A

PROJECT REPORT
ON
EFFECTIVENESS OF TRAINING AND DEVELOPMENT
AT
ULTRA TECH CEMENT
(A UNIT OF ADITYA BIRLA GROUP)

In the partial fulfillment of requirement for the award of MBA

(2011-2013)
SUBMITTED TO:-

SUBMITTED BY:

DR.ASHUTOSH JOSHI

RAJ KUMAR
MBA 2nd YEAR (2011-13)

APEX INSTITUTE OF MANAGEMENT AND SCIENCE, JAIPUR

ACKNOWLEDGEMENT
If words are to be symbol of undiluted feelings and token of gratitude then let
the words play the heralding role of expressing my gratitude.

The joy of ingenuity!!! This is doubtlessly what this project is about. Before getting to brass tacks
of things. I would like to add a heartfelt word for the people who have helped me in bringing out
the creativeness of this project.
To commence with things I would like to take this opportunity to gratefully and humbly thank to
Mr. B. M. Sahoo, Ultra Tech Cement, Rawan for being appreciative enough by giving me an
opportunity to undertake this project in Ultra Tech Cement, Rawan.
It would be my immense pleasure to thank project guide Mr. HitendraJha, Ultra Tech Cement,
Rawan for his continuous encouragement and support, also I would like to thank Mr. Ajay
Kumar Yadav for being a helping hand in completion of this project.
I also thank my friends and well-wishers, who have provided their whole hearted support to me
in this exercise. I believe that this endeavor has prepared me for taking up new challenging
opportunities in future.

DECLARATION
I hereby declare that the project titled EFFECTIVENESS OF TRAINING AND
DEVELOPMENT is an original piece of research work carried out by me under the
guidance and supervision of Mr. HitendraJha. The information has been collected from
genuine & authentic sources. The work has been submitted in partial fulfillment of the
requirement of APEX INSTITUTE OF MANAGEMENT AND SCIENCE, JAIPUR

RAJ KUMAR

APPROVAL PAGE

This report, entitled Effectiveness of Training and Developmenet for Employees in

Aditya Birla Group prepared and submitted by Rajkumar, in partial fulfillment of the
requirement for the degree of POST GRADUATE DIPLOMA IN MANAGEMENT is here
by accepted.

Date:-

DR.ASHUTOSH JOSHI
FACULTY GUIDE

EXECUTIVE SUMMARY

The game of economic competition has new rules. Firms should be fast and responsive.
This requires responding to customers needs for quality, variety, customization,
convenience and timeliness. Meeting these new standards requires a workforce that is
technically trained in all respects. To survive and flourish in the present day corporate
jungle, companies should invest time and money in upgrading the knowledge and skills
of their employees constantly. Here arises the necessity of Training and Development
since any company that stops injecting itself with intelligence is going to die.
This article is intended to give an insight to one of the primary Human Resource
function i.e. Training and Development being followed in ULTRA TECH CEMENT,
RAWAN. The document begins with a brief overview, objectives of the study and goes
on to elaborate on the need and significance of the study. It proceeds further with the
methodologies being followed and how the data is collected, analyzed and interpreted.
This is mainly is dealt with and the Company profile is elaborated followed by the
Human Resource analysis, Statistical analysis and is concluded with Recommendations
and suggestions.
In this project, I have learned many things about training and development programs
carried out at ULTRA TECH CEMENT, RAWAN.

INDEX
TOPIC: CHAPTER OBJECTIVE OF STUDY
CHAPTER COMPANY PROFILE
CHAPTER INTRODUCTION TO THE TOPIC
CHAPTER - LITERATURE REVIEW
CHAPTER RESEARCH METHODOLOGY
CHAPTER - DATA ANALYSIS AND INTERPRETATION
CHAPTER LIMITATIONS
CHAPTER RECOMMENDATIONS
CHAPTER CONCLUSION
CHAPTER - BIBLIOGRAPHY
CHAPTER - ANNEXURE

OBJECTIVE OF STUDY

To critically analyze the Training and development program in ULTRA TECH CEMENT
with regard:-

Primary Objective:-

1. To apply theoretical knowledge of Training & Development into practical aspect.

Secondary Objective:-

1. To critically analyze prevailing training and development program in ULTRA TECH

CEMENT.
2. To understand the effectiveness of various training and development programs on
employees.
3. To critically analyze training environment & personal relationship between trainer and
trainee while training.

COMPANY PROFILE

THE ADITYA BIRLA GROUP

I want to share with you the burden & anxiety that our success puts
on our shoulders. We have a heavy responsibility, which fulfill
judiciously. This we must fulfill, with the perception, that to continue
to be successful we must remain ever vigilant, open to new ideas, do
constant introspection, strengthen our system and our quality of
management, inculcate the philosophy of creativity and innovation,
think of constant up gradation of technology for cutting costs
improving quality.

LATE SHRI ADITYA VIKRAM BIRLA

ABOUT THE GROUP

The Aditya Birla Group is India's first truly multinational corporation. Global in vision,
rooted in Indian values, the Group is driven by a performance ethic pegged on value
creation for its multiple stakeholders. A US$ 35 billion conglomerate, with a market
capitalization of US$ 14 billion, it is anchored by an extraordinary force of 1,33,000
employees belonging to over 42 different nationalities. Over 60 per cent of its revenues
flow from its operations across the world.
The Group's products and services offer distinctive customer solutions. Its 72 state-ofthe-art manufacturing units and sectoral services span India, Thailand, UAE, Bahrain,
Bangladesh, Sri Lanka, Indonesia, Malaysia, Philippines, Egypt, Canada, Australia and
China.
A premium conglomerate, the Aditya Birla Group is a dominant player in all of the
sectors in which it operates. Such as viscose staple fibre, non-ferrous metals, cement,
viscose filament yarn, branded apparel, carbon black, chemicals, fertilizers, sponge
iron, insulators and financial services.
The Group has also made successful forays into the IT and BPO sectors Aditya Birla
Group inherently believes in the trusteeship concept of management. Part of the
Group's profits are ploughed back into meaningful welfare-driven initiatives that make a
qualitative difference to the lives of marginalized people. These activities are carried out
under the aegis of the Aditya Birla Centre for Community Initiatives and Rural
Development, which is spearheaded by Mrs. Rajashree Birla

10

UNLOCKING VALUES: Value creation framework

Core strength nurtured over the decades
Institutionalize: adoption of best practices such as:

VBM (Value Based Management system)

EVA (Economic Value Added)

WCM (World Class Manufacturing)

TQM (Total Quality Management)

BPR (Business Processing Restructuring)

Six Sigma.

LANDMARKS: The Aditya Birla Group, India's first multinational corporation, traces its origins back to
the tiny village of Pilani in the Rajasthan desert, where Seth Shiv Narayan Birla started
cotton trading operations in 1857. Today, the Group's footprint extends to 42 countries
and its revenues are US$ 35 billion.

11

THE CHAIRMAN OF THE ADITYA BIRLA GROUP

To me, training accelerates the learning process. It develops

professional skills, gives greater job satisfaction, promotes
Espirit de corps and enhances self-confidence. It will undeniably
spawn leaders of tomorrow

Kumar Mangalam
Birla
Chairman

12

VISION, MISSION AND VALUES

A vision is an inspired dream that charts an organizations course.
A mission defines the path. Values are the guiding principles that anchor an
organization.
The three are interdependent. Without vision, there is no destination, without mission
there is no direction, and without values, there is little character.

Vision
To be a premium global conglomerate with
a clear focus on each business.

Mission
To deliver superior value to our customers, society
Shareholders, employees and society at large.

Values
Integrity, Commitment, Passion, Seamlessness and Speed.

13

ULTRATECH INDUSTRIES LIMITED

ULTRATECH Industries Limited, a flagship company of the Aditya Birla Group, ranks
among India's largest private sector companies, with consolidated net revenues of Rs
102 billion (FY2006).
Starting as a textiles manufacturer in 1948, today Ultratech Cement's businesses
comprise Viscose Staple Fibre (VSF), Cement, Sponge Iron, Chemicals and Textiles
in all of which the company holds a dominant position.
In July 2004, ULTRATECH acquired a majority stake and management control in Ultra
Tech Cement Limited, the de-merged cement business of Larsen & Toubro Limited
(L&T). One of the largest of its kind, in the cement sector, this acquisition catapulted the
Aditya Birla Group at the top of the league in India. The Group's combined capacity
stands raised to 52 million tpa, making it top 10 producers of cement globally of which
17.0 million tpa capacity comes from UltraTech and 1.1 million tpa from Shree Dig Vijay
Cement Co. Ltd, another subsidiary of Grasim.
Between Ultra Tech Cement and its subsidiaries, the Group has 11 composite plants,
seven split grinding units, four bulk terminals inclusive of one in Sri Lanka and 10
ready-mix concrete plants. Importantly, it gives the Group a strong national presence,
with a leadership position in 17 states.

14

ULTRATECH CEMENTS, RAWAN, RAIPUR

ULTRATECH Cement Plant at Rawan, District Raipur is a new venture of

ULTRATECH Industries Limited. The project was launched in the year 1989 and the
production started in the year 1995. This plant is situated in the Chattisgarh State.
ULTRATECHCEMENT has adopted the most modern and latest dry process precalcinations technology with sophisticated process control instruments obtained from
internationally renowned firms.

The Rawan plant of Ultra Tech Cement was commissioned with a capacity of one
million tonne per annum (mtpa), which was scaled up the very next year to 1.7 mtpa.
The idea was to serve the eastern markets where demand far exceeded supply at that
time. But when competition (other cement plants in the Bilaspur cluster) flooded the
market with their products, the situation reversed; there was far more supply and not
enough demand. In such a scenario, Grasim, though a modern plant with state-of-theart technology, became a high-cost island. It started losing its competitive advantage
and running up losses. Faced with a do-or-die situation, the team launched a
revolutionary cost management concept.

15

Plant Location:

Location:Rawan25 Km from Bhatapara and 70 km from Raipur, Chhattisgarh.

Rated capacity: 2.06 Million Tons per annum with an upcoming brown field
project of 3.45 MTPA capacity.

Man power:425 (180 staff & 245 workmen)

16

ORGANISATION STRUCTURE OF
ULTRATECH CEMENT

UNIT HEAD

FHMINES

HOD-OPN
(MINES)

HODMAINT.

FH- TECH

HODMECH

FH- HR
P&A

FH- F & C

FH- TPP

HOD- ER

HOD- F&A

HOD- PROJ.

HOD- HR

HODMATRLS.

HOD- TPP

HOD-I.T

HOD - DGPP

HOD(INST.)
HODADM&SC
HOD-.
PROCESS

HOD.ELECT.

HODCIVIL
(CIVIL)
HODPKG.PLT.

HOD-TS&
WC

17

HOD- Q &
EC

SFTY

DEPARTMENT AND ITS FUCTIONS:

I. PERSONNEL DEPARTMENT: The personnel department plays a vital role in every big & small concern. In ULTRA
TECH CEMENT the personnel department look after various important areas like labour
or manpower management, interpersonal relationship between staff & workers, issuing
identity card to employees of the company, providing help in conducting cultural
programs, liaising with government bodies like City police, industrial safety officers etc.
Personnel department also maintain the attendance sheet, leave and overtime, wages
of plant employees as well as workers. It also maintains the workers welfare &
continuously collecting & implementing the suggestions for the plant & employees
betterment.
Personnel department also deals with the welfare program for improving the living
standard of villagers like blood test camp, Kishore Balika camp, family planning camp
etc.

II. ADMINISTRATION DEPARTMENT: The administration department plays the essential role in every concern at Ultra Tech
Cement. This department includes Administration, Security, and Rural Development,
Horticulture as well as colony maintenance.

In ULTRA TECH CEMENT the security department also looks after the transaction of
transport section like arranging vehicle for guests, dispatching & routine checking of
incoming & outgoing vehicles.

18

The responsibilities of these officers lie in monitoring the whole plant premises round
the clock & maintaining the law & order. Because of this the environment of the whole
plant is safe & fearless. The administration department maintains administrative
activities for township and plant executes the colony maintenance and looks after club
activities and cultural program.
It is also responsible for STP operation and maintenance, health care and family welfare
programs etc.

III. HUMAN RESOURCE DEPARTMENT :The concept behind HR in every organization is to develop the skills of the present
human resources by motivating as well as to provide competent person at right place for
right job. A good HR Manager uses tools like training and development to their
employees in order to motivate them for better performance. In this organization HR is
playing vital and stimulating role by following various activities:
a) Recruitment and Selection and Induction.
b) Training and development.
c) Man Power requirement.
d) Employee grievances handling.
e) Management Information System (MIS).
f) Talent Management.
g) Occupational Health and Safety.
h) Employee reward and recognition.

19

IV. COMMERCIAL DEPARTMENT:-

a) FINANCE & ACCOUNTS DEPARTMENT-

The Finance & Accounts Department deals with the cash transactions done in the
plant. Under this the following activities are done:
1) Bill Passing
2) Employees payment
3) Contractor billing
4) Bank Cashing.
5) Costing.
6) Overhead expenses.

Apart from this Finance department also deals with Taxation & preparing MIS
reports, which includes Balance sheet, project budgeting etc.

b) STORES DEPARTMENT: The functions of this department are:

1) Releasing indents to the purchase department received from the other
department for the procurement of material after checking the desired
requirement is available or not.
2) Issuance of material after the inspection and maintain record f stock and scrap
disposal.
3) Preparing Min Max report: This report is made in which the material includes that
is required frequently in the organization. The order is placed on the following
basis:
(1) Re-order Level, (2) Safety Level & (3) Ideal level.
20

c)PURCHASE AND RAW MATERIAL DEPARTMENT: The function of Raw Material department lies in procurement of raw material
required for making cement & these are:
1) Fly ash
2) Coal
3) Slag
4) Gypsum
5) Iron ore fines

Coal is procured from SECL (South Eastern Coal Ltd.). We are taking bituminous
type of coal for firing in the kiln. Iron ore fines are taken from Sponge Iron Plant.

The functions of Purchase Department are:

1) Floating Enquiries to approved vendor list.
2) Receiving of offers & making comparative charts.
3) Approval for the purchase order of comparative chart by Management.
4) Placing orders and selection and performance monitoring of vendors.
5) Follow up of the material as per the delivery date from the supplier.
6) Checking of bills as per the supply & forwarding it to the accounts & finance
department.

In our organization procurement is divided into three sections:

1) Central Purchasing
2) Raipur Office
3) Site Purchasing.

21

TECHNICAL DEPARTMENT

V. INFORMATION TECHNOLOGY DEPARTMENT: -

Information technology is key department in the organization. It plays a vital role in

every organization as it plays in our organization, which results in paper less work.
Apart from this IT department also take care of computers related jobs like H/W, S/W &
Networking. In our plant there are 150 computers which are entertained by IT
department.
IT department provides the interconnectivity between the departmental PCs, E-mail
facility.
Apart from this IT department has helped in implementing the software SAP version 5.0
which has speed up the work of an individual. It helps in maintenance of al 140 p-4
systems (make HCL & Wipro) hardware and software.

22

VI. ELECTRICAL & DGPP DEPARTMENT: Electrical & DGPP is the heart of the whole plant. Here Electrical & DGPP department
look after the power generation & distribution scheme in the plant, residential areas,
mines & conveyor. In our organization the power requirement is 25 MW and ongoing
expansion of 30 MW, which is being fulfilled by two ways:

1) Grid Supply
2) DG Sets

1) Grid Supply: In this our organizations have a contract with C.G.EB for the power
supply of 17 MW & remaining power supply is being fulfilled by DG sets that is 6
MW. To take grid supply we have a separate switchyard from where we can take
132 KV supply & step down it to 6.6 KV using step down transformer.
2) (28MVA/32MVA). Here we have some H.T. Motors, Drives & Transformers that
require direct 6.6 kV supply as an incoming supply.
3) DG Sets: We have three DG sets of 6 MW each. It is our secondary source of
Power supply. These DG sets are placed in our DGPP section & at a time only two
DG sets can be run simultaneously.

In this context the role of Electrical department lies in checking of correct unit of power
supply & maintenance of DG sets. Maintenance of DG sets is carried out on the basis of
predefined running hours. Apart from this, the electrical Department is carrying out
maintenance of other electrical drive equipments. To maintain the electrical switchyard
of Chhattisgarh Electricity Board.

VII. MECHANICAL DEPARTMENT: This department looks after the mechanical maintenance throughout the plant. It plans
for preventive maintenance and execute it. It is also responsible for running all the
machines in plant.

23

VIII. INSTRUMENTATION DEPARTMENT: Instrumentation is the integral part of the manufacturing process. Field instruments
installed at different locations are to provide data to control room operator through DCS
for the purpose of monitoring the process. Logics and limits predefined in DCS take the
best decision about the health of the machine. This department is responsible for the
repair and maintenance of the field of instruments. It is also responsible to look after the
control system and various measurement devices used in plant at different location to
make the process flow easy and controllable.

IX. PROCESS DEPARTMENT: This department maintains the planning and production of cement as per the Marketing
Department. So looks after the quality of production with the help of Q & EC
department.
It also gives operating parameter to CCR for production. Thus, it operates plant
machines in such a way, to get maximum production.

24

CEMENT MANUFACTURING PROCESS

MINES

KILN AND PREHEATER

RAWMILL

GYPSUM

POZZOLONA
COAL MILL

COOLER
CEMENT MILL

(CLINKER)

PACKING PLANT

25

X .QUALITY CONTROL AND ENVIRONMENT DEPARTMENT: The Q & EC department maintains the statutory & regulatory requirement related with
the environment & quality of plant product. To maintain the environment of the plant free
of dust & suspended particles Electrostatic Precipitator, Bag filters in various areas in
the plant & dust sampling, measuring & monitoring equipments in various points from
where dust& very tiny particles can be spread are used. With the help of these we can
measure, monitor & control the pollution in the plant.
We have sewage treatment plant & at all most water taking points provided with water
filtration equipments (Zero-B).
In general Q & EC department look over the various section likewise:1) Quality Management
2) Environment Management
3) Material Handling
4) Interact with the market.

XI. PACKING PLANT DEPARTMENT: Packing plant is essential part of all the cement industry. They are responsible for
packing of cement into bags. Electronic packers are used to fill bags, a number of
brands have been manufactured in our plant and it is also responsible for maintenance
of storage of cement in silos. Order booking is done through logistics department.

26

XII. CIVIL DEPARTMENT: In civil department there are five basic functions are performed. These functions are:1) Plant maintenance: Under this maintenance such as painting, repair of any
damage structure.
2) Projects related work: In this plant experts monitor all type of huge civil
construction but contractor does the work.
3) Plant Railway Track maintenance
4) Township & Mines: In this repair, maintenance & construction work of mines &
township area are covered.
5) Fabrication & Extension: In this the extension work as well as fabrication work
inside the plant or outside the plant are done and monitored by the civil
personnel.

XIII. TECHNICAL SERVICES AND WCM DEPARTMENT: Technical Services and WCM is a structured approach towards overall manufacturing
and business excellence. Vision, Mission, Passion, Strategy, Leadership, Mindset,
Culture, Team inspiration and Competition are main objectives of WCM. It sees that
plant follows best practices like TPM, TQM etc. It also checks out the application of
various policies for organizational development of plant like:
ISO 9001: 2000 Quality and System.
ISO 14001: Environment.
OHSAS 18001: Occupational Health and safety.
SA 8000: Social accountability.
ISMS 27001

27

XIV. PROJECT DEPARTMENT: This department looks after all the project related works of the organization and
improves the present capacity for better output. It plans for new projects, works n the
existing and running projects in the direction of successful completion of the project. It
implements the work with the suggestions and advices of the concerned department.

28

XV. MINES DEPARTMENT: Mines are the essential part of any cement plant, because to prepare cement we
required mines fulfill limestone & that. In our plant, daily requirement of limestone is
4300 Tonnes, but due to some rejection percentage it is taken out 1.5 times more than
what it is required. Here the quality of limestone is maintained at 106 & we have five
benches having different values of LSF as listed below:

BED SR. NO.

8
BEBEF

DEPTH (MTR)

BED SR. NO,

LSF

100

90-100

110-115

100-102

95-100

To acquire the desired value of LSF we mix or blend the raw limestone in different
percentage. Another factor is to maintain is the composition of different matters in
blended raw material as below:
COMPOSITION

% TAG

Cao

43.5

Sio2

12.6

Al2O3

3.3

Fe2O3

2.2

MgO

3.5

29

In mines area few key works are done with complete safety that are:

1) Remove O.B. (Over Burden)

2) Surface Leveling
3) Drilling
4) Blasting
5) Dozing
6) Transportation
7) Crushing.

XVI. SAFETY DEPARTMENT: Safety Department works for increasing the probability of man, material and equipments
safety. It conducts safety rounds in the plant to monitor the usage of personal protective
equipments. It also organizes training programs to educate employees on safety and
safe work practices. It ensures safe work condition of employees their work practices
and safety appliances.

30

ADITYA BIRLA GROUPs GLOBAL PRESENCE

GROUPS
NAMELY:

MANUFACTURING

OPERATION

SPREAD

OVER

COUNTRIES

AUSTRALIA
CANADA
EGYPT
INDIA
INDONESIA
MALAYSIA
PHILLIPINES
THAILAND

GROUP TRADING OPERATION SPREADOVER ACROSS 12 COUNTRIES NAMELY:

CHINA
DUBAI
EGYPT
ENGLAND
HONGKONG
INDIA

MALAYSIA
RUSSIA
SINGAPORE
SWITZERLAND
UNITED STATES OF AMERICA
VIETNAM

31

INTRODUCTION OF THE
TOPIC

32

TRAINING AND DEVELOPMENT

Every organization needs to have well trained and experienced people to perform the
activities that have to be done. If the current or potential job occupant can meet this
requirement training is not important but when that is not the case if it is necessary to
raise the skills levels and increase the versatility and adaptability of employees. As the
job becomes more complex, the important of employees development are not only an
activity thats desirable but also an activity thats an organization must commit resources
to if it is maintain a viable and knowledge work force.
You can have the grains, the greatest business model in the world and the best system,
but if your people cant handle the growth, you will not find that they have got a good
training program and it is a part of their culture.
Historically, training and development in many organizations have had relatively short
term aim of enhancing current on the job performance with the important exception of
succession planning arrangement for the potential senior managers of the future. More
recently, however, changes in the product market environment, the introduction of new
technology and changes in the organization characteristics have all had the effect of
raising the profile of training and development in both the HRM literature and practice.
Training is always a means to an end and not an end to itself. Unless it leads to the
effective performance of work it inevitably incurs a waste of valuable resources, these
valuable resources are in terms of fundamental importance.
In other words training improves, changes, molds the employees knowledge skills
behavior aptitude and attitude towards the requirement of the job and organization.
Training refers to the teaching and learning activities carried on for the primary purpose
of helping member of an organization, to acquire and apply the knowledge, skills,
abilities and attitude needed by a particular job and organization.
Organization and individuals should develop and progress simultaneously for their
survival and attainment of mutual goals. So every modern management has to develop
the organization through human resource development. Employee training is the
important sub- system of human resource development. Employee training is a
specialized function and is one of the functional operative functions for human resource
management.

33

Meaning
After an employee is selected, placed and introduced he or she must be provided with
training facilities. Training is the act of increasing the knowledge and skill of an
employee doing a particular job. Training is short-term educational process and utilizing
a systematic and organized procedure by which employee learns technical knowledge
and skill for a definite purpose.

According to DALE S. BEACH:The organized procedure by which people learn knowledge and skills for a definite
purpose
In other words training improves; changes mold the employees knowledge skill,
behavior aptitude, and attitude towards the requirement of the job and organization.
Training refers to the teaching and learning activities carried on for the primary purpose
of helping members of an organization, to acquire and apply the knowledge, skills ,
abilities and attitudes needed by a particular job and organization.

According to JOHN P. JKENNY

Training an individual means helping him to learn how to carry his present job
satisfactorily. Development can be defined as preparing the individual for a future
Thus, training and development bridges a gap between job requirement and employees
present specification. It is exactly on the foundation of the studies that our character
could be build up and character plays quite a vital role in shipping our career and
destiny. The word training consists of eight letters, to each of which could be attributed
some significant meaning in the following manner:

34

T - Talent and tendency (strong and determined)

R - Reinforcement (something positive to be reinforced into memory and system again and again,
until it becomes a spontaneous affair)
A - Awareness (with which one can easily take long strides progress)
I - Interest (which is invariably accompanied by excitement and enthusiasm)
N Novelties (the new things, the like of which would sustain our interest and fill our heart with
thrills and sensation)
I Intensity (the training instilled into trainees mind must acquire experience oriented intensity)
N Nurturing (it does refer to incessant nurturing of talent, which otherwise would remain latent and
dormant)
G Grip (a fine grip over the situation solve multiple problems and enables on to acquire a practical
and programmatic approach along with all tricks and tactics to achieve success after success in ones
Thus
training bridges the difference between job requirement and employees present
endeavors).
specification.

35

IMPORTANCE OF TRAINING

The importance of human resource management to a large extent depends on human

resource development. Training is the most important technique of human resource
development. No organization can get candidates who exactly match with the job and
the organizational requirements. Hence training is important to develop the employees
and make him suitable to the job.
Job and organizational requirement are not static they are changed from time to time in
view of technology advancement and change in the awareness of total quality and
productivity management (TQPM) the objectives of the TQPM can be achieved only
through training as training develops human skills and efficiency. Trained employees
would be valuable assets to an organization. Organization efficiency, productivity,
progress and development to a greater extent depend on training. Organization
objective like viability, stability and growth can also be achieved through training.
Training is important as it constitute significant part of management control.

BENEFITS OF TRAINING
For Organization:
o Leads to improved profitability and or more positive attitude towards profits
orientation
o Improves the job knowledge and skills at all level of the organization
o Improves the morale of the workforce
o Helps people to identity the organizational goal
o Helps to create a better corporate image
o Faster authenticity, openness and trust
o Improves the relationship between boss and subordinate
o Aids in understanding and carrying out organizational policies

36

Benefits to individual:
o Helps the individual in making better decision and effective problem solving.
o Through training and development, motivational, variables of recognition,
achievement, growth, responsibility and advancement and internalized and
operationalized.
o Aids in encouraging and achieving and self-development and self-confidence.
o Helps to handle stress, tension, frustration and conflict.
o Increase job satisfaction and recognition.
o Move a person towards personnel goal and development of skills.
o Benefits in personnel and human relationship.
o

Improves communication between groups and individual.

o Aids in orientation for new employee and those taking new job through transfer and
promotion.
o

Improves interpersonal skills.

Improves morale.

Builds cohesiveness.

Provide a good climate for learning growth and coordination.

Makes organization better place to work and live.

37

INTRODUCTION

TRAINING AND DEVELOPMENT AT UTC

The project is all about Training and Development of employees. Human resource
management is the management of employees skill, knowledge abilities, talent,
aptitude, creativity, ability etc. different terms are used for denoting Human Resource
Management. They are labour management, labour administration, labour management
relationship, employee employer relationship, industrial relationship, human capital
management, human asset management etc. Though these terms can be used
differently widely, the basic nature of distinction lies in the scope or coverage and
evolutionary stage.
ADITYA BIRLA GROUP has its own learning organization. The objective is to create a
learning organization. For this, they have a dedicated an Education Center known as
POORNATA. The trainings are identified based on the individual, organization and
customer needs, with employees going in for technical, soft-Skills training, management
development programs, technology leadership programs and leadership development
programs.
In simple terms, training is understood as the process of learning sequence of
programmed behavior. Mainly post-employment and off job training is given in training
and development.

TRAINING METHODS
Workshops.
Video.
E-Learning.
Direct Discussion.
Training Conference.
Seminar Conference.

38

LITERATURE
REVIEW

39

Jeffrey Sanchez-Burks , Fiona Lee, Richard Nisbett, Oscar Ybarra(2006)

This
paper
describes
the development of
a
theory-based
crosscultural training intervention we call relational ideology training, and reports a field
experiment testing its effectiveness in facilitating intercultural collaborations. The
intervention was based on Protestant relational ideology (PRI) theory (Sanchez-Burks,
2002) and cross-cultural empirical research derived from this theory. An experiment
compared the effectiveness of this novel intervention with the well-established cultural
assimilator training. Results show that compared to cultural as similar to training,
relational ideology training is more effective in improving managers' task performance
and affective adjustment in cross-cultural ventures. Important practical and theoretical
benefits can be gained from integrating theoretical advances in cultural psychology into
cross-cultural training.

Hardeep Singh Anant (2009)

The paper discusses the key elements of assertive behaviour and the personality traits
that facilitate it. It focusses on the importance and benefits of conducting
assertiveness trainingwithin organizations, and the strategies and tools for attitudinal
change available to trainers, managers and teachers of Organizational Behaviour.

Thomas Zwick(2009)
This
paper
shows
that training of
older
employees
is
less
effective. Training effectiveness is measured with respect to key dimensions such as
career development, earnings, adoption of new skills, flexibility or job security. Older
employees also pursue less ambitious goals with their training participation. An
important reason for these differences during the life cycle might be that firms do not
offer the right training forms and contents. Older employees get higher returns from
informal and directly relevant training and from training contents that can be mainly
tackled by crystallised abilities. Training incidence in the more effective training forms is
however not higher for older employees. Given that other decisive variables on
effectiveness such as training duration, financing and initiative are not sensitive to age,
the wrong allocation of training contents and training forms therefore is critical for the
lower effectiveness of training.

40

Luciano Rossoni,Edson Ronaldo GuaridoFilho, Andra De

FtimaRuaEstcio(2011)

In this paper, we endeavor to contribute to the theoretical framework of institutionalism

concerning the organizational processes of adoption of practices. We chose to
investigate, under the conditioning of organizational values, the influence of
environmental pressures on the adoption of practices for training and development of
industries in the city of Curitiba and its Metropolitan Region. The choice of this type of
practice is justified by its instrumental nature within organizations so that their design
and implementation can mirror both technical pressures for effectiveness and
institutional ones related to social adequacy of the implemented practices. Confronted
with this, under the framework of organizational institutionalism, we assume that
environmental pressures, usually treated as isomorphic, offer a limited clarification for
the phenomenon in question, given the tendency of being seen in the literature as
demands for conformity taken for granted while acting on organizational forms and
practices. In contrast, we believe that pressures for uniformity do not wipe out the space
for organizational action. If, on the one hand, environmental circumstances push
towards homogenization, on the other hand, the performance of the isomorphic
mechanisms does not eliminate the system of interpretation of each organization,
making room for different reference contexts in compliance with the contextual situation
in relation to preferences and organizational values. As a result, we assume an
ontological attitude based on inter subjectivity, supported by the interpretive capacity of
social actors who, under the concept of bounded rationality, add meaning to contextual
stimuli. The survey was performed with 54 medium and large industrial organizations
located in the city of Curitiba and its Metropolitan Region. The results indicate that both
institutional and technical pressures positively influence the adoption of organizational
practices. In addition, we can see that competitive and professional values also have an
effect on the adoption of such practices, and mediate the impact of pressures on the
adoption practices of training and development. This means that companies incorporate
as values environment elements, reducing its influence. Finally, we assess the
moderating effect of organizational values, comparing the effect of pressures on groups
of greater and lesser presence of these values. We can see that in groups of companies
whose valuation is high, the influence of institutional pressures is lower than in groups
with lower valuation. In the case of technical pressures, they have already shown
inconsequential for the highest valuation group, while the group with lesser emphasis on
values, they tend to slow down the adoption of practices of training and development.
We conclude this article by pointing out some implications of the results shown here for
the organizational institutionalism.

41

Ann Stewart (2010)

The paper provides the background for a project which traces the longer term impact on
a cohort of judges in India of a major collaborative Indo British project on gender and
law trainingin the 1990s. This group of 43 District and Sessions judges (31 men; 12
women), drawn from all over India were selected by their respective High Courts.
Subsequently a significant number have been elevated to their High Courts (the final
appellate body in each state). The paper places the judges within the background of the
original project and the present institutional contexts in which they now function. It
considers, through the lens of gender justice, two related debates: how to measure the
effectiveness of international developmentprojects involving judicial reform and the
impact of women within the judiciary. It provides preliminary observations on interviews
conducted with judges.

Lena Lee, PohKamWong(2005)

Current years have witnessed the ongoing interest in entrepreneurship, which is

essentially understood as the emergence and growth of new businesses (Rosa et al.,
1996). A wide range of factors have contributed to the revival of interest in
entrepreneurship in USA, Europe and many other countries. In recent years, many
industrialized countries have suffered from economic recessions and high
unemployment rates. Given the prevailing economic conditions, policy makers
worldwide have now begun to recognize the instrumental role of entrepreneurship for
economic growth. New and growing businesses are seen as a solution to rising
unemployment rates, and as a major catalyst to national economic prosperity (Acs et
al.,
1999;
Bruyat
and
Julien,2000).
As a result of the proliferating emphasis worldwide on entrepreneurship as the catalyst
for economic development and job creation, policy makers have developed a wide array
of measures to support entrepreneurship (Gnyawali and Fogel, 1994; Maillat, 1998).
Key among these is the call for academic institutions, such as universities, to contribute
through appropriate educational programs, i.e., entrepreneurship education
(Laukkanen, 2000). There appears to be a consensus that entrepreneurship education
and training has a major role to play in the economic development of a country (Gibb,
1996). The nature, relevance and appropriateness of entrepreneurship education have
been subject to increasing scrutiny since the late 1960s (Vesper, 1985) and it has been
touted as an effective means of entrepreneurial learning (Johannisson, 1991). Indeed,
entrepreneurship education has become an obvious complement to venture capital and
incubators as tools in propelling economic advancement (McMullan and Long, 1987).

42

Whilst there clearly is a rise in entrepreneurial spirit and hence, an increase in

entrepreneurship education across nations worldwide, information supporting these
assertions and descriptions ofthe roles of entrepreneurship education to educate and
inspire individuals remain largely scattered and sporadic.
This chapter aims to consolidate and synthesize the issues surrounding university
entrepreneurship education such as whether or not entrepreneurship can be taught, the
structure, effectiveness, and potential growth of entrepreneurship courses, ethical
issues as well as new perspectives on entrepreneurship education.

Paul BoselieMartijnHesselink, JaapPaauwe, Ton Van der Wiele (2001)

Human resource management (HRM) does matter! Prior empirical research,

summarized and classified in the work of Delery and Doty (1996), Guest (1997) and
Boselie et al. (2000), suggests significant impact of HRM on the competitive advantage
of organizations. The mainstream research on this topic reveals encouraging results on
organizational level. Further research on the perception of the individual employee may
reveal new insights in the effectiveness of HRM in organizations. Now we have the
opportunity to study recent empirical data of a Dutch employment agency. These data
on individual employee level provide us new insights in the perception of commitment
oriented HR systems and their relationship with perceived job security and employee
trust.
High
scores
on
employee
participation,
payment
system, training and development, information sharing, and support of the direct
supervisor result in employee trust and high scores on perceived job security.

Shanti Jagannathan(2000)

Nongovernmental organizations working in education in India are professional resource

centers and innovators able to reach children who are educationally disadvantaged. The
Indian government could improve the effectiveness of primary education by increasing
its collaboration with such organizations.
NGOs extend education to underprivileged children in India and develop innovations
that improve the quality of primary education. In this study of six NGOs working with
school-age children in India, Jagannathan shows the potential benefits of a governmentNGO alliance to achieve universal primary education. The author emphasizes several
areas in which collaboration can be particularly fruitful.

43

Targeting underserved children

- The government could support the efforts of NGOs to bring out-of-school children into
schools through timely supply of teachers, classroom space, and other resources.
Targeted action is needed to reach different types of out-of-school children - those who
work, those who live in slums, those on the street, those who are members of tribes or
of migrant families, and those who live in places without schools.
- To encourage young, first-generation learners to stay in school requires a supportive
and nurturing environment. To help make learning interesting and worthwhile for such
children, teachers in government schools could receive special training in new methods
developed by NGOs.
Enhancing quality
- Improving the quality of education requires working closely with key agents of change,
such as teachers, school heads, school management committees, and village education
committees.
- To develop a cadre of trainers for primary school teachers, teacher training institutes
would do well to evaluate and learn from NGO models for teacher training.
- Teachers need a range of knowledge and skills to teach underprivileged children
effectively. Here again, NGO models would be a useful tool for
teacher training institutes.
- NGOs and the government could collaborate in developing appropriate and flexible
learning assessment tools, in line with innovative teaching and learning methods.
- But without safeguards, large-scale replication by the government of such NGO
innovations as the alternative school and the voluntary teacher could lower the quality of
education.
Government-NGO links
- The government and NGOs will need to share a common vision on how to achieve
universal primary education if India is to reach this goal.
- NGOs can be credible partners with the government in shaping policies for primary
education. This entails collaboration rather than parallel initiatives by NGOs.
- To stay at the cutting edge in education, NGOs should continually evaluate and refine
their models.
- If NGOs are to play a policy role in education, two areas that have been neglected will
need to be addressed NGO capacity building and organizational development.

44

Jock R. Anderson , GershonFeder(2003)

Anderson and Feder analyze the considerations that lead policymakers to undertake
extension investments as a key public responsibility, as well as the complex set of
factors and intra-agency incentives that explain why different extension systems'
performance vary. The authors provide a conceptual framework outlining farmers'
demand for information, the welfare economic characterizations of extension services,
and the organizational and political attributes that govern the performance of extension
systems. They use the conceptual framework to examine several extension modalities
and to analyze their likely and actual effectiveness. Specifically, the modalities reviewed
include "training and visit" extension, decentralized systems, "fee-for-service" and
privatized extension, and farmer-field-schools. The authors also discuss methodological
issues pertaining to the assessment of extension outcomes and review the empirical
literature on extension impact. They emphasize the efficiency gains that can come from
locally decentralized delivery systems with incentive structures based largely on private
provision that in most poorer countries is still publicly-funded. In wealthier countries, and
for particular higher income farmer groups, extension systems will likely evolve into feefor-service
organizations.
This paper - a joint product of the Agriculture and Rural Development Department and
Rural Development, Development Research Group - is part of a larger effort in the Bank
to study the opportunities and challenges facing agricultural extension.

45

RESEARCH
METHODOLOGY

46

RESEARCH METHODOLOGY

In everyday life, every human being has to face many problems viz. social, economic,
financial problems. These problems in life call for acceptable and effective solutions and
for this purpose, research is required and a methodology applied for the solutions can
be found out.
Research was carried out at ULTRA TECH CEMENT to found out the Design of
Training and Development program

Research objective: To find out the satisfaction of the employees with the training program.
To identify areas of improvement in design of training and development program.

Data collection methods: Primary Data

Tools for collecting primary data are as follows: Structured Questionnaire.
Survey and Observation.

Sample plan: The sample plan is a distinct phase of the research process.
It refers to the technique or the procedure a research would adopt in selecting
items for sample.

47

Sample population: Population consists of the total respondent.

Sampling technique: In the research random-cum-convenient sampling technique are being used.

Sample size:To find out the effectiveness of training and Development program. Certain step has
been taken which are as follows:-

A. Initial research: Sample size of 30 employees was selected.

Parameters for Training and Development program were listed.

B. Preparing a structured questionnaire: Based on the initial research findings, structured questionnaire was prepared.
Data was collected from employees with the help of questionnaire.

C. Final Analysis: Accumulate and generalize the data.

Various factors.
Ending of relationship.

48

DATA ANALYSIS
AND
INTERPRETATION

49

Q.1. Have you been imparted any training during last three years?

30
25
20
15
10
5
0

Series1

Yes

No

Interpretation:-

24 employees among 30 agreed that they have been imparted training

during last three years and 6 people said that they have not gone through
any training sessions.

50

Q.2. a) Training courses available at ADITYA DISHA (e- learning) is

instrumental for skill up-gradation/learning.

18
16
14
12
10
8
6
4
2
0

Series1
Series2

Can't Say

Strongly
Disagree

Disagree

Agree

Strongly Agree

Interpretation:-

13 employees agree that the E- Learning available at ADITYA DISHA is

instrumental for skill up gradation whereas 17 employees strongly agree
upon it.

51

Q.2. b) Improved employee orientation/ induction of the organization

due to training.
14
12
10
8
6

Series1

Series2

2
0
Can't Say

Strongly
Disagree

Disagree

Agree

Strongly
Agree

Interpretation:-

4 employees strongly disagreed that training improves employee

orientation/ induction of the organization, 12 employees disagreed to it
whereas 8 employees strongly agreed to it and 6 employees didnt give any
opinion on this.

52

Q.2. c) Effectiveness of the training is being exhibited in the work

place after imparting the training.

30
25
20
Series1

15

Series2

10
5
0
Can't Say

Strongly Disagree

Disagree

Agree

Strongly Agree

Interpretation:-

25 people agreed that after imparting training its effectiveness is being

exhibited in the work place whereas 5 employees disagreed upon it.

53

Q.2.d) Highly satisfied with the safety initiatives and training plan.

16
14
12
10
8

Series1

Series2

4
2
0
Can't Say

Strongly
Disagree

Disagree

Agree

Strongly Agree

Interpretation:-

4 employees strongly disagreed upon the satisfaction with the safety

initiatives and training plan and 14 employees agree upon it whereas 12
employees strongly agree upon it.

54

Q.2.e) Team spirit and team management have been improved due to
training.

18
16
14
12
10

Series1

Series2

6
4
2
0
Can't Say

Strongly Disagree

Disagree

Agree

Strongly Agree

Interpretation:-

2 employees strongly disagreed that training improves team spirit and team
management , 2 employees disagree upon it, 16 employees agree upon it
whereas 4 employees strongly agree upon it and 6 employees didnt give
any comment upon this.

55

Q.2.f) Leadership qualities have been enhanced due to training.

18
16
14
12
10

Series1

Series2

6
4
2
0
Can't Say

Strongly Disagree

Disagree

Agree

Strongly Agree

Interpretation:-

4 employees strongly disagreed that training enhances leadership qualities,

2 employees disagreed whereas 16 employees agreed upon it, 4
employees strongly agreed upon it and 4 employees didnt give any
comment upon this.

56

Q.3. While going through performance reviews, whether your training

needs are discussed /identified.
16
14
12
10
8
6
4
2
0

Series1
Series2

Can't Say

Strongly Disagree

Disagree

Agree

Strongly Agree

Interpretation:-

4 employees disagreed that their training needs are discussed/identified

while going through performance reviews, 14 employees agreed that their
training needs where identified while going through performance reviews
whereas 12 employees strongly agree upon it.

57

Q.4. According to you which of your personality traits is mostly

developed during training program and also rate the program?

a) TECHNICAL SKILLS
16
14
12
10
8
6
4
2
0

Series1
Series2

Can't Say

Strongly Disagree

Disagree

Agree

Strongly Agree

Interpretation:-

14 employees strongly disagree that technical skills is mostly developed

during training program, 4 employee disagree with this whereas 2
employees strongly agree upon it and 10 employees didnt give any opinion
on it.

58

b) ANALYTICAL SKILLS

18
16
14
12
10

Series1

Series2

6
4
2
0
Can't Say

Strongly Disagree

Disagree

Agree

Strongly Agree

Interpretation:-

4 employees disagree that analytical skills are mostly developed during

training program, 16 employees agree with this whereas 6 employees
strongly agree upon it and 4 employees didnt give any opinion.
c) BEHAVIORAL SKILLS

18
16
14
12
10

Series1

Series2

6
4
2
0
Can't Say

Strongly Disagree

Disagree

59

Agree

Strongly Agree

Interpretation:-

4 employees disagree that behavioral skills are mostly developed during

training program, 16 employees agree with this whereas 10 employees
strongly agree upon it.

d) REASONING SKILLS

25
20
15

Series1

10

Series2

5
0
Can't Say

Strongly Disagree

Disagree

Agree

Strongly Agree

Interpretation:-

4 employees disagree that reasoning skills are mostly developed during

training program, 22 employees agree with this whereas 4 employees
strongly agree upon it.

60

e) TIME MANAGEMENT SKILL

14
12
10
8

Series1

Series2

4
2
0
Can't Say

Strongly Disagree

Disagree

Agree

Strongly Agree

Interpretation:-

10 employees disagree that time management skills are mostly developed

during training program, 12 employee agree with this whereas 2 employees
strongly agree upon it and 6 employees didnt give any opinion.

f) COMMUNICATION SKILLS
25
20
15

Series1

10

Series2

5
0
Can't Say

Strongly Disagree

Disagree

61

Agree

Strongly Agree

Interpretation:-

21 employees agree that communication skills are mostly developed during

training program whereas 9 employees strongly agree upon it.

g) LEADERSHIP SKILLS
16
14
12
10
8

Series1

Series2

4
2
0
Can't Say

Strongly Disagree

Disagree

Agree

Strongly Agree

Interpretation:-

2 employees disagree that leadership skills are mostly developed during

training program, 14 employees agree with this whereas 5 employees
strongly agree upon it and 9 employees didnt give any opinion.

62

h) ATTITUDE BUILDING SKILLS

25
20
15
Series1
10

Series2

5
0
Can't Say

Strongly Disagree

Disagree

Agree

Strongly Agree

Interpretation:-

20 employees agree that attitude building skills are mostly developed

during training program, whereas 3 employees strongly agree upon it and 7
employees didnt give any opinion.

i) SUPERVISORY SKILLS
16
14
12
10

Series1

Series2

Series3

4
2
0
Can't Say

Strongly Disagree

Disagree

63

Agree

Strongly Agree

Interpretation:-

15 employees agree that supervisory skills are mostly developed during

training program whereas 7 employees strongly agree with this and 4
employees didnt give any opinion.

j) HEALTH AND SAFETY SKILLS

20
15
Series1

10

Series2
5
0
Can't Say

Strongly Disagree

Disagree

Agree

Strongly Agree

Interpretation:-

19 employees agree that health and safety skills are mostly developed
during training program whereas 11 employees strongly agree with it.

64

Q.5. Do the training imparted helps you to attain the goals of your
organization?
25
20
15

Series1

10

Series2

5
0
Can't Say

Strongly Disagree

Disagree

Agree

Strongly Agree

Interpretation:-

20 employees agreed that the training imparted helps to attain the goals of
the organization, whereas 7 employees strongly agree upon it and 9
employees didnt give any opinion on it.

65

Q.6.Whether the training opportunities are available to everyone in

your unit?

18
16
14
12
10
8
6
4
2
0

Series1
Series2

Can't Say

Strongly Disagree

Disagree

Agree

Strongly Agree

Interpretation:-

16 employees agree that the training opportunity is available to everyone in

the unit whereas 14 employees strongly agree with it.

66

Q.7. Do the training program helps to understand your subordinates

and resolve their conflicts?

25
20
15

Series1

10

Series2

5
0
Can't Say

Strongly Disagree

Disagree

Agree

Strongly Agree

Interpretation:-

22 employees agreed that the training program helps to understand your

subordinates and resolves their conflicts whereas 5 employees strongly
agree upon it and 3 employees didnt give any opinion on it.

67

Q.8. Are the training programs effective in planning and developing

strategic objective?
20
15
Series1

10

Series2
5
0
Can't Say

Strongly Disagree

Disagree

Agree

Strongly Agree

Interpretation:-

4 employees disagree that training program are effective in planning and

developing strategic objectives, 17 employees agree with this whereas 5
employees strongly agree upon it and 4 employees didnt give any opinion.

68

Q.09.Which method of training do you feel would be most effective?

a) Workshop
30
25
20
15

Series1

10

Series2

5
0
Not very effective

Somewhat effective

Very effective

Interpretation:-

6 employees found workshop as somewhat effective mode for imparting

training whereas 24 employees found it very effective mode for training.

b) Video

16
14
12
10
8
6
4
2
0

Series1
Series2

Not very effective

Somewhat effective

69

Very effective

Interpretation:-

4 employees found video as not very effective mode for imparting training
whereas 15 employees found it somewhat effective mode for training
and11 employees found it as a very effective mode for imparting training.

c) E- learning
14
12
10
8

Series1

Series2

4
2
0
Not very effective

Somewhat effective

Very effective

Interpretation:-

13 employees found e-learning as not very effective mode of training, 13

employees found it somewhat effective mode for training whereas 4
employees found it very effective mode for training.

70

Q.10. Are you satisfied with the quality of training facilities?

16
14
12
10
8

Series1

Series2

4
2
0
Can't Say

Strongly Disagree

Disagree

Agree

Strongly Agree

Interpretation:-

7 employees disagreed regarding the satisfaction level of training, 14

employees agreed to it whereas 7 employees strongly agreed to it and 2
employees didnt give any opinion.

71

Q.11.Your expectations are satisfactorily addressed by the training

program you attend?

20
15
Series1

10

Series2
5
0
Can't Say

Strongly Disagree

Disagree

Agree

Strongly Agree

Interpretation:-

19 employees agreed regarding the satisfaction of expectations addressed

by training program, 7 employees strongly agreed to it whereas 4
employees didnt give any opinion.

72

LIMITATIONS

73

LIMITATIONS

1. The sample collected is very small compared to the population of the company. Thus
it may probably bring out the exact analysis.

2. Some of the respondents did not react favorably to the questionnaires.

3. It is possible that respondents might have tried to maintain consistency in terms of

their responses.

4. Time of 4-6 weeks are also very less for the study of such a vast procedure.

74

RECOMMENDATIONS

75

RECOMMENDATIONS

1. In order to achieve excellence in training and development program, it is advisable to

further improve the quality level of trainers that in term will be beneficial for both
employees and organizations.
2. After providing the training its effectiveness should be measured by reviewing their
performances and then rewarding them according to it so that the employee get
motivated and the others too which would be fruitful to the employees and the
organization itself.
3. Include 360 degree feedback, action learning sets, confidence building, presentation
and interview skills and creative thinking in programs.
4. Redefine success and challenge traditional models of a successful person which
are often based on historical stereotypes.
5. Consider a modular training program for new graduate entrants to enable them to
gain a wide range of experience over a set time frame, say, 2 years, supported by
training in-house and externally.
6. Provide development program for support staff to improve numeracy and literacy as
well as confidence and service delivery. This can result in better working
relationships between managers and staff, with paperwork being completed more
accurately.
7. Tailor programs for different groups of staff to accommodate their specific work
patterns and interests.
8. Provide online toolkits with literature and top tips for staff, along with access to
relevant news articles and video presentations.

76

CONCLUSION

77

CONCLUSION
1. The training and development activities are needed in the organization because
most of the employees are interested to take training and development for future
growth.
2. Thus, it is clear that training and development activities are needed for
employees performance and organizational development.
3. It is clear that company uses various methods for training purposes. Conclusion
is that company should even try to come up with more advanced and effective
methods for training and development.
4. Training and development program should be made on actual needs of the
employees and organization.
5. Training and development should make compulsory for new employee and old
employee.
6. From the questionnaire it was found that e-learning at ADITYA DISHA proved
beneficial for skills up-gradation/learning.
7. Training and development program should be more frequently on timely basis.
8. Training and development should make compulsory for new employee and old
employee.

78

ANNEXURE
NAME: ______________________________________________
POSITION: ___________________________________________
DEPARTMENT: _______________________________________

Q.1 Have you been imparted any training during last three years?
a) Yes

b) No

Reason, If no:

Q.2 Rate the following issues which are improved with the help of training and development.
ISSUES

Cant Say

Strongly
Disagree

a) Training courses available

at ADITYA DISHA
(e-learning) is instrumental
for still upgradation/
learning.
b) Improved employee
orientation/induction of
the organization due to
training.

79

Disagree

Agree

Strongly
Agree

c) Effectiveness of the training

isbeing exhibited in the
work place after imparting
the training.
d) Highly satisfied with the
safetyinitiatives and
training plant.
e) Team spirit and team
managementhave been
improved due to training.
f) Leadership qualities have
beenenhanced due to
training.

Q.3. While going through performance reviews, whether your training needs are
dicussed /identified.
a) Cant Say
Agree

b) Strongly Disagree

c) Disagree

d) Agree

e) Strongly

Q.4. As per your observation which is the program required most in your unit?
Q.5. According to you which of your personality traits is mostly developed during
training program and also rate the program?
TRAINING AREAS
Disagree Cant Say

Strongly Agree

a) Technical Skills.
b) Analytical Skills.
c) Behavioral Skills.
d) Reasoning Skills.

80

Agree

Disagree

Strongly

e) Time Management Skill.

f) Communication Skills.
g) Leadership Skills.
h) Attitude Building Skills.
i) Supervisory Skills.
j) Health and Safety Skills.

Q.6. Do the training imparted helps you to attain the goals of your organization?
a) Cant Say
Agree

b) Strongly Disagree

c) Disagree

d) Agree

e) Strongly

Q.7. Whether the training opportunities available to everyone in your unit?

a) Cant Say
Agree

b) Strongly Disagree

c) Disagree

d) Agree

e) Strongly

Q.8. Do the training programs help to understand your subordinates and resolves their
conflicts.
a) Cant Say
b) Strongly Disagree
c) Disagree
d) Agree
e) Strongly
Agree

Q.9. Are the training programs effective in planning and developing strategic objective?
a) Cant Say
Agree

b) Strongly Disagree

c) Disagree

d) Agree

Q.10. Which method of training do you feel would be most effective?

Not very effective
a) Workshop.

Somewhat effective

81

Very effective

e) Strongly

b) Video.
c) E- learning.

Q.11. Are you satisfied with the quality of training facilities?

a) Cant Say
Agree

b) Strongly Disagree

c) Disagree

d) Agree

e) Strongly

Reason, if any:

Q.12.What do you suggest to improve the quality of training programs?

Q.13.Your expectations are satisfactorily addressed by the training program you attend?
a) Cant Say
Agree

b) Strongly Disagree

c) Disagree

d) Agree

e) Strongly

Q.14. Identify two most important strengths that you would like to develop with the help
of training programs conducted by the HRD of your organization.

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REFERENCES
www.adityabirlagroup.com
www.ultratech.com/support/training.shtml
www.ultratechcement.com/
www.accessmylibrary.com/...411170_training_development_journal
www.adityabirla.com/the_group/index.html
www.adityadisha.com
www.scribd.com

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BIBLIOGRAPHY

Brochures, handbooks and magazines of ADITYA BIRLA GROUP

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