DECLARATION

I am Shradhanjali Mahapatra, a student of BBA (2010 2013 ) of ASMIT have done my project entitled Training & Development in NALCO undertaking the summer internship project, this report has never been submitted anywhere else for any other purpose. I declare that all the information given is true to the best of my knowledge and belief.

Date: 05 . 06 . 2013

Shradhanjali Mahapatra Signature

Place: Bhubaneswar

ACKNOWLEDGEMENT
It gives me immense pleasure taking the opportunity to acknowledge all those whose guidance emotes and encouraged me & served as platform for me to complete this summer project. I do hear by express my sincere thanks to Miss Pragyan Paramita Das my internal guide of Arya School Of Management & Information Technology, Bhubaneswar for providing me this opportunity to carry my project in esteemed organization like NALCO, BHUBANESWAR. At last but not the least express my whole hearted thanks to the director of Arya School of Management & Information Technology, external guide Mr. S. Pradhan, HR NALCO given me there assistance and valuable time to complete this project or else this would not come into existence at all. Lastly I must thank to the all staffs of NALCO, Bhubaneswar, Odisha, whose support spread the stems in my project and the respondents whose support is vital for me. Date: 05 . 06. 2013 Shradhanjali Mahapatra Signature

Place: Bhubaneswar

PROJECT SUMMARY
Title of the project : Training & Development Area of the project: HR Organization of the project : NALCO Duration of the project: 3 weeks External guide: Mr. S. Pradhan Internal guide: Miss Pragyan Paramita Das

CONTENTS
CHAPTER - 1 INTRODUCTION TO STUDY
Introduction Why I choose this topic Objective of the study Scope of the study Methodology Limitation

CHAPTER - 2

COMPANY PROFILE
Introduction History and Development of NALCO Segments Process and Product Mix Future Plans Vision, Mission & Objective Organisation Structure

CHAPTER-3 CHAPTER-4

MAIN BODY CHARTS

Data Analysis

CHAPTER-5

DETAILING
Finding Conclusion Suggestion

CHAPTER-6

SOURCES
Bibiliography

CHAPTER 1

INTRODUCTION
Training and development are two terms frequently used in the context of learning . Training is the act of increasing the knowledge and skill of an employee for doing a particular job . it is the process where by people learn the skill , knowledge , attitude & behavior needed in order to perform their job efficiency . Development has border prospect . it refers to those learning opportunities designed to help employees grow . Development is not primarily skill-oriented . It provides general knowledge & attitudes which will be helpful to employee in higher positions. Therefore, it may be started that training is offered to operative where as development programmes are mint for employee in higher position. Training is a vital & necessary activity in all organization . It plays a crucial role in determining the efficiency & effectiveness of the organization . The prime concern of on organization is its viability & hence its efficiency. There is continuous environmental pressure it may soon loose, its important & competitiveness. Therefore, training & development imparts specific skill objectives & knowledge to employee to contribute to the organization efficiency & able to cope up the pressure of changing environment which rapidly increase the skill.

WHY I CHOOSE THIS TOPIC:

As training plays an important role in human resource management. It is necessary useful & productive for all categories of workers &supervisory staff. Training is important as it gives various benefits to employees & workers. Every organization has to introduce systematic training programme for its employees. This is because trained personnel are like valuable assets of an organization. They are responsible for the progress and stability of the organization. The term training is generally used to denote imparting specific skills among operative workers and employees.

Training is concerned with maintaining and improving current job performance. Thus it has a short-term perspective. Then development means the growth if an employee in all respects. It shapes attitudes. The term development is associated with the overall growth of the executive development is career-center in nature. All development is self-development.

OBJECTIVE OF THE STUDY:

Types of training programmes and effect of the training program on trainees. Number of trainees expenditures in last 10 years.

SCOPE OF THE STUDY:

The present study is regarding training & development programmes for executive in NALCO working in different department. The scope of the study includes three major areas of training. In house training External training Foreign training

METHODOLOGY :
The present study on training & development is an organization level study carried on for a period of 2 months in the HRD TRAINING CENTER OF EXCELLENCE, Nalco, Bhubaneswar. The methods which are employed to collect data to study the training of executive of NALCO are as follows. Primary source Secondary source

Primary source includes questionnaire. The primary data covers 25 executives form various department . Secondary sources includes company manual, records, magazines, files and journal providing the statistics & data on different aspects of human resources development.

LIMITATION OF THE STUDY:

As the time was short, such a vast topic require numerous aspects, so survey was impossible in such a short span of 2 months only. Every research work suffers from some limitation. The present study suffer from the following limitation. The research who goes for conducting empirical study have to face some problems particularly at the stage of collection of data to busy schedule of employees.

CHAPTER -2

COMPANY PROFILE
India after great deliberation has consciously and knowingly chosen the path of mixed economy to achieve industrial growth and prosperity a public sector plays a very crucial role in changing the economic, social and political scenario of poor, under developed poverty ridden like India, which strictly follows the dualistic market economy. India a resources rich country, where equitable development of all regions is highly essential. Public sectors are not only able to utilizes the resources wisely so as to get mass production with minimum cost but also increase the standard of living of the people by giving employment opportunity. Therefore the public sector is the main stay of the economy. Hence the economic grow this naturally dependant on their performance. National Aluminum Limited Company NALCO a large public sector from its

emergence plays a very dominant role in countrys alumina-aluminium production and begged foreign currencies to grow Nations economy. Aluminium one of the precise, malleable metal is widely used by all countries of the world . It is now used as a substitute for steel. NALCO has not only bridged the demand supply gap in new identity, a formidable presence in the International market NALCO has started its commercial production of both Alumina and Aluminium in the financial year 198788. The high grade sandy alumina is mainly exported to countries like USA, CHINA, BRAZIL, INDONESIA, JAPAN and to many other countries. NALCO is today one of the five exporters of alumina in the world market. Aluminium is which is produced at smelter in Angul is mainly used for domestic sale. Aluminium is mainly exported to countries like UK, JAPAN, SOUTH KOREA, ITALY. Today quality is the front page news thought the world. The products at NALCO has been recognized by London Metallic Exchange (LME), so that NALCO is able to sell its products in the European market. Of course the concept of total quality management (TQM) has not yet enjoyed the individual status at NALCO, but it will be fruitful in future. NALCO recently has got the ISO-9000 ll certificate.

HISTORY AND DEVELOPMENT OF NALCO :

The story of NALCO is deep rooted in the bounty and the benevolence of benign mother earth and in the indomitable spirit of man. The years of unseen and unsung quest of prospectors in the hostile wilderness of Eastern Ghats leads to momentous discovery of over 15000 million tones bauxite reserve in 1975 . The country is pushed up the 5th rank in the world bauxite resources graph with a total estimated reserved of 2900 million tones. Speculations triggered. The Government of India on 28th March 1978 authorities Aluminum machinery of france to prepare feasibility report on industrial exploitations of bauxite for establishment of an integrated runner in public sector aluminum industry puts forth the Orissa aluminum complex proposals to the government of India. The government takes the colossal investment decision on 1st November 1980 national aluminum company truly a national venture to take the country forward in the world aluminum market, a unique product of judicious deliberations and prudent planning gets incorporated on 7th January 1981. Yet another sage of human enterprise regions. Kaleidoscope of time moves on to create new patterns of sweat and success.

SEGMENTS:
Different segments of the company went into production in a phased manner starting from November 1985. NALCO is a multi unit, multilocational company having its plant in four different places. The integrated project has five segments.

SEGMENT
1. 2. 3. 4. 5. Bauxite Mine Alumina Refenary Aluminium Smelter Captive Power Plant Port Facilities

CAPACITY
2,40,000 Tones 8,00,000 Tones 2,18,000 Tones 720 MW 3,75,000 Tones 1,46,000 Tones

LOCATION
At: Panchapatmale Dist: Koraput At: Damonjodi Dist: Koraput At: Angul Dist: Angul At:Angul Dist:Angul At: Visakhapatnam State: AndhraPradesh

FINANCE OF PROJECT:
The major portion of the investment on the project is being met from external sources. On February 1981, NALCO has assigned and agreement with 48 international banks and thus getting a loan consists of US $ 680 million Eurodollar and again from consortium of a 9 International Bank on 4th October 1984, got US$ 300 million Eurodollar loan which is equal to Rs. 1119 corers. The balance investment of Rs. 1289 cores is being met from Government of India and Government of Orissa. Thus in this way all the financial institutions helped this company to implement the project expeditiously within the budget cost of Rs. 2408 corers

CAPITAL COST SEGMENT WISE:1. 2. 3. 4. 5. Bauxite Mine Alumina Refenary Port Facilities Aluminium Plant Captive Power Plant RS. 88 corers RS. 754 cores RS. 31 crores RS. 732 corers RS. 812 cores

PROCESS (TECHNOLOGY):
NALCO has secured one of the most cost effectiveness and upto date process technology for making aluminium from aluminium Pachiney (A.P), France, Bauxite would be transported from the mines over a distance of 14 kms. To the Alumina plant by one of the largest and unique. Best conveyers system in the country. Alumina would be extracted from bauxite at atmospheric pressure by treating it with causticsoda at relatively low temperature. Thus alumina would be electrolytically reduced in one of the most efficient cells into aluminium metal in the smelter at Angul.

PRODUCT MIX:
At the current stage of the company, the product mix consists of : Alumina : Calcinated Alumina Hydrated Alumina

Aluminium metal :

Electrical conductor Grade Commercial Grade High Purity

grade Allotu Grad

FUTURE PLANS:
With a view to bridge the project gap in demand and supply of aluminium in the country, NALCO in May 1989 obtained Government approval for preparation of a Detailed Project Report (DPR) for expansion of the production capacity of its various segments as follows:

SEGMETNS
Bauxite Alumina Aluminium plant Power plant

PRESENT CAPACITY
204 million tpa 8,00,000 tpa 2,18,000 tpa 720 MW

PROPOSED EXPANSION
4.8 million tpa 13, 50,000 tpa 3,45,000 tpa 960 MW

VISION:
To be Company of Global repute in Aluminium

MISSION:
To achieve growth in business with global competitive edge providing Efficient Training to the employees of the NALCO to provide a steady growth in business by technology up-gradation expansion and diversify

OBJECTIVE:
To maximize capacity To optimize operational efficiency and productivity To maintain highest international standards of excellence in product quality cost efficiency and customers service. To provide a steady growth in business by technology up-gradation expansion and diversification.

 To have global presence and earn foreign exchange To maintain leadership in domestic market. To instill financial discipline at all levels for achieving cost and budgetary controls optimize utilization of working capital and effective cash flow management. To maximize return on investment To develop a strong R & D base and increase business development activities. To maximize internal customer satisfaction to foster high standards of health safety and environment friendly products. To promote a result oriented organization ethos and work culture that empowers employees and helps realization of individual and organizational goals. To participate in peripheral development of the area.

ORGANISATION STRUCTURE:
NALCO being and integrated yet Multinational organization, an appropriate MANAGEMENT structure is adopted for effective planning, implementation and monitoring of activities and speedy decision making. The chairman cum-managing Director has full powers to sanction expenditures or to deal with other matters for effective functioning of the company. The heads of the production units enjoy maximum operational autonomy consistent with companys overall objective, basic policies and programmes. For personnel matter such as appointments, confirmations, promotions, disciplines, transfer, grant of various benefits leave etc. Powers have been delegated to different levels of executives, in conformity with the principles and policies of the Management.

CHAPTER -3

MAIN BODY
With the rapid explanation and changing economic scenario, those organizations can survive which produce the qualitative product a minimal cost in the due time. Time factor is the very important in this competitive age. It is the one and only human resources which can be utilized up the optimum extent so that the organizational objectives can be active. Now there is a huge cry from each and every corner of the earth to develop and train the human resources. Development of human resources in a rapidly changing world has assumed man by new dimensions. It is not only for necessary economic development , but also for social, political spiritual and cultural growth of the society. Training helps to develop knowledge, skills and all the hidden talents that and human being has. It builds a abilities to analyze and develop potential talents so that performance reaches a higher level and excellence. The main purpose of training is to create within the individual the desire to learn. The best training programme will be useless unless the trainees attend willingness and participate freely in the deliberation. An effective organization wished to have amongst its rank individuals who are qualified to accept increasing responsibilities. An organization provides the opportunities for the continuous development of employees not only in their present jobs, but also develop their capabilities for other jobs for such they night later be considered. The HRD climate is an organization plays a very important role in ensuring the competence, motivation and development of its employees. This climate can be created by wing HRD system and strategies. It is both means as well as an end in itself. The HRD climate is used to designates the quality of cooperation process of the individuals, extent of members dedications, commitment to the organization process and efficiency. It is the atmosphere in which the individual helps to judge reward, constrain and find about each other problems. Now every where it is well recognized that human competency development is an essential prerequisites for all round development effort. In recent

years, There has been a recognition of the important of this valuable asset, the human being in the organization.

Concept:
The term training and development are popularly used as though they are synonyms in business follow that pattern. However some differences between training and development should probably be recognized. steninmetz. According to Lowerence L.

TRAINING
It is a short term process. It utilizes systematic and organized procedure. Managerial personnel acquire skill of training subordinates.

DEVELOPMENT
It is a long term process.

It too utilizes systematic and organization procedure. Managerial personnel get conceptual and theoretical knowledge & skill or managing it is rarely used. Non-managerial personnel acquire Non-managerial personnel acquire technical skill and knowledge for a technical skills and knowledge for a long definite purpose. term purpose. It is primarily related with the job It is mainly useful for long term technical skill learning. management development process. Training refers only to instruction in mechanical operation while development refers to philosophical and theoretical education concepts. Training is designed for nonmanagers while development involves managerial personnel. To quote the words of Campbell. Training Course are typically designed for a short term, stated set purpose, such as operation of some pieces of machinery, While development in involves a broad education for long term purposes. Training and development differs in 4 ways illustrated in below: a ) What is learned ? b) Who is learning ? c) Why such learning takes place ? and d) When learning occurs ?

The difference may be stated thus: Learning dimensions

Who ? What ? Why ? When ?

Training
Non-managerial personnel

Development
Managerial personnel

Technical and mechanical Theoretical conceptual ideas. Operations Specific job related purpose General knowledge Short-term Long term 2.

TANGIBLE BENEFITS OF TRAINING:

Training is a vital and necessary activity in all organization. It plays a large part in determining the effectiveness and efficiency of the establishment. Some of the major contributions that training can make are:

REDUCE LEARNING TIME TO REACH ACCEPTABLE PERFORMANCE:

By having qualified instructors and carefully controlled learning situations, management, in countless cases has been able to obtain shorten learning periods and higher productivity from new employees.

IMPROVES PERFORMANCE ON PERFORMANCE

Training applied not only to new employees but to experience people as well. It can help employees increase their level of performance in their present job assignment.

ATTITUDE FORMATION:
A common objective of company training programmers is the molding of employees attitude. To achieve support for company activities and to obtain better co-operation and greater loyalty.

AID IN SOLVING OPERATIONAL PROBLEMS:

Training of both supervisory and hourly paid employees can help reduce turnover, absenteeism, accidents and grievance. Other operational problems that training can help solve are low moral, poor customer service, excessive waste and scrapples and poor work method.

INVESTMENT ON TRAINING AND DEVELOPMENT:

That NALCO has accorded a high priority to training and development can bed appreciated from the expenditure incurred from year to year payment as follow:

YEAR
2001-02 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-2012

RS. IN LAKHS
5.89 5.45 5.28 6.78 5.98 5.28 6.78 5.78 6.12 6.90

PHYSICAL FACILITIES AND EQUIPMENTS:

The table below shoes various physical facilities available in the Training Institute, S & P NALCO, Angul.

FACILITIES
Lecture Hall Class Room Drawing II all Model Room Auditorium Workshop Science Lab. Library Reading Room

TRG. CENTRE OF & P

2 3 1 1 1 1 1 1 1

TRAINING CENTER:
To meet the need for specialized training. Training center have come into existence in view of the geographical location of production units. There is a training center at Nalco Nagar Smelter and Power Complex.

MANAGEMENT DEVELOPMENT:
The objective of management Development in NALCO are : To upgrade the skills, abilities, capacities of managers to handle broader assignments. To be able to move towards realizing the organization need for succession, promotion and better performance. To help managers to use more effectively the company existing resources. To help the managers, as individuals to perceives more clearly & control more effectively the situations in which, at the outset, nobody knows that to do.

 To develop the managers through problems of business by using experience on the job as the powerful instruments of learning and thereby improve the performance of the Manager, as well as the operation of the business.

NEED FOR MANAGEMENT DEVELOPMENT:

The success and failure of the public enterprise is due to the quality of management training and development. NALCO justify it only for two reasons one is the basic ideology and the other on the basis of efficiency. To be efficient it has efficient Manager. Following is a list to justify the need. 1. Many civil servants who might have had a totally different experience. 2. The recruitment system has many draw backs which are not conductive for the selection of person purely on the basis of merit. 3. There is an erroneous belief that proper motivation particularly good pay, prerequisite as well as other non-monetary benefits if provided, may make a person to do their job better. 4. As a welfare society, rights to welfare of various kinds of free education to free medical treatment, to social security benefits etc. have been conferred. 5. There is a much limited scope of professional learning and training that a person can under go before joining an organization.

FUNCTIONAL/ TECHNICAL TRAINING FOR JR. & MIDDLE LEVEL: Managers is achieved by:
Training with plant & Equipment supplier both in India and abroad. Close association with erection and commissioning activates. Refresher course at ITI & RECs etc. In house programme in functional areas. Nomination to short term outstanding programmes functional areas.

Suitable job rotation/job design in a planned manner. The general/ Management Training O Jr. & Middle level.

MANAGERS ARE PROVIDER THROUGH FOLLOWINGS STAGES:

At the time of education training to which the executive is exposed within 6 month of joining the company. Tier I Tier II Through a tier model of in house General Management Training. : For grade I & II executives. : For grade III & IV executives.

TRAINING FOR SR. MANAGEMENT PERSONNEL:

One mode of training for Sr. Management personnel is nomination to advance management training programmes available with reputed management training institutes in India & abroad. All executives should undergone functional training programmes one in three years and development programme compulsory is to cover all the executives.

WORKERS DEVELOPMENT PROGRAMME:

A duration of two days of workers development programme is being introduced recently i.e. in 1993-94 with the main aim of: 1. The employee will know better their company. 2. Realize how employees expectation can be met if only companys objectives are fulfilled. 3. Understand the roles of individual members in making NALCO, a winning term. 4. Realise that effective communication is the key of mutual understanding. 5. Understand that discipline is essential for any organization and a self disciplined person is self motivated.

6. Realise what actions cash employees has to take to bulid a good work culture at NALCO to make it a great organization.

TRAINING ABROAD UNDER AP-NALCO AGREEMENT:

The AP NALCO contract provide for training on technological know how offered by Aluminium prchiney, France to NALCO engineers on operation and maintenance of the sophisticated machineries and equipments installed at NALCO. This contract proved for 534 man months of training out of which a major chuck of 386 have already been utilized by Engineers.

YEAR
2002 2003 2004 2005 2006 12 41

SMELTER MMS
34 97 26 37

M&R P MMR
28 98 129

MISCELLANEOUS TRAINING INCLUDING COLOMNBOPLAN:

This includes selective nomination to Government sponsored over as training programmes on Colombo plan UNIDO/UNCTAD schemes and overseas fellowship programmes.

YEAR
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

SMELTER P MMS
2 3 3 1 2 3 3 10 17 170 92 3 17 170 92 82

M&R P MMS
1 1 1 1 1 1 42 15 15 52 35 25

CPP P
1 -

MMS
84 -

CORE P
4 1 3 4 5 1 3 4 4

MMS
9 210 210 256 194 210 220 276 246

TRAINING SYSTEM:
In order to plan and monitor the training and development activities, the total spectrum of training has been classified into 7 major sectors and further divided into 10 modul. 1. Contractual Training on technological know how offered by Aluminimum pachiney, France and other supplied of plants and equipments. 2. Functional specialization and Refresher Training within and outside the organization. 3. Advanced Management Training for Sr. Executives at specialized institutes in India & abroad.

4. Management develop programme, induction and orientation training house. 5. Training of the Trainees i.e. Graduates Engineers Management the Act. 6. Supervisory Development programmes in house. 7. Workmen Development programmes in House Annual conference of Association of physicians of India held at Medical College, Lucknow. Fire Indian international Exhibition-cum-conference. National Conference on I.A.O.H. Seminar on Behavioural and Management sciences opportunities and challenges at BBSR. All India conference of chartered Accountant on Professional Ethos in the New Milieu organized by institute of Chartered Accounts of India. National workshop on in-plant electrical load management at Kanpur. Safety, health and environment at workplace held at RLI, Calcutta. Data base Management at Bombay. All India Annual congress of Obstetrics and Gynecology held at pune. TA for effectiveness at BBSR. Annual conference organization by Association of occupation health at Calcutta. K.G.M. trainees,

operative trainees, land displaced trainees, worker trainees, Apprentices under

OVERSEAS PROGRAMME:
For the smooth effective operation and maintenance of plants and equipments imported, NALCO has made extensive agreements with foreign collaborators equipments suppliers for the training of it Engineers, with a view to achieve quick

assimilation of the impoarted know-how, leading to self sufficiency . Such suppliers are Flakt Norsork Fabrik, Norway Fives call Badbock, france, CGE, Alasthom Seatram USA, Syprin and Techinicon, France, Holland Philipines etc.

NOMINATION TO OUTSIDE PROGRAMMES:

Nomination to outstation programmes organized by reputed training agencies, professional seminars and conferences within the country have been made on selective bases with references to performance and potential of the individual keeping in view the organizational needs.In this perspective, employees have been nominated to various technical , functional and developmental programmes as well as the advance management programmes. Short course on Coal Ash Handling, Transportation, Safe disposal and utilization. Workers development programmes. Induction Training for newly recruited S.O.T. and J.O.T. Training on operation and maintenance of NC/CNC machines. Training on Foundary, forging and welding technology. Training on process instrumentation, control and Automation. Training on thruster control AC/DC drivers. Training on Mechanical maintenance. Training on Industrial Hydralice. Training on management maintenance.

NOMINATION

TO

OUTSTATION

TRAINING

SEMINARS

AND

CONFERENCES WITHIN THE COUNTRY:

Different programmes are as follows: Metal cutting and advances Technology at BBSR.

Environmental management and Technology organized by M/s C.I.L., New Delhi.

Fire India international conference-cum-Exhibition conducted by institution of fire Engineers (India) at New Delhi.

In plant electrical load management organized by national productivity council at Kanpur.

Inter-personal effectiveness for term building at BBSR. Management Development programme on Emerging Trends in financial Management organized by institute of cost and work accounts of India (ICWAI) at Banjara Hills, Hyderbad.

All India opthamology society, conference organized by Delhi opthamological society at chanakyapur, new Delhi.

Developing interpersonal Relation and effectiveness organsied by society of welfare and business Management, Calcutta at BBSR.

ASCI advanced Management programs.

DIFFERENT IN HOUSE TRAINING PROGRAMMES:

Trg. Programme on I.S.O 14000 (For executives) Trg. Programme on I.S.O 14000 (For executive) Trg. Programme on based & digital electronics for technicians . Appreciation-cum-Trg. Program on environmental management system . NDT Programme Training programme on T. A. for effectiveness. Training on transactional analysis. Programme on Executive health and stress management.

Programme for P. A. / P. S. ? Office on Asst. on modern office management and secretarial practice.

Maintenance of the microprocessor based system, and PLC for non-executive employee and Jr. officers and supervisors.

TRAINEES POSITION AS 31.07.2011 IN NALCO, ANGUL: SI NO. Category

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Get MT SOT Trainees Asst. JOT Trainee worker Ex- trainees Graduate Apprentice Tech. App. Trade. App.

No of Trainees
24 02 25 187 134 50 02 06 20 14

S.M
14 07 14 10 80 50 15 09 07

CPP
10 11 07 54 20 02 03 07 07

S&P
01 -

RETRAINING:
The main aim of retraining is to avoid obsolescence. The need for retraining arises because both people and jobs change. Workers require refresher courses to help term recall what they have forgotten, or to bring them upto date with respect of relevant new knowledge skill. Retraining like pre employment training as a personal or public responsibility. Manager and unions have negotiated retraining benefits. Besides this, various methods adopted in NALCO are of lecture method, audio-visual aids etc.

SENIOR OPREATIVE TRAINING (SOTs) TRAINING:

As NALCO demands high technological field of operation, so it requires skilled personnel. The personnel with Diploma in required engineering disciplines are recruited as SOTs. Received Rs. 1250/- per month for the first one year and Rs. 1300/month for the remaining 6 months as stipend. In addition they are eligible to get

project allowance RLTE as claimed by regular supervisory staff. SOTs are recruited against the regular vacancies.

JUNIOR OPREATIVE TRAINING (JOTs) TRAINING:

Persons with trade course from ITI with NCTVT certificate in required trade or Matriculates are taken as jots for placement in maintenance and operation departments. The total training programme for Jots in 18 months. Stipend is given at the rate of Rs. 1100/- per month for the remaining period in addition they are given project allowance, RLTE medical facilities etc. they are also given specialized training at PETs and after successful completion they are regularized in the W3 grade of the company.

STATUTORY- TRAINING:
The scope of statutory training for non-executives as well as executives fall within the scope for unit training are directly organized by the unit training department in consultation with the concerned Head of the departments. Such training is imparted as a matter of policy to all employees on a rotation basis and number specific identification is required.

VENDOR SPONSORED TRAINING:

Several training package are offered by vendors/suppliers against system/equipments supplied by them. Of course these are a part of the contractual obligations primarily for the enhancement of skill. Technical personnel are deputed to attend these training of the recommendation of the concerned HRD and approval of the unit head.

TRAINING BEYOND PLAN:

In addition to the planned training programmes for the year other programmes which came from time to time approval of competent authority are implemented either in house or through external agencies.

VARIOUS METHODS ADOPTED IN NALCO: ON THE JOB TRAINING:

It is one of the most practical inexpensive training method adopted by NALCO among the other methods. The important advantage is that the trainees contributes to production or service and earns pay while the learns the job. It is an informal training method. On the job training places the employees in the work setting and provides supervision while he learns to master the operation involved. Such training includes some sort of sponsorship arrangement where by an older employees or supervision in charges with responsibility for instructive the new comers and assisting in them in mastering the job. Sometimes training on the job is supplemented by classroom instructions.

NALCO provides three phases of training:

a) Pre-training : It concerned with expectation and motivations. b) Training : It concerned with exposure to opportunities for learning. c) Post Training : It concerned with transferring learning to

the back home situations and stabilishing it in organization context.

LABORATORY TRAINING METHOD:

The laboratory concepts of learning is base on the belief individual can best learn interpersonal and group skill through a actual experience which is any lysed ofr the benefit of learner. One of the central problem of the organization goals yet achieve individuals satisfaction. Decision marking, problem solving, conflicting resolution, communication, motivation etc. Can be imparted by Laboratory education. The laboratory is a miniature organization and generates the same kind of human problems encountered in an organization.

CRAFT TRAINING:
Training for craftsmanship involves preparation, not for a single job but for many types of related jobs that may be given to a competent tradesman / crafts man. The extent and intensity of training very among the crafts but programmes usually

emphasize knowledge op past proactive and attempts to develop through familiarity with and skill in the use of tools of crafts. NALCO encourages the apprenticeship programmes. The crafts covered by apprenticeship programmes are automotive mechanic brick layer, carpenter, electricians, mechanists, painter, fitter and tool maker etc. Programmes are conducted by employers after jointly with unions. Technical instruction is given by firms public agencies, unions, local vocational schools and community colleges. Training period range from one to six years.

TRAINING INSTITUTE AT ANGUL:

It is headed by Sr. Manager (Training). This centre caster to needs of the smelter and captive power plant units of the company. Its main functions are: 1. To provide training under statutory requirement 2. Training of senior and junior operative trainees. 3. To conduct supervisory development programmes. 4. To conduct workmen training and education schemes. 5. To conduct workers development programmes. 6. To provide training to Graduate engineer in technical streams and management trainees indifferent administrative streams. Besides all these avtivities this institute has been assigned the task of providing specialized training in the following fields. 1) Technology of Alumina making 2) Poser generation 3) Mechanical and electrical maintenance 4) Instrumentation 5) Electronics and safety 6) Computer

TRAINING METHOD:
In order to achieve the training objectives successfully, it is essential that a careful choice is made from amongst a wide variedly of techniques and training methods available for face-lifting training. Training methods can be classified into off the job and on the job categories. OFF-THE- JOB 1) Vestibule 2) Lecture 3) Conference 4) Case Study 5) Role Play 6) Programmed learning 7) Laboratory training 8) In basket 9) Simulation and Games 10) Self Study

ON-THE-JOB 1) Job instruction 2) Caching 3) Job-rotation

4) Job-encroachment
5) Under Study 6) Multiple Management 7) Apprenticeships.

CHAPTER-4

RESEARCH METHODOLOGY
The chapter is based on the empirical survey undertaken to study the effectiveness of the training and development programme in NALCO. Through researcher from various sources, the main sources of data gathered a lot of development in NALCO and experimentation was in fact the personnel involved. In order to gather information from personnel involved in the Training and development programme on opinions of the respondent was conducted through two sets of questionnaires in order to assess the attitude of well as to predict the effectiveness of the programme. Since time factor is the main constraints so only random sampling 30 executives 50 non-executives 10 Trainers from various department of various levels of NALCO was taken for the study. For the non-executive Training were contracted for the study from line managers and survey was taken them to compute the attitudinal problems and the perceptions of the respondents. As effort was made to study problems arising our of these deferring attitudes and find a probable solutions of these problems. So that a realistic assessment could be made of the future T/D programme in NALCO and country as a whole.

1. Table showing the Training Compulsory or felt as per the need of job in NALCO. Introduction:
Training and development functions in an organization has gradually become a major activity since the continued effectiveness and efficiency of on organization depends on the ability of its employees to produce at high levels of efficiency and keep abreast with their changing job role demands.

Particulars
Compulsory As per the need of job Total

No. of Respondents
17 33 50

Percentage
34 66 100%

Graph:

Percentage
Compulsory 34% As per the need of job 66%

The above table shows 33 i.e. 66% respondents who feel that training conducted is as per the need of job. In the absence of such need there is not training programme organized. If there is any new job to be done or it the place of job is shifted then only training is given. If there are any new informations on ISO, QS etc. then only trading programmes are on ducted or else not. But on the other hand 17 i.e. 34% respondents in the above table replies that training is a compulsory activity. And every person is given training in a from like workers Education Programme, Fire Fighting, Quality assurance etc.

2. WHICH KIND OF TRAINING IS PREFERRED BY YOU? Particulars

On-The-Job-Training Off-The-Job-Training Total

No. of Respondents
17 33 50

Percentage
34 66 100%

Graph:

Percentage
On-The-JobTraining 34% Off-The-JobTraining 66%

The above table shows 33 i.e. 66% respondents who feel that training conducted is Off The-Job-Training But on the other hand 17 i.e. 34% respondents in the above table replies that training is On-The-Job-Training.The

3. IS TRAINING AN EFFECTIVE MEDIA FOR ONES PERSONAL GROWTH AND DEVELOPMENT: Particulars
YES NO Total

No. of Respondents
33 17 50

Percentage
66 34 100%

Graph:

Percentage
NO 34%

YES 66%

The above table shows 33 i.e. 66% respondents who feel that training is the media for Personal Growth and Development. But on the other hand 17 i.e. 34% respondents in the above table replies NO.

4. HAS TRAINING IMPROVE THINKING ATTITUDES ETC. Particulars

Yes No Total

YOUR

BEHAVIOUR, Percentage
76% 24% 100%

WAY

OF

No. of Respondents
38 12 50

Graph:

Percentage
No 24%

Yes 76%

An unanimous answer of 38 i.e. 76% of respondents to whether training improve training improve your behavior, way of thinking attitudes. The remaining 12 i.e. 24% of respondents feel that training does not help them in improves training improve your behavior, way of thinking attitudes.

5. Table showing the impact of training in family and social life of employees in NALCO. Introduction:
Training and Development activities can become meaningful when integrated with the overall human resources development strategy of an

organization.They have assumed great importance with changes in the internal and external environments of todays organization. Training is supposed to bring about change in the behavior of employees so as to enable them to the current and future requirements of their tasks and roles.

Particulars
Yes No Total

No. of Respondents
38 12 50

Percentage
76% 24% 100%

Graph:

Percentage
No 24%

Yes 76%

An unanimous answer of 38 i.e. 76% of respondents to whether training proves beneficial to your family and social life, is yes. They feel that they can guide their children and family members as and when required. They can motivation them and help to raise their morale by timely intervention in some important decisions life marriage, career options etc. The remaining 12 i.e. 24% of respondents feel that training does not help them in their family and social life. Professional life and family life are two distinct activities and cannot be intermingled with each other.

6. Table showing improvement in standard of living of employees after training in NALCO. Introduction:

Training and Development efforts are helpful in achieving high standards of quality in personal as well as professional life. Training is concerned with helping people to acquire the knowledge, skills and attitudes necessary to do the work for which they are employed. It must create changed behavior training today has become an integral part of any organizations operation.

Particulars
Yes No Total

No. of Respondents
31 19 50

Percentage
62% 38% 100%

Graph:

Percentage
No 38% Yes 62%

In the above table 31 that i.e. 62% of respondents feel that training improves their standards of living. They feel that a cultures being, is been developed from a raw one. They also feel that their dressing style, eating habit, communications style have improved due to training. Training programme directly or indirectly affects on their standards of living, behavior pattern, attitudes etc. On the other hand 16 i.e. 38% of respondents feel that training does not improve standard of living at all. It is only salary, which is the main factor, which helps in improving the standard living.

7. Are these training useful in your personal life ? Particulars

Yes No Total

No. of Respondents
19 31 50

Percentage
38% 62% 100%

Graph:

Percentage
Yes 38% No 62%

In the above table 31 i.e. 62% of respondents feel that training not useful in personal. On the other hand 16 i.e. 38% of respondents feel that training improve standard of the living at all. It is only salary, which is the main factor, which helps in improving the standard living.

8. Table showing the problem of low productivity in the absence of training is NALCO. Introduction:
Training and Development of human resources will return values to the organization in terms of increased productivity, heightened morale reduced costs and greater organizational stability and flexibility to adopt to changing external requirements. The need of the purpose training is to ensure increase in productivity and it is believed that increased human performance often directly leads to increased operational productivity and increased company profit.

Particulars
Yes No Total

No. of Respondents
39 11 50

Percentage
78% 22% 100%

Graph:
No, 22%

Yes, 78%

In the above table 39 i.e. 78% of respondents feel in the absence of the training there is problem of low productivity. They feel that training is a key to productivity and quality product can be achieved through optimum utilization of resources. Therefore, they feel that training is the utmost important factor, which is responsible for high productivity.

The other 11 i.e. 22% respondents feel that in the absence of training there is no problem of low productivity, but only quality product cannot be achieved, And therefore they feel that in the absence of training there will be normal productivity and not low productivity. The respondents also told that they were doing the present job from years together which enables them to perform their work efficiently in the absence of training.

9. Is training useful from the safety point of view? Particulars

Yes No Total

No. of Respondents
35 15 50

Percentage
70% 30% 100%

Graph:

No, 30%

Yes, 70%

The above table shows 35 i.e. 75% respondent who believes that training useful from the safety point of view, Because of training are there reductions in the number of accidents.

10.

Table showing is training useful to the employees in

completing the task within a short period in NALCO.

Training and development programmes faster the initiative and creativity of employees and help to prevent manpower obsolescence, due to age, temperament or motivation or the inability of a person to adopt himself to technological changes.

Training normally concentrates, on the improvement of either operative skills, interpersonal skills decision making skills, or a combination of these.

Particulars
Yes No Total

No. of Respondents
35 15 50

Percentage
70% 30% 100%

Graph:

Percentage
No 30%

Yes 70%

In the above table 35 i.e. 70% respondents feel that after completion of training they are able to complete their task within a short period. They feel that training more work is done in a short time. The time required is reduced considerably. The other 15 i.e. 30% respondents feel that there is no change in the time period. Because if a production process requires certain specified time than it does not make any difference whether training is given or not. The time required will still be the same, but quality product can be achieved, wastages will be minimized and the rejection level will also come down speedily.

11. Table showing the awareness of hidden qualities of employees after training in NALCO. Introduction:

Training is a systematic process of changing the behaviours knowledge attitudes of present employees to improve the match between, employees characteristics and employment requirements. During the process of training the knowledge, learning, understanding of physical capacities or mental outlook or attitude of employees are so increased as to bring about their better adjustment with their working environment.

Particulars
Yes No Total

No. of Respondents
36 14 50

Percentage
72% 28% 100%

Graph:

No, 28%

Yes, 72%

In the above table 36 i.e. 72% respondents have agreed that due to training there is an awareness of their hidden qualities amongst them. They felt that there is rise in their self-confidence and their talents get as chance for expression. They feel that because of training programmes they are able to present themselves in a presentable manner by proper communication, confidence, boldness, alertness etc.

The remaining 14 i.e. 28% respondents feel that because of training there is no awareness of their hidden qualities. There are different methods or channels, which are responsible for awareness of their talents and trainings.

12. Table showing awareness of teamwork in employees after training in NALCO. Introduction:
Training of human resources consists of providing them with the necessary facilities and opportunity to acquire knowledge, develop skills and cultivate attitude, behavior and habits for the efficient and effective role performance thereby facilitating achievement of organization goals through group efforts. Training directly or indirectly creates and awareness of term work or group work.

Particulars
Yes No Total

No. of Respondents
39 11 50

percentage
78% 22% 100%

Graph:

percentage
No 22%

Yes 78%

In the above table 39 i.e. 78% respondents feel that due to training an awareness of term work is created amongst them. After training the feeling of co-operation, coordination is developed and the work done is through sustained group efforts. There is a feeling of team spirit, which can be revealed during the work. The relations between themselves and with their higher authorities are also improvised and a we feeling is created b which organizational goal can be achieved smoothly. The other 11 i.e. 22% respondents feel that training does not create of an awareness of teamwork amongst them. Because in the absence of training they were still working in a team. And it depends on the personality of the person whether he can co-operate and co-ordinate in a team other than training.

CHAPTER-5

FINDINGS
After taking the response from different department of NALCO corporate office about the training they have take recently & also taking the response of the training department about the feedback given by the respondent at last I would like to conclude that : More than 95% of the employees said that the subject of the training match with their job requirement. It is true that sometime faculty deviate from the topic. Sparable employees are sent by the HOD for attending training. Cast studies are solved in the training but very few. Name of the employee in the feedback from is compulsory. Sometimes an employee does not get a chance to apply whatever he had learned in the training even if it is needed because the permission of the boss is required. Most of the executives have undergone at least 2 trainings. Training is not a paid holiday. Every participant is not given a chance to give presentation. 90% of the employees opinion about the training imparted by NALCO is very good. The duration of training is sufficient but some have an opinion that it can be extended by two days.

CONCLUSION
Human being as the most essential resource in an organization can be better utilized through a systematic process of training which develops the skill of these human being & broaden their horizons considerably. Since the employee are responsible for the effective functioning of each component of the organization, hence their development is of utmost importance for any organization. This report analyses about the training & development programs for executives of NALCO with special focus on T & D centre at Bhubaneswar. The study revealed that although NALCO has a very elaborate training set up & plans, they are only partially able to implement these pans & ideas to the fullest satisfaction of their employees. A lot of connective majors have to be taken up by the organization especially the HRD department of the effective implementation of the executives for the

external training. So equal efforts should be made to cover all the executives for training so that they all yet chance to develop their skills & also bring changes in the organization & cope up with the changing climates of the organization.

SUGGESTION
On the feedback from the name of the faculty should optional. So that the participant feel to give the actual feedback especially for the internal faculty. In the training programme as many as case study should be solved & as far as possible it should be of real case study not a hypothetical. To make the training more effective & interesting the programme should contain management games, role-playing & every participant should be given a chance to give presentation. Training to be elaborative & illustrate. During the training programme the coordinator or any one from the training department should check whether the training is going on according to the schedule. Training should be need based. The training should be given to those employees who really need it & not just to fill the vacancy. Every employee should be given a chance apply those which he learned in the training. The frequency of the training should be increased. After the need assessment is done by the boss it should also be assessed by an employee from the department whether the need assessment is done correctly. There should be 360 evaluation. After coming from the training the employee should be given a chance to present whatever he learned from the training in front of other employees.

 There should be a scope for career development. Course module should be updated in advance.

CHAPTER-6

BIBLIOGRAPHY

ORGANISATIONAL BEHAVIOUR BY RAO & NARAYAN NALCOs ANNUAL REPORT & PERIODICALS. PARICHAYA, NALCOs BI- MONTHLY MAGAZINE. NALCOINSIGHT- INTRANET. WWW. NALCOINDIA.COM- NALCOS WEBSITE.