has been nurtured throughtraining and development initiatives over the years.

Apart from this, the company has been striving to upgrade its technology as well as management. Anumber of initiatives have been taken for technology and management process up gradation. All theseinitiatives and consulting implied a large training input to the employees so that the consultants inputscan be assimilated into system.


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TRAINING AT DOLVI WORK

JSW firmly believe that safety is a state of mind and that all unsafe behaviour results from a wrongmind set. Training is the best tool available to ensure that employees are armed with the proper mindset. At JSW, they place great emphasis on safety training. In the past year, they have conducted 74training programs for employees covering, about 1500 employees.

Learning & Development yearly Budget Preparation Training need identification Preparation of Training calendar Presentation material & training content Development Implementation & monitoring of training program Facilitating for Departmental Brain Storming Session Internal faculty development program Training impact study Feedback analysis & Improvement Management Information system & KM Portal data Management Faculty database management (Internal & External) Internal Training for ISO9001: 2008 , ISO14001, OHSAS18001:2007 , ISO/TS16949 & soft

skill Continuous improvement training program Involved in Employee satisfaction survey Ensure adherence of training programs as per ISO 9001 :2008 standards Facilitating for induction program for new joiners / GET / Management Trainee


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POLICY OF TRAINING

PURPOSE AND SCOPE

Effective training and development benefits the individual and the organization as a whole, and

contributes to the achievement of objectives High standards of work performance Greater understanding and appreciation of factors affecting work performance Sharing ideas and dissemination of good practice Effective management and implementation of change Building strong and effective teams Increased motivation and job satisfaction for individuals Professional development Greater understanding of business.

The overall purpose of the policy is to set out guidelines and purpose for the training and development ofemployees that have a skill need or career path.The importance of maintaining a continuous learning programme to develop a core of well-trained individualswhose performance will enhance the company s abilities to perform at a level that is consistent with growth and

profitability objectives.All personnel are trained and become sufficiently experienced to the extent necessary to competently andeffectively undertake their assigned activities and responsibilities. It is also the aim of the company toencourage its employees to make the most of learning opportunities to realize their own personal potential andenjoyment of their job.The company shall attempt to create a learning environment where employees will be prepared to acceptchange, develop new skills and take responsibility for their own continuous learning, in partnership with theirimmediate manager and Managing Director, to ensure their effective contribution to the successful achievement

of both business and personal goals.The company s success will depend on the professionalism, skill and commitment of all its employees.

All new employees will undergo a company induction plan to include Health & Safety Fire Safety Quality Management System & Quality Policy Skills Needs Assessment Terms & Conditions of Employment Job & Place of work details


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METHODOLOGY OF STUDY

The study has been carried out by obtaining data on the feedback of the participants and their

superiors.

We have listed out all the employees of company who has undergone training programs during

the period of the 1st April 2013 to 31 st March 2014 .

We have evolved a set of two questionnaires. One is for employee s undergone training & the

other is for their Reporting Officer. A copy of the both Questionnaires is enclosed in the

Annexure.

All the questions in the questionnaire are given on 6 point scale which represents different level

of impact as per the parameters.

Questionnaire was sent to all employees & Reporting Officer through lotus email to obtain the

required data. We were able to arrive at figure of 672 Employees & Reporting Officer in terms

of survey response. Actually majority of the employees have undergone 2 or more training

programs. From the list of approx. 1861 employees, we selected random sample and got

response from maximum.

The sampling method was random sampling representing different departments, grades to make

the sample totally representative.

The data collected then has been tabulated. In many cases training team members has discussed

the issue face to face with respondents. The All questions were on six point scale on which datahas been quantified.

Impact of the training programs in terms of the above parameters has been analyzed and is

shown in following pages.


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Analysis of the questionnaire:

Department wise

Grade Wise

Age wise

Experience wise

Various parameters.

Follow up & planning was main tool to get maximum data in less time from employees.


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TABLE 1

Demographics & Overall Impact Area wise:

Parameters Emp RO Overall

S.N Area CountAvg

Impact%

Impact Count Avg Impact % ImpactAvg

Impact % Impact

1 IMA 70 4.94 82.33 51 4.63 77.17 4.79 79.752 RMA 63 4.68 78.00 31 4.37 72.83 4.53 75.423 SMA 56 5 83.33 58 4.57 76.17 4.79 79.754 TSA 67 4.95 82.50 31 5.06 84.33 5.01 83.425 CPA 141 4.74 79.00 63 4.67 77.83 4.71 78.42

Overall 4.88 81.33 4.66 77.67 4.77 79.50

Legends (Areas after clustering departments): Iron Making Area(IMA): BF, SIP

RM Area(RMA): RMHS, Sinter Plant, Pellet Plant, Coke Oven

Steel Making Area(SMA): SMS, Refractory, LCP,HSM Inst

Technical Services Area(TSA): Utility, OP, ARS, Crane, Maintenance, Project, MRSS

Support Services Area(SSA): Admin, Logistics, Store, Security, Safety, Taxation, IT, Medical

Customer Product Area(CPA): Caster, Mill, CTL, M&S, Quality, PPC


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Emp Count

70

63

5667

141

41

IMA RMA SMA TSA CPA SSA

RO Count

51

31

58

31

63

IMA RMA SMA TSA CPA


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CHART-1

Training Impact - Areawise

66.00 68.00 70.00 72.00 74.00 76.00 78.00 80.00 82.00 84.00 86.00

IMA

RMA

SMA

TSA

CPA

A r e a s

% Impact - Emp % Impact - RO


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2) GRADE WISE OVERALL IMPACT LEVEL RATED BY EMPLOYEES &REPORTING OFFICER

TABLE 2

Sr.No. Grade

Average ratingby

employees(%)

Average

rating byReporting

Officer (%)

1 L 11 & Above 76.53 76.29

2 L 08 - L1079.77 78.70

3 E07 & Below 81.45 NA

CHART- 2

Training Impact % - Gradewise

73

74

75

76

77

78

79

80

81

82

L 11 & Above L 08 - L10 E07 & Below

Grades

%Impact % - Emp

Impact % - RO


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3) AGE WISE ASSESSMENT OF TRAINING IMPACT

TABLE 3

Sr.No. Age (in yrs)

Average

rating byemployees(%

)

Average

rating byReporting

Officer (%)

1. 20-30 82.37 84.81

2. 30-40 82.69 75.82

3. 40 -50 81.25 77.72

4 50 Above 78.29 82.78

CHART 3

Training Impact % - Agewise

70

72

74

76

78

80

82

84

86

20-30 30-40 40 -50 50 & Above

Age

%Impact % - Emp

Impact % - RO


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5) THE OVERALL TRAINING IMPACT ON VARIOUS PARAMETERS

TABLE 5

Sr. No. PARAMETERS

EMPLOYEE'SASSESSMENT ONOVERALL IMPACT OFTRAINING ATDIFFERENT STAGES(%)

REPORTING OFFICERASSESSMENT ON OVERALLIMPACT OF TRAINING ATDIFFERENT STAGES (%)

1. Impact on Learning 81.67 81.67

2.

Impact onSatisfaction from thelearning received 79.00 79.00

3.

Impact on IndividualPerformance abilitytowards job 79.67 79.67

4. Impact on workenvironment 79.83 79.83

5. Impact onperformance ability 79.33 79.33

6.

Impact on ability totake higher jobresponsibility 80.67 80.67

7.

Impact on sense ofbelongingness &commitment to theorganization 78.50 78.50

8. Quality of work 83.17 83.17

9. Quality of Output 81.83 81.83

10. Efficiency of work 83.33 83.33

11. Improvement in IPR 83.33 83.33

12. Change in mindset 80.33 80.33

13. Impact on the cost ofservices and product 79.67 79.67

14. Impact on theproductivity 82.00 82.00

15. Improving creativityin the organization 81.50 81.50


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CHART 5

Training Impact % - Parameterwise

76 77 78 79 80 81 82 83 84

Impact on Learning

Impact on Satisfaction from the learning received

Impact on Individual Performance ability towards job

Impact on work environment

Impact on performance ability

Impact on ability to take higher job responsibility

Impact on sense of belongingness & commitmentto the organization

Quality of work

Quality of Output

Efficiency of work

Improvement in IPR

Change in mindset

Impact on the cost of services and product

Impact on the productivity

Improving creativity in the organization

%

Parameters

Impact % - Emp Impact % - RO


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FINDINGS

The main findings of this study are:-

Training and development programs at JSW Steel Limited is aimed at systematic developmentof knowledge, skills, attitude and team work for employees.

The company efforts for improving the performance of employees include providing exposure

to an employee for different training by internal and external faculty on different topics.

The Company does conduct the training impact study of their individual employees for

assessing the effectiveness of the training imparted. It is also found that company takes the

feedback of their employees after training program which gives the idea of learning for the

participants.


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CONCLUSION

This is a study on Impact of training on Individuals Learning, Satisfaction, Change in

Performing Ability, Work Environment Change, Organization Performance Change, and Ability

to take Higher Job Responsibility and on Sense of Belongingness and Commitment to theOrganization. The study has been carried out with a random sample of 672 out of 1861

employees who have undergone through training programmes during the period of 1 st

April 2013 to 31 st March 2014. Research methodology & Data Analysis tool: Questionnaire

Method, Random Sampling Method was adopted to conduct the study. Analysis of feedback of

very large number of Participants (Employees) and their Reporting Officers were determined.

Most striking feature of the study is that feedback of Participants and their Reporting Officers at

all stages of training impact, is almost identical. The overall rating of Employees is good as

compared to Reporting Officer (RO).

SUGGESTIONS

As the process of collecting the training feedback could be done online, more emphasis should

be given on follow up.

HOD / Sectional Head should explain & motivate the employee's to fill up the form as it is


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beneficial to them as well as for the organization.

After circulation of impact study form, it should be filled up in the particular time period.

BIBLIOGRAPHY

www.allprojectreports.com

Training & Development: A Better way: Robert Hayden: Volume 52.

JSW company site www.jsw.in

Articles from Knowledge Centre of JSW Co.


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Earlier Company Reports .

ANNEXURE

Questionnaires :

JSW Steel Limited TRAINING IMPACT STUDY FOR YEAR 2013-2014 (TO BE FILLED BY THE

" EM PLOYEE WHO H AS RECEI VED THE TRAI NI NG ")


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Name of Employee:Current Company Experience: Emp No: Age:

Designation/Grade:Total Experience: Dept: Signature:

Instruction: Likert scale for measurement has been taken for this survey which is as follows: AgreeVery Strongly (6), Agree Strongly (5), Agree Moderately (4), Agree Slightly (3), Disagree

Slightly (2), Disagree Moderately (1)This is a questionnaire used for Impact study of training. Two identical questionnaire -have beenadministered, one to the employees concerned & other to their superior

Please tick the most appropriate for you

Questionnaire/Measurement ScaleAgreeVery

Strongly(6)

AgreeStrongly

(5)

AgreeModerately

(4)

AgreeSlightly

(3)

DisagreeSlightly

(2)

DisagreeModerately

(1)

1 I have learnt from the training programme.

2 I am satisfied from the training

received during the last one year.

3The learning received by me has

been able to improve my abilitytowards job performance.

4

I think I have been able to bringimpact in my total workenvironment through changed

behavior.

5

I think my learning, changes in my performing ability and its influenceon the work environment around,

have been able to impact the performance in working section/Department and the organization.

6I am competent and confident totake up higher job responsibilityafter attending training programmes.

7

The learning opportunity andinvestment made has brought aboutimprovement in sense of my

belongingness and commitment.

8 According to you there has been

impact on the followingareas(Tick the proper score):-

Agree

VeryStrongly(6)

Agree

Strongly(5)

Agree

Moderately(4)

Agree

Slightly(3)

Disagree

Slightly(2)

Disagree

Moderately(1)

1 Quality of work

2 Quality of Output

3 Efficiency of work


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4 Improvement in IPR (Inter PersonalRelations)

5 Change in mindset

6 Impact on the cost of services and product

7 Impact on the Productivity

8 Improving creativity in theorganizationComments:

JSW Steel LimitedTRAINING IMPACT STUDY FOR YEAR 2013-2014 (TO BE FILLED BY THE "RO OF

Training Attended EMPLOYEES ")Name of RO: RO Emp No: Current Comp. Exp Age of RO:


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40

Designation/Grade of RO: Dept: Sign of RO:

Name of Employee:Emp No:

Total Experience: Grade of Emp:

Instruction: Likert scale for measurement has been considered for this survey which is as follows:Agree Very Strongly (6), Agree Strongly (5), Agree Moderately (4), Agree Slightly (3), Disagree

Slightly (2), Disagree Moderately (1)This is a questionnaire used for Impac t study of training. Two identical questionnaire have beenadministered, one to the employees concerned & other to their superior Please tick the most appropriate for you

Questionnaire/MeasurementScale

AgreeVery

Strongly(6)

AgreeStrongly

(5)

AgreeModerately

(4)

AgreeSlightly

(3)

DisagreeSlightly

(2)

DisagreeModerately

(1)

1My subordinate has learntfrom the training

programme.

2I am satisfied from thetraining received by mysubordinate during the lastone year.

3

The learning received bymy subordinate has beenable to improve his/herability towards job

performance.

4

I think, s/he has been ableto bring impact in his/her

total work environmentthrough changed behavior.

5

I think, his/her learning,changes in his/her

performing ability and itsinfluence on the workenvironment around, have

been able to impact the performance in workingsection/ Department and theorganization.

6

S/he is competent andconfident to take up higher job responsibility afterattending training

programmes.

7

The learning opportunityand investment made has

brought about improvementin sense of his/her


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belongingness andcommitment.

8 According to you there hasbeen impact on the followingareas(Tick the proper score):-

AgreeVery

Strongly

(6)

AgreeStrongly

(5)

AgreeModerately

(4)

AgreeSlightly

(3)

DisagreeSlightly

(2)

DisagreeModerately

(1)

1 Quality of work

2 Quality of Output

3 Efficiency of work

4 Improvement in IPR (InterPersonal Relations)

5 Change in mindset

6Impact on the cost ofservices and product

7 Impact on the Productivity

8 Improving creativity in theorganizationComments:

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