(Kitu)Final Project

8/2/2019 (Kitu)Final Project

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PROJECT REPORT

On

Six weeks Industrial Training

On

Functioning of HR

At

AMBUJA CEMENT DARLAGHAT

Shimla, HIMACHAL PRADESH

Towards partial fulfillment of the requirements for the award of Degree of

Masters of Business Administration

By

KIRAN VERMA

Under the guidance of

Mr. PANKAJ SHARMA Kiran Verma

(HR Manager) MBA 3rd Sem

ROLL Nos. 10PBA017

Baddi university of emerging sciences & technology Makhnumajra,

Baddi, Distt. Solan HP


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DECLARATION

I, hereby declare that the Project Report entitled

functioning of H.R,Ambuja cement Darlaghat submitted in partial fulfillment of the requirement for

the degree of Masters of Business Administration to Baddi University is my original

work and has not been submitted for the award of any other Degree, Diploma of

similar Title or Prize.

Place: Baddi

Dated:

Signature: kiran Verma


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Acknowledgement

I take this opportunity to express my gratitude to Ambuja cement limited forgivingme six month Industrial training in this esteemed concerned. I extend my

thanks to Dr. Sorab Sadari of MBA of this organization for assigning me this

project "Cement manufacturing process" and for his constant support

throughout the work on this project.

I express my thanks to personal department for their co-operation which Help

me to complete the assignment and the present work.

At last but not the least, I heartily express my sense of gratitude towards my

parents and family members for their constant support both materially andspiritually throughout the work on this project.

Kiran Verma


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PREFACE

This is a report on practical training taken at AMBUJA CEMENT Ltd, Himachalunit .It contains three Section.

First is having idea about cement manufacturing process. Second one is

related to nontechnical activities and final section is based on our intensive

department. We have described only overview about cement manufacturing

process. Intensive department has been that much concerning.

Thanks

Kiran Verma


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EXECUTIVE SUMMARY

The overall purpose of this project is to attempt to offer to students, tutors and

novice practitioners, through the medium of a text interspersed with practical activitiesand illustrations, help in building up basic knowledge and skills and positive attitudes

related to training and development in the workplace.

Training and Development consists of (1) training to increase skills and knowledge

to do a particular job, and (2) education that is concerned with increasing general

knowledge, understanding and background. There are two broad groups of individuals

to be trained, operatives and managers. The four basic systems are of operative

training are (i) on-the-job training, (ii) vestibule training, (iii) apprenticeship programs,

and (iv) special courses. Effective operative training should increase productivity,

reduce costs, heighten morale, and promote organizational stability and flexibility.

With the more complex nature of the executive job, manager development involves

both training and education. Decision-making skills are enhanced through business

games, case studies, and in-basket exercises. Interpersonal skills can be promoted

through role-playing, group discussions, conferences and seminars. Job knowledge can

be acquired through experience, coaching while organizational knowledge can be

developed through job rotation and multiple management. In addition, ones general

educational background can be developed through special courses, meetings, and a

reading program, while specific individual deficiencies can be addressed through

special projects and committee assignment.Both operative and managerial training can

go for a naught if the organizational environment precludes learned skills from actually

being utilized. Organization development is an intervention strategy whereby the

general environment is altered to emphasize competence, confrontation, trust, candor

and support.


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Index

S.No Particular Page no1 About the plan

2 Type of cement & process

3 Main plant & equipments

4 Human resource management

5 Functional area of human resource

6 Human resource management andits functions

7 SWOT

8 About the training

9 Training needs

10 Sequence of training program

11 Classification of training method

12 Data table for every questions

13 Graphical presentation ofquestionnaire

14 Conclusion

15 Suggestions


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About the plant

Ambuja cement ltd. (ACL) was established at Darlaghat , villageSuli, Tehsil Arki,

district Solan, in the year 1994. The plant is located 45km from Shimla & approximately

2km from Darlaghat. As India is the sound largest producer of cement in the world. Thecement industry is one of the few industries in India to achieve global competitiveness.

The quality of cement compares with internationally accepted Britain & American

standard. Also companies productivity, energy efficiency & environment standard

among the best in the world . the company starts its commercial production in 1995

having a rating capacity of 1.5 to 2 million tons per annum, now around 2.5 million

tons per annum. The company has always maintained the corporate philosophy of

sustainable development. The company has been adjusted the best & the most

effective mines in its area by Indian Bureau.

The activity of Ambuja cement are the best example in Indian mining industryscenarios for state of art mining situated at a serial of 20 km from the plant. The

area spread around 4.8 km & is located north-west direction of Shimla. It has a good

transportation system by roads which are also connected to the main cities near the

place.

This one of the most famous cement manufactured plant of the country and the main

processes involved in grinding, storage and packing of the cement. There is one kiln

drive with 3 cement mills , ADG hall, Quality laboratory and CCR (central control

room).

Basically it consists of 16 department working 24 hour each & 7 days a week with 3 shift

each day. The main product of cement manufactured here are OPC & PPC.

WHAT IS CEMENT?

Cement is defined as a material that can join or unit 2 or more pieces of some other

material together to form a unit mass. Cement, as used in construction industries, is a

Fine powder which when mixed with water and allowed to set and harden can join

different component or members together to give a mechanically strong structure.


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TYPES OF CEMENT

ORDINARY PORTLAND CEMENT (OPC)

PORTLAND POZZOLONA CEMENT (PPC)

PORTLAND SLAG CEMENT WHITE PORTLAND CEMENT

OIL WLL CEMENT

LOW HEAT PORTLAND CEMENT

SUPER SULPHATED CEMENT , HIGH ALUMINA CEMENT

PROCESS

THE BASIC STEPS INVOLVING IN THE MANUFACTURING OF CEMENT ARE:-

MINING

CRUSHING

STACKING & RE CLAIMING RAW MATERIAL GRINDING

RAW MEAL STROAGE & BLENDING

PREHEATING & BURNING

CLINKER COOLING CLINKER STORAGE

CLINKER GRINDING

CEMENT STROAGE IN SILOS

PACKING & DISPATCH


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MAIN PLANT & EQUIPMENT

DEPENDING UPON THE PROCESS EQUIPMENT ARE SELECTED FOR MATERIAL PROCESSING .

IN CEMENT MANUFACTURING FOLLOEING ARE THE MAIN PROCESS AND RELATED

EQUIPMENT.

PACKER S.NO PROCESS EQUIPMENT

1. MINING ROCK DRILL MACHINE,

DUMPER, EXCAVATOR

2. CRUSHING CRUSHER

3. LIME STONE TRANSPORT OLBC

STACKING & RECLAIMING STACKER & RECLAIMER

4. RAW MATERIAL GRINDING RAW MILL (VERTICAL)

5. RAW MILL STROAGE BLENDING SILO

6. PREHEATING/PRECALCINATION PREHEATING/PRECALCINER

7. CLINKERISATION ROTARRY KILN

8. COAL GRINDING COAL MILL

9. CLINKER COOLING CLINKER COOLER

10. CLINKER TRANSPORT DPC

11. CEMENT GRINDING CEMENT MILL (BALL)

12. CEMENT STROAGE CEMENT SILO

13. PACKING PACKER/LOADER


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Human Resource Management: An Overview

Of all the factors of production capital, land, labour labour or man is

undoubtedly the most crucial factor that makes or mars an organization. In fact, have

you ever wondered what makes organizations different from one another? After all, with

the requisite capital, anybody could buy the most advanced technology, yet, not all

organizations perform in the same way. The difference in achievements lies truly in the

organizers or the men behind the machines. The greatest asset (or liability) of an

organization is its people. Thus, if we borrow a phrase from democratic Indias

constitution, an organization is of the people, by the people and for the people.

The importance of the human factor in the efficient and successful management of

industrial enterprises led the managements to think in terms of providing some

machinery for managing men. Human resources department came to be recognized as

an integral part of the managerial setup. The outcome of these developments is the

emergence of Human Resources Management as a vital part of management studies.

Human resource management or Personnel management is basically concerned

with people at work and their relationships with each other. It is that part of management

function which is concerned with people at work and with their relationships within an

enterprise. Its aim is to bring together and develop into an effective organization the

men and women who make up an enterprise and, having regard to the well-being of an

individual and of working groups, to enable to make their best contribution to its

success.

In other words it can be defined as It is concerned with the planning, organizing,

directing and controlling of the procurement, development, compensation, integration,

maintenance and separation of human resources to the end that individual,organizational and societal objectives are accomplished. It involves the task of handling

the human problems of an organization and is devoted to acquiring, developing, utilizing

and maintaining an efficient work force. It is that field of management, which has to do

with planning, organizing and controlling various operative functions of procuring,

developing, maintaining and utilizing a labor force such that: -


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a) the objectives for which the company is established;

b) the objectives of all levels of personnel are served to the highest degree

and;

c) the objectives of the community are duly considered and served.

Secondly, it is concerned with employees, both as individuals as well as a group, the

aim being to get better results with their collaboration and active involvement in the

organizations activities, i.e., it is a function or process or activity aiding and directing

individuals in maximizing their personal contribution.

Thirdly, personnel management is concerned with helping the employees to develop

their potentialities and capacities to the maximum possible extent, so that they may

derive great satisfaction from their job. This task takes into consideration four basic

elements, namely, the capacities, interests, opportunities and personality of the

employees.

Taking the above characteristics into consideration, it may be observed that personnel

management is an approach; a point of view; a new technique of thinking and a

philosophy of management, which is concerned not only with managing people, but also

with solving the human problems of an organization wittily and equitably, and in a

manner which ensures that employees potential is properly developed, that maximum

satisfaction is derived by them from their work, that the objectives of the organizationare achieved and that good human relations are maintained within the organization.

Human resource management can be of full value to an organization only when it is

consistently thought out and applied at all levels and to all management functions; in

corporate policies, in the systems, procedures and in employment practices, etc. This

integrative aspect of human resource management is, therefore, of vital importance.


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s

Functional Areas of Human Resource Management:

Organizational Planning, Development and Task Specialization;

Staffing and Employment;

Training and Development;

Compensation, Wage and Salary Administration;

Motivation and Incentives;

Employee Services and Benefits;

Employee Records;

Labour or Industrial Relations; and

Personnel Research and Personnel Audit.

Staffing

Both the job description and the job specification are useful tools for the staffingprocess, the first of the seven HR functions to be discussed. Someone (e.g., adepartment manager) or some event (e.g., an employee's leaving) within theorganization usually determines a need to hire a new employee. In large organizations,an employee requisition must be submitted to the HR department that specifies the job

title, the department, and the date the employee is needed. From there, the jobdescription can be referenced for specific job related qualifications to provide moredetail when advertising the positioneither internally, externally, or both (Mondy andNoe, 1996).
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Performance Appraisals

Once a talented individual is brought into an organization, another function of HRMcomes into playcreating an environment that will motivate and reward exemplaryperformance. One way to assess performance is through a formal review on a periodicbasis, generally annually, known as a performance appraisal or performance evaluation.Because line managers are in daily contact with the employees and can best measureperformance, they are usually the ones who conduct the appraisals. Other evaluators ofthe employee's performance can include subordinates, peers, group, and self, or acombination of one or more (Mondy and Noe, 1996).

Just as there can be different performance evaluators, depending on the job, severalappraisal systems can be used. Some of the popumlar appraisal methods include (1)ranking of all employees in a group; (2) using rating scales to define above-average,average, and below-average performance; (3) recording favorable and unfavorable

performance, known as critical incidents; and (4) managing by objectives, or MBO(Mondy and Noe, 1996). Cherrington (1995) illustrates how performance appraisalsserve several purposes, including:(1) guiding human resource actions such as hiring,firing, and promoting; (2) rewarding employees through bonuses, promotions, and soon;(3) providing feedback and noting areas of improvement; (4) identifying training anddevelopment needs in order to improve the individual's performance on the job; and (5)providing job related data useful in human resource planning.

Compensation and Benefits

Compensation (payment in the form of hourly wages or annual salaries) and benefits(insurance, pensions, vacation, modified workweek, sick days, stock options, etc.) canbe a catch-22 because an employee's performance can be influenced by compensationand benefits, and vice versa. In the ideal situation, employees feel they are paid whatthey are worth, are rewarded with sufficient benefits, and receive some intrinsicsatisfaction (good work environment, interesting work, etc.). Compensation should belegal and ethical, adequate, motivating, fair and equitable, cost-effective, and able toprovide employment security (Cherrington, 1995).

Training and Development

Performance appraisals not only assist in determining compensation and benefits, butthey are also instrumental in identifying ways to help individuals improve their currentpositions and prepare for future opportunities. As the structure of organizationscontinues to changethrough downsizing or expansionthe need for training anddevelopment programs continues to grow. Improving or obtaining new skills is part ofanother area of HRM, known as training and development.
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"Training focuses on learning the skills, knowledge, and attitudes required to initiallyperform a job or task or to improve upon the performance of a current job or task, whiledevelopment activities are not job related, but concentrate on broadening theemployee's horizons" (Nadler and Wiggs, 1986, p. 5). Education, which focuses onlearning new skills, knowledge, and attitudes to be used in future work, also deserves

mention (Nadler and Wiggs, 1986).The type of training depends on the material to be learned, the length of time learnershave, and the financial resources available. One type is instructor-led training, whichgenerally allows participants to see a demonstration and to work with the product first-hand. On-the-job training and apprenticeships let participants acquire new skills as theycontinue to perform various aspects of the job

Employee and Labor Relations

Just as human resource developers make sure employees have proper training, there

are groups of employees organized as unions to address and resolve employment-related issues. Those who join unions usually do so for one or both of two reasons toincrease wages and/or to eliminate unfair conditions. Some of the outcomes of unioninvolvement include better medical plans, extended vacation time, and increasedwages.

Today, unions remain a controversial topic. Under the provisions of the Taft-Hartley Act,the closed-shop arrangement states employees (outside the construction industry) arenot required to join a union when they are hired. Union-shop arrangements permitemployers to hire non-union workers contingent upon their joining the union once theyare hired. The Taft-Hartley Act gives employers the right to file unfair labor practice

complaints against the union and to express their views concerning unions Not only doHR managers deal with union organizations, but they are also responsible for resolvingcollective bargaining issuesnamely, the contract. The contract defines employmentrelated issues such as compensation and benefits, working conditions, job security,discipline procedures, individuals' rights, management's rights, and contract length.Collective bargaining involves management and the union trying to resolve any issuespeacefullybefore the union finds it necessary to strike or picket and/or managementdecides to institute a lockout

Safety and Health

Not only must an organization see to it that employees' rights are not violated, but itmust also provide a safe and healthy working environment. Define safety as "protectingemployees from injuries caused by work-related accidents" and health as keeping"employees free from physical or emotional illness" (p. 432). In order to prevent injury orillness, the Occupational Safety and Health Administration (OSHA) was created in 1970.Through workplace inspections, citations and penalties, and on-site consultations,OSHA seeks to enhance safety and health and to decrease accidents, which lead todecreased productivity and increased operating costs
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Human resource management system

A Human Resource Management System (HRMS) or Human ResourceInformation System (HRIS) refers to the systems and processes at the intersection

between human resource management (HRM) and information technology. Itmerges HRM as a discipline and in particular its basic HR activities and processeswith the information technology field, whereas the programming of data processingsystems evolved into standardized routines and packages of enterprise resourceplanning (ERP) software. On the whole, these ERP systems have their origin onsoftware that integrates information from different applications into one universaldatabase. The linkage of its financial and human resource modules through onedatabase is the most important distinction to the individually and proprietarydeveloped predecessors, which makes this software application both rigid andflexible.

Purpose

The function of Human Resources departments is generally administrative andcommon to all organizations. Organizations may have formalized selection,evaluation, and payroll processes. Efficient and effective management of "HumanCapital" progressed to an increasingly imperative and complex process. The HRfunction consists of tracking existing employee data which traditionally includespersonal histories, skills, capabilities, accomplishments and salary. To reduce themanual workload of these administrative activities, organizations began toelectronically automate many of these processes by introducing specializedHuman Resource Management Systems. HR executives rely on internal orexternal IT professionals to develop and maintain an integrated HRMS. Before theclientserver architecture evolved in the late 1980s, many HR automation

processes were relegated to mainframe computers that could handle largeamounts of data transactions. In consequence of the high capital investmentnecessary to buy or program proprietary software, these internally-developedHRMS were limited to organizations that possessed a large amount of capital.

1. Payroll2. Work Time3. Appraisal performance4. Benefits Administration5. HR management Information system6. Recruiting

7. Training/Learning Management System8. Performance Record9. Employee Self-Service

The payroll module automates the pay process by gathering data on employeetime and attendance, calculating various deductions and taxes, and generatingperiodic pay cheques and employee tax reports. Data is generally fed from thehuman resources and time keeping modules to calculate automatic deposit and


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manual cheque writing capabilities. This module can encompass all employee-related transactions as well as integrate with existing financial managementsystems.

The work time module gathers standardized time and work related efforts. The

most advanced modules provide broad flexibility in data collection methods, labordistribution capabilities and data analysis features. Cost analysis and efficiencymetrics are the primary functions.

The benefits administration module provides a system for organizations toadminister and track employee participation in benefits programs. These typicallyencompass insurance, compensation, profit sharing and retirement.

The HR management module is a component covering many other HR aspectsfrom application to retirement. The system records basic demographic and addressdata, selection, training and development, capabilities and skills management,

compensation planning records and other related activities. Leading edge systemsprovide the ability to "read" applications and enter relevant data to applicabledatabase fields, notify employers and provide position management and positioncontrol. Human resource management function involves the recruitment,placement, evaluation, compensation and development of the employees of anorganization. Initially, businesses used computer based information systems to:

produce pay checks and payroll reports; maintain personnel records; pursue Talent Management.

Online recruiting has become one of the primary methods employed by HRdepartments to garner potential candidates for available positions within anorganization. Talent Management systems typically encompass:

analyzing personnel usage within an organization; identifying potential applicants; recruiting through company-facing listings;

The significant cost incurred in maintaining an organized recruitment effort, cross-posting within and across general or industry-specific job boards and maintaining acompetitive exposure of availabilities has given rise to the development of a

dedicated Applicant Tracking System, or 'ATS', module.

The training module provides a system for organizations to administer and trackemployee training and development efforts. The system, normally called aLearningManagement System if a standalone product, allows HR to trackeducation, qualifications and skills of the employees, as well as outlining whattraining courses, books, CDs, web based learning or materials are available todevelop which skills. Courses can then be offered in date specific sessions, with
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delegates and training resources being mapped and managed within the samesystem. Sophisticated LMS allow managers to approve training, budgets andcalendars alongside performance management and appraisal metrics.

The Employee Self-Service module allows employees to query HR related data

and perform some HR transactions over the system. Employees may query theirattendance record from the system without asking the information from HRpersonnel. The module also lets supervisors approve O.T. requests from theirsubordinates through the system without overloading the task on HR department.

Many organizations have gone beyond the traditional functions and developedhuman resource management information systems, which support recruitment,selection, hiring, job placement, performance appraisals, employee benefitanalysis, health, safety and security, while others integrate an outsourcedapplicant Tracking System that encompasses a subset of the above.

Assigning Responsibilities Communication between the Employees

Strategic human resource planning Competency-based management Applicant tracking system List of management topics Job analysis Learning Management System Software as a Service Organizational Chart Bradford Factor

Human resources for health (HRH) information system E-HRM

.
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Human Resource Management - Nature, Scope,

Objectives and Function

Introduction

1 The Centers HR staff, particularly the HR Manager, has a key role in five aspects ofpreventing and stopping harassment and discrimination. These aspects are:

supporting management by developing Center policy and procedures forpreventing and stopping harassment and discrimination;

educating staff, particularly through induction and retraining, with specializedtraining for line managers;

assisting management in establishing avenues of assistance at all duty stationsfor staff members who have experienced harassment or discrimination;

providing support and guidance to people directly involved in harassment anddiscrimination issues; and

providing guidance to committees investigating harassment and discriminationcomplaints..

Educating staff3 Prevention of harassment and discrimination is key to establishing a workplace ofdignity. This requires careful planning to ensure that:

all new appointees, including contractors, consultants and, particularly, linemanagers and supervisors have relevant policies explained to them as part oftheir induction, earlyin their appointment;

appropriate retraining occurs across the workforce from time to time, to reinforce

staff understanding of the purpose, ramifications and implications of sustaining aworkplace of dignity; line managers receive specialized training on harassment and discrimination

issues because line managers are the first line of defense and thus must beacutely aware of harassment and discrimination issues, act as role models, bealert to the emergence of harassment and discrimination problems in theirworkgroup, be aware of their responsibilities to act expeditiously andappropriately, and be empowered to do so; and

the above requirements are met effectively, not just at Center headquarters butacross the Centers entire spectrum of regional and country offices, no matterhow small the group.

5 HR Managers need to be alert to potential harassment and discriminationissues and act appropriately, either directly or through the appropriate linemanager/s. They also must be able to give impartial and expert advice to peopleinvolved in harassment and discrimination cases, both complainants and allegedoffenders.

6 Victims of harassment in particular may need support and reassurance about
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the Centers policy and procedures as well as assurance of confidentiality. TheHR Manager should identify appropriate sources of professional counseling forvictims at/for each duty station.

8 Consequently staff members at all duty stations who may be experiencing

harassment need to have immediate avenues of assistance. These would eitherbe at their duty station or for their duty station if it has a very small staff.

9 A good contingency plan for avenues of assistance will have (but notnecessarily be limited to) the following features:

one or more Local Harassment Advisors; a hotline for reaching Center HR personnel with accessible phone numbers for

the HR Manager and a specified alternate for harassment matters; documented information about harassment; access to professional counseling.


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SWOT ANALYSIS

S-Strength T- threat

W-Weakness O-opportunity

Strength:

Globally reputed

Latest technology and joint venture of US and Japan in India

High quality Standard and services

High Production technology

Big research and development team

Better growth potential.

W e e k n e s s

Long Hierarchy structure

Comparatively high price

Opportunity:

As Brand equity is good and production base is too wide, Metzeler forms some

good customer with whom direct business can be established. With this long-

term profitability and efficiency and continuous improvements drive our business

decision-making.

THREATS:

Small players in the market are using Metzelers product price as a shield to push

their product at lower price.

Other constraints include frequent BANDS and unreliable public transport

Assocham's second BPO Industry Confidence Survey identifies China as India's

greatest challenge with 54.45 per cent of the respondents opining the sleeping

giant would eat into India's share with its superior technological skills.


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ABOUT TRAINING AND DEVELOPMENT

One of the most important departments in a call centre is the training department. It

becomes even more important if the call centre is an international one because of

simultaneous increase in skill requirements. The success of the company directly

depends on the quality of the trainers involved. They need to be masters in their areas

of training to mould employees into productive Customer Service Representatives.

Now as we seen the importance of the training department in a call centre, the selection

of trainers has to done with great caution. The most important factor in this regard would

be experience. People who have worked as trainers in a similar industry would be the

best fits for this job. Also people who have worked in the same company as agents for a

sufficient period of the time would be suitable candidates.

In Metzeler, a lot of emphasis is given on the training and development of the staff to

take care of their overall personal growth and professional progress. The training and

development activities here may be grouped into the following 2 broad heads in terms of

their objectives-

- Those, which are essential to build up a mature and objective team of capable

managers, executives and staff.

- Those which are needed to update the staff to understand and practice the culture

and systems of the organization.

Based upon the identified training needs of the staffs, different types of training

programs are conducted as per the annual training plan and the same is also recordedand evaluated in terms if effectiveness on a periodic basis


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What is training and development?

Training and development is a way of tuning and priming your workforce to

enable them to work at their very best. An employee needs to know how your

company operates, what your plans are for the future and where they might fit in and

how you intend to develop them to enable them to develop with your company. If

you intend to stay alive in a competitive environment then you need to prime your

staff so that they can help you to develop, remain competitive and profitable.

Training is a process of learning a sequence of programmed behaviour. It is

application of knowledge. It gives people an awareness of the rules and proceduresto guide their behaviour. It attempts to improve their performance on the current job

or prepare them for an intended job. Developmentis a related process. It covers not

only those activities which improve job performance but also those which brings

about growth of the personality; help individuals in the progress towards maturity

and actualisation of their potential capacities so that they become not only good

employees but better men and women. Training a person for a bigger and higher job

is development. And this may well include not only imparting specific skills and

knowledge but also inculcating certain personality and mental attitudes.

Training and Development is a process that entails a comprehensive

assessment and a methodical nurture of the employees potentialities keeping

in mind the companys requirements and objectives. This term is often

interpreted as the activity when an expert and learner work together to effectively

transfer information from the expert to the learner (to enhance a learner's

knowledge, attitudes or skills) so the learner can better perform a current task or job.Some view development as a life-long goal and experience.

Training is not a time bound process or is not limited to certain kinds of

employees. After all knowledge is always expanding and the essence of human life

is the constant up gradation of skills. Thus training is a continuous process in an


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organization, being not limited to new employees only and with a constantly

changing corporate environment; all employees new or old must constantly learn

and receive training throughout their tenure. Training enables employees to develop

and rise within the organization. This is because training orients employees in the

right direction i.e. aligns the moves and motives of the employees with those of the

organization. Thus, as the organizations goals are aimed at increased productivity,

training does precisely this, i.e. a well trained personnel is always more efficient

and productive than an untrained one. Trained employees are always better able to

handle the machines and materials thereby reducing chances of wastage and

moreover, training is quite useful for the employees too, who can avail promotions

faster on the basis of their increased efficiency due to training. Thus the employee

morale can be boosted too.

For all practical purposes Training & Development are used together because

the processes are so intrinsically intertwined. Each day of correct training leads to

further development to the employee in terms of his/her usefulness to the employer.

Yet, for managerial purposes and in organizational context, T&D can be

differentiated from each other, to the extent that usually a particular training project

is for a short time, in which the specific or general skills are improved for a specific

job, while development is a long term educational process utilising a systematic and

organized procedure by which employees as individuals learn and grow in not just

one specific task but in a variety of roles within and outside the organization, giving a

holistic impetus to the attitudes, personality and values, making the employee not

just a better employee, but also a more useful citizen of the society


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TRAINING NEEDS

One vital question is that what after all is the need for training, when despite aninvestment of time, money and energy, the employees resist the change? Yet, as

has been delineated in brief already, training is not just a change but a change for

the better, rather training is development. The need for the training of employees

would be clear from the observations made by the different authorities.

To Increase Productivity: Instruction can help employees increase their level

of performance on their present assignment. Increased human performance

often directly leads to increased operational productivity and increased

company profit. Again, increased performance and productivity, because of

training are most evident on the part of new employees who are not yet fully

aware of the most efficient and effective ways of performing their jobs.

To Improve Quality: Better-informed workers are less likely to make

operational mistakes. Quality increases may be in relationship to a company

product or service, or in reference to the intangible organizational employment

atmosphere. To Help a Company Fulfil its Future Personnel Needs: Organizations that

have a good internal training programme will have to make less drastic

manpower changes and adjustments in the event of sudden personnel

alternations. When the need arises, organizational vacancies can more easily

be staffed from internal sources if a company initiates and maintains an

adequate instructional programme for both its non-supervisory and managerial

employees.

To Improve Organizational 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, internal promotions

become stressed, less supervisory pressure ensures and base pay rate

increases result. Increased morale may be due to many factors, but one of the


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most important of these is the current state of an organizations educational

endeavour.

To Improve Health and Safety: Proper training can help prevent industrial

accidents. A safer work environment leads to more stable mental attitudes on

the part of employees. Managerial mental state would also improve if

supervisors know that they can better themselves through company-design

development programmes.

Obsolescence Prevention: Training and development programmes foster the

initiative and creativity of employees and help to prevent manpower

obsolescence, which may be due to age, temperament or motivation, or the

inability of a person to adapt himself to technological changes.

Personal Growth: Employees on a personal basis gain individually from their

exposure to educational experiences. Again, management development

programmes seem to give participants a wider awareness, an enlarged skill

and enlightened altruistic philosophy, and make enhanced personal growth

possible.

In addition to these factors, training is needed because of the further

mentioned gaps:

Gaps in knowledge

In a constantly changing environment learning has to be never ending process.

Thus to keep up-to-date and fill gaps in knowledge, training is a good solution.

Gaps in knowledge may be of the following types:

a. Gaps in technology information.

b. Gaps about information on job processes.

c. Gaps in adequate knowledge about professional management.

d. Gaps of knowledge on current development.


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e. Gaps of knowledge on overall future orientation.

Gaps in Performance

There may be ambiguity in job related activities, lack of accountability anddeficiences in the feedback system. All these and many such flaws lead to an

adverse effect on the level of performance. A training programme must lay emphasis

on the need for accountability, more clear setting of targets, etc.

It may be observed that the need for training arises from more than one reason.

(i) An increased use of technology in production,

(ii) Labour turnover arising from normal separations due to death or physicalincapacity, for accidents, disease, superannuation, voluntary retirement, promotion

within the organization and change of occupation or job.

(iii) Need for additional hands to cope with an increased production of goods and

services,

(iv) Employment of inexperienced, new or badli labour requires detailed instruction for

an effective performance of a job.

(v) Old employees need refresher training to enable them to keep abreast of the

changing methods, techniques and use of sophisticated tools and equipment;

IMPORTANCE OF TRAINING

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

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

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

programme, with all its many activities functionally inter related.

There is an ever present need for training men so that new and changed

techniques may be taken advantage of and improvements affected in the old

methods, which are woefully inefficient.


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

advantages mentioned above, it enables employees to develop and rise within the

organization, and increase their market value, earning power and job security. It

enables management to resolve sources of friction arising from parochialism, to

bring home to the employees the fact that the management is not divisible. It moulds

the employees attitudes and helps them to achieve a better co-operation with the

company and a greater loyalty to it.

The importance of training has been expressed in these words: Training is a widely

accepted problem solving device. Indeed, our national superiority in manpower

productivity can be attributed in no small measure to the success of our educational

and industrial training programmes. This success has been achieved by a tendencyin many quarters to regard training as a panacea. It is almost traditional in America

to believe that if something is good, more of the thing is even better. Hence , we take

more vitamin pills to solve personal health problems and more training to

solve our manpower problems. Over and under emphasis on training stems

largely from inadequate recognition and determination of training needs and

objectives. They stem also from lack of recognition of the professional techniques of

modern industrial training.


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SEQUENCE OF TRAINING PROGRAMME

1. Discovering or Identifying Training Needs

(Through Organizational Operations

2. Getting Ready for the Job

3. Preparation of the Learner

(Create Desire and Prepare Accordingly)

4. Presentation of Operations and Knowledge

5. Performance Try-Out

6. FollowUp

(Rewards and Feedback)


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Classification of Training Methods

On-the-Job-Training (OJT)

Virtually every employee, from the clerk to company president, gets some on-

the-job-training, when he joins a firm. That is why they call it, the most common,

the most widely used and accepted, and the most necessary method of training

employees in the skills essential for acceptable for job performance. Employees are

coached and instructed by skilled co-workers, by supervisors, by the special training

instructors. They learn the job by personal observation and practice as well as

occasionally handling it. It is learning by doing, and it is most useful for jobs that are

either difficult to stimulate or can be learned quickly by watching and doing. On-the-

job training is made more effective by the use of variety of training aids and

techniques, such as procedure charts, lecture manuals, sample problems,

demonstrations, oral and written explanations, tape-recorders and other aids.

Job Instruction Training (JIT)

This method is very popular in the Metzeler for preparing supervisors to train

operatives. The JIT method requires skilled trainers, extensive job analysis, training

On the JobDemonstrations

& Examples

SimulationClassroom

Other Training

Methods

LecturesConference

Case StudyRole

Playing

Programmed

Associations Audio

Visual


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schedules, and prior assessment of the trainees job knowledge. This method is also

known as training through step-by-step learning.

It involves listing all necessary steps in the job, each in proper sequence.

These steps show what is to be done. Alongside each step is also listed a

corresponding Key Point, which show how it is to be done and why. The JIT

method provides immediate feedback on results, quick correction of errors, and

provision of extra practice when required. However, it demands a skilled trainer and

can interfere with production and quality.

Training by Experienced Workmen

By this method, training is imparted by experienced senior fellow-workers. It is

particularly adaptable where experienced workmen need helpers. It is useful for

departments in which workmen advance through successive jobs to perform a series

of operations.

Training By Supervisors

Such training is imparted on the job by the workers immediate supervisors. It

provides to the trainees opportunities for getting acquainted with their bosses. The

bosses too, have an opportunity to judge the abilities and possibilities of trainees

from the point of view of their job performance. The success of both these methods

depends upon the fact that:

a) The experienced supervisors must be good teachers

b) They should have incentives and sufficient time for carrying out the training

programmes; and

c) They should be provided with an accurate account of the training needs of the

trainees they are to teach.


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Demonstrations and Examples (Or Learning by Seeing)

In the demonstration method, the trainer describes and displays something, as

when he teaches an employee how to do something by actually performing the

activity himself and by going through a step-by-step explanation of why and what

he is doing.

Demonstrations are very effective in call centre because it is much easier to

show a person how to do a job than 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, as nearly as possible, the actual

conditions encountered on the job.

The vestibule training method or the business-game methods are some examples of

business simulations. Simulation techniques have been most widely used in the

aeronautical industry.

Trainee interest and employee motivation are both high in simulation exercise

because the actions of a trainee closely duplicate real job conditions. This training is

essential in cases in which actual on-the-job practice might result in a serious

inquiry, a costly error, or the destruction of valuable materials or resources. It is for

this reason that the technique is a very expensive one.

Classroom or the Off-the-Job Methods

Off-the-Job training simply means that training is not a part of everyday job

activity. The actual location may be in the company classrooms or in places, which

are owned by the company, or in universities or associations, which have no

connection with the company.


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These methods consist of:

1. Lectures

2. Conferences

3. Seminar or Team Discussion

4. Case Studies

5. Role-playing

Lectures (or Class-Room Instruction)

Lectures are regarded as one of the simplest ways of imparting knowledge tothe trainees, especially when facts, concepts, or principles, attitudes, theories and

problem-solving abilities are to be taught. Lectures are formal organized talks by the

training specialist, the formal superior or other individual specific topics.

In HRD department, usually lectures method is used so that:

1) Reduce anxiety about upcoming training programmes or organizational

changes by explaining their purposes.2) Introduce a subject and presenting an overview of its scope.

3) Present basic material that will provide a common background for

subsequent activities.

4) Illustrate the application of rules, principles, reviewing, clarifying and

summarising.

The Conference Method

This method consists of organizing conferences, group discussions and workshops. In a

conference or seminar, usually eminent experts in the field are invited to relate their

experiences and expertise in the field, while the management trainees jot down

significant points. Thus it is a very participative way of dealing with things. In such a

method the idea is to orient an employee through question-answer sessions.


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Seminar or Team Discussion

This is an established method for training and occurs monthly in Metzeler. A seminar

conducted in many ways:

1. Based on a paper prepared by one or more trainee on a subject selected in

consultation with the person in charge of the seminar. It may be a part of a

study or related to theoretical studies or practical problems. The trainees read

their papers, and this is followed by a critical discussion.

2. Based on the statement made by the person in charge of the seminar or on a

document prepared by an expert, who is invited to participate in the

discussion.

3. The person in charge of the seminar distributes in advance the material to be

analysed in the form of required readings. The seminar compares the

reactions of trainees, encourages discussion, defines the general trends and

guides the participants to certain conclusions.

4. Valuable working material may be provided to the trainees by actual files. The

trainees may consult the files and bring these to the seminar where they may

study in detail the various aspects, ramifications and complexities of a

particular job or work or task.

Case Studies (or Learning by Doing)

This method was first developed in the 1800s by Christopher Langdell at the

Harvard Law School to help students to learn for themselves by independent thinking

and by discovering in the ever-tangled moments of human affairs, principles and ideas

which have lasting validity and general applicability. A collateral object is to help them

develop skills in using their knowledge.

The case study used in Metzeler is based upon the belief that managerial competence

can best be attained through the study, contemplation and discussion of concrete

cases. The case is a set of data (real or functional), written or oral miniature description

and summary of such data that present issues and problem calling for solutions or


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action on the part of the trainee. When the trainees are given cases to analyse, they are

asked to identify the problem and recommend tentative solutions for it. This method

offers to the trainees matter for reflection and brings home to them a sense of the

complexity of life as opposed to theoretical simplifications of, and practices in the

decision-making process. It diagnoses and deals with real-life situations. The case

study is primarily useful as a training technique for supervisors and is especially

valuable as a technique of developing decision-making skills and for broadening the

perspective of the trainee.

Role-playing

In this method, trainees act out a given corporate role as they would in a stage play.

The idea of role-playing involves action, doing and practice. In role-playing, two or more

trainees are assigned parts to play before the rest of the class. These parts do not

involve any memorization of lines or any rehearsals. The role-players are simply

informed of a situation and of the respective roles they have to play. Sometime after the

preliminary planning, the situation is acted out by the role-players.

Role-playing primarily involves employee-employer relationships Hiring, firing,

discussing a grievance procedure, conducting a post-appraisal interview or disciplininga subordinate or a salesman making a representation to a customer.

Management Games

Management games are made on the pattern of a real business situation. This is

roughly, a variation of the incident method and role-playing. The trainees are divided

into groups and they enact these roles. The problems posed in these games are then

answered. Each answer is analysed and processed and judged by a panel of judges.


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DATA TABLE FOR EVERY QUESTION

This is a database for the questions (structured Questionnaire) used in the analysis of

impact training on employees. In first column number of each question is given and in

front of each question alternative choices are given under the heading of A, B, C and D,

as in the study number of respondents is 50 so, out of total number of respondents

classification of their choices in each question is given.

Data Table for Every Question

QUESTION

NUMBER

A B C D

1 YES

47

NO

3

2 ON THE JOB

40

OFF THE JOB

6

VESTIBULE

4

3 YES

40

NO

10

4 YES

45

NO

5

5 YES

37

NO

10

CANT SAY

3

6 INDIVIDUAL TO

INDIVIDUAL

31

TIME TO TIME

6

SITUATION TO

SITUATION

7

ALL OF THE

ABOVE

6

7 YES

47

NO

3


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8 RELATED TO WORK

43

RELATED TO

PERSONALITY

DEVELOPMENT

7

9 ALWAYS YES

40

SOMETIMES YES

5

ALWAYS NO

3

SOMETIMES NO

2

10 ALWAYS YES

24

SOMETIMES YES

20

ALWAYS NO

5

SOMETIMES

NO

1


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GRAPHICAL REPRESENTATION OF QUESTIONNARIE

This is the general conclusion of feedback taken from different employees in both

technical and non-technical departments through questionnaires.

Total Number of Respondents - 50

1. Do you think training is necessary?

To evaluate training is necessary or not

Attributes No. Of Responses %age of responses

Yes 47 95%

No 3 5%

EVALUATION:

From the feedback taken it is analysed that 95% of employees think that training is necessary

in the organization while 5% do not think so.

Yes95%

No5%

To Evaluate training is necessary or not


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2. What type of training you recommend?

To evaluate recommendation of training type


On the job 40 80%

Off the job 6 12%

Vestibule 4 8%

EVALUATION:

More than 80% employees recommend on the job training while 12% recommends

off the job training and 8% recommends vestibule type of training.

On the Job

80%

Off the Job12%

Vestibule8%

To Evaluate recommendation of training type


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3. Are you satisfied with the structure of training framework of your organization?

To evaluate satisfaction of training framework


Yes 40 80%

No 10 20%

.EVALUATION:

From the feedback taken it is analyzed that 80% responded in favor where as 15% were

not satisfied by training framework. It is clear that majority of employees are aware &

satisfied by the training framework- its process, its organization, training types of their

organization.

Yes80%

No20%

To evaluate satisfaction of training framework


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4. Does training help in encouraging self-development and self-confidence

To evaluate training encourage self development or not


Yes 45 90%

No 5 10%

EVALUTIION:

The responses show that more than 90% of employees agree that training

encourages self-development and self-confidence while, 10% of then dont think so.

0%

20%

40%

60%

80%

100%

Yes No

Yes

No

%age ofresponses

Attributes

To evaluate training encourage self development or not


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5. Does training improve interpersonal skills to communicate between groups

and individuals?

To evaluate training improve interpersonal skills


Yes 37 75%

No 10 20%

Cant say 3 5%

EVALUATION:

Almost 75% of the employees accept that training improves skill to communicate

between groups and individuals whereas, 20% dont accept that it does and 5%

cant say.

Yes75%

No20%

Can't say5%

To evaluate training improve interpersonal skills


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6. Does training helps in reducing stress, tension, and frustration from?

To evaluate training help in reducing stress, tension or not


Individual to individual 31 63%

Time to time 6 12%

Situation to situation 7 14%

All of the above 6 11%

EVALUATION:

Responses show that almost 63% employees accept the training reduces stress,

tension and frustration all of them while 12% accepts it timely while 14% accepts it

situationally and 11% accepts it individually.

63%

12%14%

11%

0%

10%

20%

30%

40%

50%

60%

70%

Individual toindividual

time to time situation tosituation

all of the above

%ageOfResponses

Attributes

To Evaluate training help in reducing stress,tension or not


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7. Do you think training is an investment for the organization and the

employee?

To evaluate is training an investment


Yes 47 95%

No 3 5%

EVALUATION:

More than 95% of employees agrees that training is an investment for the

organization and the employees where as, 5% dont think so.

Yes

95%

No5%

To evaluate is training an investment


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8. Which training method you find more effective for yourself?

To evaluate more effective training method

Attributes No. Of Responses %Age of responses

Related to work 43 85%

Related to personality

development

7 15%

EVALUATION:

On asking, which training method they find more effective 85% respondents were in

favor of technical/work related training. The reason behind was that benefits of

technical training are visible in term of their job scheduled where as training related

to personality development is equally important in terms of quality of work.

Related towork85%

Related topersonality

development15%

To evaluate more effective trainingmethod


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9. Do you think proper planning is necessary for effective, efficient and

economic training?

To evaluate is proper planning necessary


Always Yes 40 80%

Sometimes Yes 5 10%

Always No 3 7%

Sometimes no 2 3%

EVALUATION:

From the feedback it is concluded that 80% of employees always agree that

proper planning is necessary for effective, efficient and economic training. While10% accepts it sometime, 7% say always no and 3% sometimes no.

80%

10%7%

3%0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Always Yes Sometimes yes Always NO Sometimes No

%ageofResponses

ATTRIBUTES

To evaluate is proper planning necessary


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10. Does training help in increasing profitability and productivity of an

organization?

To evaluate is training increase profitability and productivity


Always Yes 24 48%

Sometimes Yes 20 41%

Always No 5 10%

Sometimes no 1 1%

EVALUTION:

Almost 48% employees accepts training increases profitability and productivity of an

organization whereas 41% accepts it sometimes and 10% says always no and 1%sometime no.

48%41%

10%1%

0%

10%

20%

30%

40%

50%

60%

%ageOfResponses

ATTRIBUTES

To evaluate is training increase profitability andproductivity


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CONCLUSION

Training and development is a process that entails a comprehensive

assessment and a methodical nurture of the employees potentialities keeping in

mind the companys requirements and objectives. Outright purpose of training is to

increase knowledge and skills for the job under consideration.

Training in Metzeler is not a time-bound process or is not limited to certain

kinds of employees. It is a continuous process in Metzelers call centre, being not

limited to new employees only and with a constantly changing corporate

environment; all employees new or old must constantly learn and receive training

throughout their tenure.

Metzeler organizations face problems in their training programmes. But if,

effectively managed the training course can bestow positive results. Training and

development help individuals learn and grow in not just one specific task but in a

variety of roles within and outside the organization, giving a holistic impetus to the

attitudes, personality and values, making the employee not just a better employee,

but also a more useful citizen of the society.


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SUGGESTIONS

The training programmes can be made effective and successful in Metzeler if the

following hints are considered:

Special training objectives should be outlined on the basis of the type of

performance required to achieve organizational goals and objectives.

Attempt should be made to determine if the trainee has the intelligence,

maturity and motivation to successfully complete the training programmes. If

deficiencies are noted in these respects, the training may be postponed or

cancelled till improvements are visible.

The trainee should be helped to see the need for training by making him

aware of the personal benefits he can achieve through better performance.

Attempts should be made to create organizational conditions that are

conducive to a good learning environment. Any distractions, in the way of

training environment, should be removed.

If necessary, a combination of training methods should be selected so that

variety is permitted and as many of the senses as possible are utilized.

If possible, the personal involvement or active participation of the trainee

should be got in the training programme. He should be provided with

opportunity to practise the newly needed behaviour norms.

As the trainee acquires new knowledge, skills or attitudes and applies them in

job situations, he should be significantly rewarded for his efforts.

The trainee should be provided with regular, constructive feedback

concerning his progress in training and implementation of the newly acquired

abilities.

The trainee should be provided with personal assistance when he encounters

learning obstacles.


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Bibliography

Human resource management by L.M Prasad

Human resource management by C.B Gupta

www.ambuja cement.com

www.google.com

(Kitu)Final Project

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