PROJECT REPORT

ON

TRAINING AND DEVELOPMENT

ISO 9000-2000 CERTIFICATION PROCEDURE

DEPARTMENT OF MANAGEMENT STUDIES SHRI

RAM INSTITUTE OF MANAGEMENT AND
TECHNOLOGY KASHIPUR (U.S.NAGAR )
UTTARAKHAND

SUBMITTED TO: SUBMITTED

BY:

Mr. H. C. JOSHI
MOHD.HANEEF KHAN

Shriram Institute Of Management & Technology (Kashipur)

1
 (Affiliated To Kumaun University, Nainital)

The strength of any organization is its people. If people are attended to properly by
recognizing their talents, developing their capabilities and utilizing them
appropriately, organization is likely to be dynamic and grow fast. Ultimately the
varieties of tasks in any organization have to be accomplished by the people; hence
Incentives are provided to them to stimulate them towards some goal.

Therefore I have undertaken the research of TRAINING & DEVELOPMENT

Program in IGL For this I have used the in-questionnaire which was filled by the
employees and had a brief discussion with some of them. The results of the survey
have been analyzed by using some statistical tools and recommendations are given
accordingly.

WHY I HAVE TAKEN THIS PROJECT

For a student the knowledge of book is not enough, there is always a need to
evaluate his/her theoretical knowledge form practical utility point of view also.
So, being a management student it becomes necessary for me to check out my
learned concepts of management education by implementing them into real life
situation.
Obviously this project will help me a lot in solving my vital problems, which cannot
be possible only through gaining learned concepts from books. So, this project
proved to be fruitful for me.

2
 It was a great privilege and good experience to do an industrial training at
INDIAN GLYCOL LIMITED (KASHIPUR).I would like to express my deepest
sense of gratitude for the people who have guided me and constantly been with
me throughout my Project
.
Success in the manifestation of perseverance, inspiration, motivation,
innovation.

First of all, I would like to extend my indebtedness and pleasure to express

my heart felt gratitude to Mr.S.Devrajan, Sr.Manager (H.R.D.), his
inspiring guidance, critical appreciation and avid interest, which has made
this study possible.

It is my utmost duty and pleasure to extend my special thanks to Mr. H. C.

Joshi SIMT & Internal guide of mine for extending unstinted support and
timely help. He had been a constant source in inspiration all through out my
project work.

Last but not the least, I am grateful to my parents for their moral
support and constant encouragement, co-operation that has made it possible
for me to attain stage of academic achievement in my life.

Mohd. Haneef Khan

(BBA)

3
This project has been undertaken as a partial fulfillment of the requirements for the
award of the Degree of the Bachelor of Business Administration, Kumoan
University Nainital

This project was executed during 5TH Sem. of BBA program under the supervision
of Mr. H. C. Joshi (Inter Guidence) of SIMT, Kashipur.

Further, I declare that this project is my original work and the analyses are for
academic purpose only. This project has not been present in any seminar or
submitted elsewhere for the award of any degree or diploma.

Mohd. Haneef Khan

(BBA)

4
Contents
Preface
Acknowledgement
Students Declaration
Chapter : 1
Introduction of the project
Objective & period of the study
Limitations & scope of study
Research methodology
Collection of secondary data
Chapter : 2
Company profile
Industry profile
Company profile

o Preface of the company

o Mission statement

Chapter : 3
Introduction of Topic (Training Effectiveness & Training Methods)
Training Effectiveness
Need of Training
Purpose of Training Effectiveness

5
Chapter : 4
Training Effectiveness & Training Methods program in IGL.
Training Effectiveness
Purpose of Training Effectiveness in IGL
Importance
Factor affect T & E
Measure of T& E
Methods of evaluation
Types of training
Training methods in IGL

Chapter : 5
Data Analysis (Questionnaire)
Limitation
Conclusion
Recommendation

Chapter: 6
Bibliography
Annexure

6
OBJECTIVE OF THE STUDY

In todays business life only theoretical knowledge is not enough and with
this practical knowledge should be included. And for this we are here for our training.
We want to see that how the theoretical knowledge implemented in the firm? And how
senior employers take work from their subordinates.

The objective of my research is to:-

To know the effective training programme conducted by the company.

To know whether employees are aware about their responsibilities and authorities or
not.
To improve Organizational Climate and Increase the morale of employees.
To know whether training programme is conducted successfully or not.
To know about the work culture of the organization.
To identify the satisfaction level among the employees of the IGL regarding their
job.
To identify need for any improvement to be done in the training procedure in IGL.

PERIOD OF STUDY

I have started my training in IGL on AUG. 2, 2011 till SEPT. 17, 2011.

7
SCOPE OF THE STUDY

This project can be helpful for me in my future work.

This project shows the good & sound environment and employees behaviors in the
organization.
It helps the management in improving the quality and development of the product.
Future researchers may use it as a secondary source of information.
It can help management in effective decision making.

8
LIMITATION OF STUDY

In the research, it was very difficult to identify the actual scene regarding the
study of effectiveness of training methods in IGL. These were some factors or
limitation in this research.

Time constraint is unavoidable limitation of my study.

As no work has been done earlier in this regard so scarcity of secondary data is also
there.
In adequate disclosure of information is also the problem.
Due to some policies, more data couldnt be included in this project.
The respondents did not response easily.
It is difficult to identify that whether willing respondents are truly representative or
not.

This method can be only used only where the respondents are cooperative.
Some respondents were responding according to others responses after seeing &
listening their answers.

9
 RESEARCH METHODOLOGY

Research objective - to judge the trainning effectiveness

Type of Research - Survey Research

Sampling Method - Random Sampling

Type of Data - Primary Data, Secondary Data

Research Instrument - Questionnaire

Contact Method - Direct Interview

10
RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem. It

may be understood as a science of studying how research is done scientifically. In it we
study the various steps that are generally adopted by a researcher in studying his
research problem along with the logic behind them.

SAMPLING PLAN

A sample design is a definite plan for obtaining a sample from a sample frame it
refers to the technique or the procedure that the researcher would adopt in selecting
some sampling units from which inferences about the population is drawn.

SAMPLE SIZE

50 Workers

INSTRUMENT USED FOR COLLECTING THE DATA

Questionnaire

RESEARCH DESIGN

A research design is the arrangement of conditions for collection and analysis of in a

manner and aims to combine relevance to the research purpose with economy in
procedure. In fact the research design is the conceptual structure within which research
I conducted. Research design is needed because it smooth sailing of the various
research operational thereby making research as efficient as possible yielding maximum
information with minimal expenditure of effort, time and money.

I have adopted descriptive and conclusive research design. Descriptive

researchers are those studies, which are concerned with describing the characteristics of
11
a particular individual or of a group. In descriptive research design, the researcher is
able to define clearly, what he wants to measure and is able to find adequate methods
for measuring it along with a clear-cut definition of population he wants to study. Since
the aim is to obtain complete and accurate information in the said study the procedure
to be used carefully planned in this method.

This research design make enough provision for protection against bias and
maximize reliability, with due concern for economical completion of the research study.
These advantages compelled me to employ descriptive research design for my project.

COLLECTION OF DATA

The researcher can gather primary data, secondary data or both. Secondary data are
data that were collected for another purpose and already exist somewhere.

COLLECTION OF PRIMARY DATA

Primary data is the data which is collected first time from the various resources either
through the questionnaire & scheduling and all. This data can also be used later on as a
secondary data.

COLLECTION OF SECONDARY DATA

Secondary data means that are already available i.e. they refer to the data which has
already been collected & analysis by someone else. Magazines, Catalogue, Newspapers,
Product Profile & Internet.

12
1.1 Industry Profile

1.2 Company Profile

1.1 Industry Profile

India Glycols Ltd comes under the Chemicals though it manufactured Organic -
Alcohol based products too. The core product of the company is chemical
manufacturing. Chemical industry is one of the oldest industries in India. It not only
plays a crucial role in meeting the daily needs of the common man, but also contributes
significantly towards industrial and economic growth of the nation Chemical Industry is
one of the oldest industries in India, which contributes significantly towards industrial
and economic growth of the nation.
It is highly science based and provides valuable chemicals for various end products
such as textiles, paper, paints and varnishes, leather etc., which are required in almost
all walks of life. The Indian Chemical Industry forms the backbone of the industrial and
agricultural development of India and provides building blocks for downstream
industries.

Chemical Industry is an important constituent of the Indian economy. Its size is

estimated at around US$ 35 billion approx., which is equivalent to about 3% of Indias
GDP. The total investment in Indian Chemical Sector is approx. US$ 60 billion and
total employment generated is about 1 million. The Indian Chemical sector accounts for
13-14% of total exports and 8-9% of total imports of the country. In terms of volume, it
is 12th largest in the world and 3rd largest in Asia. Currently, per capita consumption of
products of chemical industry in India is about 1/1 other of the world average.

13
1.2 Company Profile

Incorporation

The co. was incorporated on 19-11-1983 as UP Glycols ltd...It was renamed as India
Glycols Limited on 28-8-1986.It started its commercial production of MEG in April
1989, Ethoxylates in July 1995, Formulation / Specialty chemicals on September 1997,
Glycol Ether in august 2001 and the Industrial gases in December 2005.The Bottling
plant started dispatches in April 2002.The cane crushing unit started production in
November 2005.The commercial production in the distilleries at Gorakhpur started in
March 2006.
Introduction to company

First and only company in the world to produce Ethylene Oxide (EO) / Mono Ethylene
Glycol (MEG) from renewable agro route based on molasses, since 1989. Leading
manufacturers of Glycols, Ethoxylates, Performance Chemicals, Glycol Ethers &
Acetates, Guar Gum and Potable Alcohol. Completely integrated state - of - the - art
manufacturing process with emphasis on superior quality by deploying internationally
proven technologies, innovative R&D and customized approach.
Largest Ethoxylate, Glycol Ether producer and thus leader in Ethylene Oxide
Derivatives/Surfactants business in India.

14
1. Global player meeting international specifications and norms, exporting to South
East Asia, Middle East, Europe, Australia and USA.

Catering to more than 1,000 customers in various end-use industries such as

Textile, Agrochemical, Oil & Gas, Personal Care, Pharmaceuticals, Brake Fluids,
Detergent, Emulsion Polymerizations & paints etc.

Offer customer specific products to meet their performance / technical

requirements.

2. Customer base includes large MNCs, Public Sector Undertakings and large as
well as medium & small Indian organizations.

NUMBERS OF WORKERS =1000

STAFF =3000

SWOT ANALAYSIS

S - Strength

W - Weakness

O Opportunity

T Threat

The over all evaluation of a companys strength, weakness, opportunity &

threats is called SWOT ANALYSIS. Every company has some strength,
15
 weakness, opportunity & threats they should not & then try to improve in
the areas where it is weak threats and full advantage of the opportunities.

On the basis of my survey I have done a small swot analysis of the

company.

STRENGTHS

The companys prices of products are very relevant.

The company has an established network in India.

INDIAN GLYCOLS LTD is one of the few companies in

UTTRAKHAND, which owns and operates a large no of products services.

It has rich experience over the last year in its execution and
possesses abundant data associate with these project.

INDIAN GLYCOLS LTD contributes a big amount of Indian

production.

Another area of strengths of INDIAN GLYCOLS LTD is its commitment

and quality of maintenance management.

WEAKNESS

The purchase procedure of INDIAN GLYCOLS LTD does not lead

to past purchase designs.

There has been no major discovery in the past.

OPPORTUNITIES

16
 INDIAN GLYCOLS LTD has a big portion of market. It can take
advantage of it.

THREATS

INDIAN GLYCOLS LTD has a lot of exposure to the group

companies in the form of cross holdings. This is hampering the financial
soundness of the company.
Company is doing well but if a well established company like TATA comes
then it can face troubles.

Dealers provide the products of the company to the customers

which given them maximum profit margin.

HUMAN RESOURCES (HR) IN INDIAN GLYCO LTD

A. Today, INDIAN GLYCOLS LTD is the flagship company of UTTRAKHAND;

and making this possible is a dedicated team of nearly 2000 professional who
toil round the clock. It is this toil, which amply reflects in the performance
figures and aspiration of INDIAN GLYCOLS LTD. The company has adapted
progressive policies in scientific planning, acquisition, utilization, training and
motivation of the team. At INDAIN GLYCOLS LTD everybody matters, every
soul counts.

B. INDIAN GLYCO LTD has a unique distinction of being a company with in-
house service capabilities in all the activity area of production of Bio-Gas

C. Product to emphasize, this was made possible by the man behind the machine.
Over experienced and technical components executive, engineers and
managers from distinguished Universities/ Institutions of India from the core
of INDIA GLYCOLS LTD man

HR IN INDIA GLYCOLS LTD REALTED WITH :

17
1. Mgmt. Principle

2. Organizational Behaviour

3. Labour Welfare

4. Industrial Relation & Legislation

HR OBJECTIVES

To enhance the quality of life of employees and their family.

To develop and sustain core values.

To develop business leader for tomorrow.

To fosters a climate of creativity, innovation and enthusiasm.

To inculcate high understanding of services to a greater cause.

To provide business job contentment through empowerment, accountability

and responsibility.

To build and upgrade competencies through virtual learning, opportunities for

growth and providing challenges in the job.

18
Preface to the Company

At IGL, the employees are considers most valuable assets and strength for sustained
growth in the development of the company. It is believed in IGL that the investment on
human resource for employee's personal growth, leads the company.
Like any other organizations, IGL has also framed rules, regulations, policies and
system for running the business smoothly. IGL has also introduced various schemes for
labour welfare. For smooth business operations and to take advantage of the benefits
under the scheme, it is necessary that every employee understand these rules,
regulations, policies and system fully and clearly.

Year Events

1983 - India Glycols Ltd was incorporated at New Delhi on 19th November as a public
limited company as 'U.P. Glycols Limited' and obtained the Certificate of
Commencement of Business on 3rd February, 1984. The company was promoted by
Vam Organic Chemicals Ltd. The company manufactures mono-ethylene glycol
(MEG), diethylene glycol (DEG) and triethylene glycol (TEG).

- The company entered into a technical know-how agreement with' Scientific Design
Company Inc., USA (SD) for the supply of process know-how only for the conversion
of ethanol into MEG as the promoter V AM agreed to advise free of cost on the
conversion process of molasses into ethanol.

- The company also entered into an agreement with Toyo Engineering India Ltd., for
implementing the project within guaranteed cost and time limit.

1986 - The name of the Company was changed to 'India Glycols Limited' effective from
4th September.

1988 - 70 shares subscribed for by the signatories to the Memorandum of Association.

244,99,930 shares then issued at par of which 84,69,930 shares to promoters, directors,
etc., and Vam Organic Chemicals Ltd., and its wholly owned subsidiaries and 25,00,000
shares to shareholders of Vam Organic Chemicals Ltd., Ramganga Fertilizers Ltd., and
Hindustan Wires Ltd., were reserved and allotted.

1990 - The Company received approval for expanding the MEG capacity up to 60,000
MT per annum. The Company proposed to diversify into the field of Ethylene Oxide
(EO) derivatives and had received letter of intent for the manufacture of 1000 MT per

19
annum of EO derivatives.

1991 - Steps were initiated to undertake diversification programme to manufacture

Ethylene Oxide condensate/derivatives. The Company undertook the expansion of
effluent treatment and Biogas generation facilities.

1992 - The Capacity of MEG was enhanced to 25,000 tones per annum.

1995 - The company had tied up with Sanyo Chemical Industrial Surfactants Covering
major industries like textiles, toiletries, pharmaceuticals, agrochemicals, paper,
lubricants etc. The Company also proposed to set up facilities for chlorosulphation to
produce other specialty chemicals to maintain better quality standards.

1996 - The Company was implementing cholorosulphation project.

2003 -The Board of Directors at their meeting held on December 4, 2003 have
approved the merger of wholly owned subsidiary company CDS International Ltd with
the company. The Board of Directors at their meeting held on December 4, 2003 has
approved the merger of wholly owned subsidiary company CDS International Ltd with
the company.

2005- The Company started its commercial production of Industrial gases and Crane
crushing unit.

2006- The Company started its commercial production in the Distilleries at Gorakhpur.

Mission Statement
20
Strive to bring value addition to self, organization and customer through
Improving quality
Identifying opportunities
Total customer focus (internal! customer)
Minimizing errors and wastage of scarce resources

The mission will be achieved by:

Positive attitudes
Being sensitive and responsive
Continuous self- up gradation
Positive approach
Being creative, analytical, and objective
Timely actions.

INDIAN GLYCOLS LTD VISION

To attain organization excellence by developing and inspiring the true potential

of companys human capital and providing opportunities for growth, well being
and enrichment

21
 TECHNOLOGY PROFILE

India Glycols Limited is one of the leading manufactures of Glycols, Ethoxylates &
PEGs, Performance Chemicals, Glycol Ether & Acetates, Guar Gum and Potable
Alcohol. Our continued emphasis on superior quality, through the latest technologies
available worldwide, makes us a pioneer in our field. Our belief in providing the desired
products, with the help of the best technology, is reflected in our manufacturing
facilities

PRODUCT TECHNOLOGY/LICENSOR

Glycols(MEG,E.O.P & Scientific Design Company Inc., USA

E.O Derivatives) (leading Ethylene Oxide / Ethylene Glycol
licensor globally)
Ethoxylates & PEGS Press industria AG, Italy
(leading Ethoxylates technology licensor
globally)
Performance Chemicals Sanyo Chemical Industries Ltd. Japan
(Formulation / Specialty Leader in speciality Surfactants in Japan
chemicals)
Glycol Ethers Sulzer Chemtech, Switzerland

Sulphation EJM Consultants, Canada

Industrial gases Air Lique,Prax Air, Hitachi

MANUFACTURING FACILITIES AT IGL

22
 1. Distillery Ethanol 265KL/DA Y
2 Bio-gas Methane( fuel) 130 KNM3/DA Y
Air separation
3 Oxygen/nitrogen 2100/990NM3/Hr.
unit
Mono ethylene
4 MEG,DEG,TEG 25000 MT/PA(MEG)
glycol
5 Ethoxylates EO Derivatives 20000 MT/PA
SPECIAL TY
6 Formulations 10000 MT/PA
CHEMICALS
SPECIAL TY
7 Sulphation 4000MT/P A
CHEMICALS
INDUSTRIAL SOL
8 Glycol ether 10000MT/PA
VENTS
9 Bottling plant IMFL/Country liquor 100000MT/PA
Rab / Concentrated
10 Rab unit 1250 T.C.D
Cane Juice

The plants and laboratories are equipped are with highly sophisticated instruments, such
as digital distributed control system, on line analyzers, mass spectrometer and G.C.
spectrometer, H.P.C.L, F.T.R.I., etc. Basic raw material of the company is molasses, a
by product of sugar mills. It is the first plant I the world, which produces MEG from
Molasses route as against conventional petro-route.

BIODEGRADABLE & RENEWABLE FEEDSTOCK

Our main feedstock is MOLASSES, a renewable resource, which is
a by-product obtained during processing of Sugar from sugarcane
and is highly biodegradable.
Our plant is strategically located at Kashipur in the heart of the
sugarcane belt where many sugar industries are based ensuring easy
availability of molasses.
23
 We have largest & most modern distillery to manufacture Ethyl
Alcohol.

PERFORMANCE CHEMICALS
Technical know-how from M/s Sanyo Chemical Industries, Japan to
set up Performance Chemicals Plant.
Flexibility and capability to perform various reactions such as
Esterification, Sulphation, Phosphation, Polymerisation etc.
Wide range of products to meet the diversified needs of various end-
use industries such as Textile, Oil & Gas, Agro, Paints, etc.

POTABLE ALCOHOL
Extra Neutral Alcohol (ENA) :

- We have one of the largest Distilleries in Asia for manufacture of ENA.

- ENA plant is based on the principles of Multi pressure cascading
techniques & the process control is by Digital Distributed Control System.

Plant is designed & supplied by Alfa Laval (India) Ltd.

IMFL / Country Liquor :

We have established separate facilities for Blending & Bottling of Indian Made Foreign
Liquor (IMFL) & Country Liquor.
ETHOXYLATES & PEGs
Diversified into production of Pure Ethylene Oxide in 1995 to manufacture high
quality Ethoxylates.

Largest Ethoxylate facility in India, using 2nd generation loop reactor with
technology from M/s Pressindustria, Italy.

Catering to various industries such as Textile, Agrochemical, Oil & Gas, Personal
Care, Automotive, Detergent, Emulsion Polymerization & Paints, Ceramic,
Cement, etc.

Products meet high international standards particularly for pharmaceutical & Oral
Care Industries.

Customer base includes MNCs, Public sector Undertakings and large Indian
organizations.
24
GLYCOLS
State-of-the-art plant commissioned in 1989, in technical collaboration with
Scientific Design Inc, USA.

Supplying MEG to major Polyester customers by meeting their stringent

specifications.

Producing high quality Coolants as per customized specifications.

DEG, TEG for the Chemical industry.

25
 GUAR GUM
State-of-the-art facility to manufacture 10,000 MTPA of Guar Products such as
Guar, Treated & Pulverized Guar Gum Powder and Derivative Guar, set up as an
Export-Oriented-Unit.
Complete process is operated by a Fully Automatic Plant and packaging of the
same is controlled in most ultramodern plant untouched by hand.
Catering mainly to Food, Feed & Pharma, Textile, Printing, industries etc. and
speciality products in the area of Oil & Gas and Lubricant.
Capability to produce various viscosity ranges and different mesh sizes as per
customer's requirement.
Exports to entire globe under the brand name of IGGUAR.
Approved under U.S. Federal Register as Generally Recommended As Safe -
GRAS Category for Food, Feed & Pharma applications.

AGROCHEMICALS

IGL offers a unique blend of IGSURF Series for EC formulations designed

for application in multiple toxicants.
Highly stable and free flowing broad spectrum emulsifiers.
Wetting and dispersing agents for wettable powders and suspension
concentrates.
Wetting and dispersing agents for wettable powders and suspension
concentrates.
Range of eco-friendly surfactants for new generation formulations.
IGL offers Guar Gum products which are used in tobacco fines recover.

26
FINISHED PRODUCT AND THEIR USES:

PRODUCT USES
M.E.G. Polyester stable fibers polyester filament yarn,
packaging material explosives, coolants
Wirenames, unsaturated resin etc.
D.E.G. Pesticides, rubber compounding, brake Fluids,
plasticizers etc.
T.E.G. Oil exploration and refinery
E.O. Derivatives (ethxylate Leather, textile, wool scouring, pesticides,
& surfactants) & speciality agrochemicals, cosmetics, detergents, medicines,
Chemicals emulsifier, personal care etc.

MAJOR PERSONAL CARE CUSTOMERS.

CUSTOMERS FINISHED PRODUCT

Ayur cosmetics Ayur Herbal shampoo

Colgate Palmolive Palmolive shampoo
Dabur India Limited Dabur Herbal Shampoo
Henkel Spic India Limited Pril Liquid Detergent

27
 MAJOR TEXTILE CUSTOMERS

CUSTOMERS FINISHED
PRODUCTS

Raymonds Suiting & shirting

Bombay Dyeing Bed Sheets & Towels
Grasim Suiting & Shirting
Ashima Woollens Woollens carpets &
Blankets
OCM Suiting & Shirting
DCM Suiting & Shirting
Rajasthan Spinning Polyester yarn & Fabric
Vardhman Acrylic wool &
Polyester threads

OTHER MAJOR CUSTOMER

CUSTOMER FINISHED PRODUCTS

Monsanto Machete
Denocil Durshan
Searle Fenvel
Agrevo ThioDans &
Arozine
Novratis Nuvan
Rallis Rallo & Sumicidine
Excel Endosil
UPL Ustad
Northern mineral Padan

28
 INDIA GLYCOLS LIMITED.
KASHIPUR
MAJOR HIGHLIGHTS

AGRO (MOLASSES) BASED

INDUSTRY.

MANUFACTURES OVER 250

PRODUCTS.

SERVICES FOR OVER 15 TYPES OF

INDUSTRIES TO EVERY CORNER OF COUNTRY.

CAN PROVIDE CUSTOMIZED

PRODUCTS.

EXPORT ITS PRODUCTS.

SUCCESS
IN
PRODUCT MANUFACTURING

29
RESEARCH & DEVELOPMENT CENTRE

The company has set up State-of-the-art R&D center to cater the requirements of EO
Derivatives and their application business. It has been recognized by Department of
Science & Technology, Government of India.

TURN OVER

Present turnover of the company is about Rs. 1500 crores.

IGL REACHING THE CUSTOMER

30
 ORGANIZATION STRUCTURE

The company has well defined hierarchical organizational structure. This structure is
divided into fourteen levels. At the top is the Board of Director while at the bottom is
the Junior Programmer, Junior Accountant etc. this has been done so as to facilitate
smooth working of the organization and also for the effective implementation of rules,
regulations and policies of the company.
The various levels in the hierarchy are given below:

Board of Director
Chairman & Managing Director
Managing Director
President
Vice President
General Manager
Joint General Manager
Deputy General Manager
Senior Manager
Manager
Joint Manager
31
 Deputy Manager
Assistant Manager
Senior Engineer/Officer/ Executive, etc.
Engineer/IOfficer/IExecutive, etc.

Assistant engineer/Officer/Executive, etc.

ORGANISATION SETUP

DETAIL OF DEPARTMENT AND SECTIONS AT WORK

PRODUCTION:
-Distillery
-A.S.U.
- M.E.G.
- Ethoxylates
- Formulating &Sulphation
- Glycol ether
- Bottling Plant
-Guar Gum

UTILITIES:
-Boiler D.M.plant
- Power house

MAINTENANCE & PROJECJTS:

-Civil
-Mechanical
-Instrumentation
-Electrical
- Projects
32
TECHNICAL SERVICES:
-Technical Services
-Engineering
- Fire & Safety
-Quality Control

33
 RESEARCH AND DEVLOPMENT:

-Research & Development

COMMERCIAL:

-Commercial
-Accounts
-Stores
-EDP

PERSONNEL &ADMINISTRTION:
-Human Resource Development
-Personnel & Industrial Relations
-Administration
-Medical
-Security

CATEGORY OF EMPLOYEES:
(A) Executive & Supervisory
(B) Clerical Staff
(C) Workers
(D) Trainees
(F) Apprentices

Designation, Grade/Level in each category is being given based on

Qualifications, experience and merit of individual employee. Designations
prevalent as on date in each category and level are given here under:

34
ORGANISATIONAL HIRARCHY

TABLE : 4: Table showing organizational Hierarchy

(A) EXECUTIVE & SUPERVISORY CATEGORY:

Grade/Level Designation
L-14A President
L-14 Sr. Vice President
L-13A Vice President
L-13 General Manage
L-12B J.T. Gen Manager
L-12A DY.Gen. manager
L-12 Asstt. Gen Manager
Sr. Manage
L-11 Manager
L-10A Joint Manager
L-10 DY.Manager
L-9A Asstt.Manager
L-9
Sr. Engineer, Sr. officer, Sr.Executuve, Sr. Chemist,
L-8 Sr. Alcohol Technologist, Sr. Programmer
L-7 Engineer, officer, Executive, Chemist, Alcohol,
Technologists, Programmer.
L-6 Asstt. Engineer, Asstt. Officer, Asstt. Executive,
Chemist-, Asstt. Programmer, Steno-Secretary, FM Panel,
Controller, Accountant.

35
(B)CLERICAL STAFF:

Grande/level Designation
S-5 Assistant, steno-typist
S-4 Clerk Typist
S-3 Clerk, Typist
S-2 Attendant
S-1 Messenger

(C)WORKERS:

Grade/Level Category Designation

W-5AA Super Specially Operator, Electrician,
Skilled Fitter, Welder, Inst.
Mech; Rigger
W-5A Specially Skilled Do
W-5B Highly Skilled Do
W-4 Skilled-A Do
W-3 Skilled-B Do
W-2 Skilled-C Do
W-1A Semi Skilled-A Attendant- I, Jr.
Operator, Jr.Electrician, Jr.
Fitter, Jr. Inst. Welder, Jr.
Machinist, Jr. Inst. Mech; Jr. Rigger.
W-1B Semi Skilled-B Attendant-
W-0 Unskilled

36
(D)TRAINEES:

Level CATEGPRY QUALIICATION

T-8 Management MBA,C.A, PHD
Trainee
T-8 Engineer Trainee Graduate/P.G.
Engineer
T-7 Executive Trainee M.sc; P.G.DEG/Dip. in
Mgt. (p.I.)
T-6 Jr. Executive Trainee M.sc; P.G.DEG/Dip. in
Mgt. Professional
Diploma.

(E)APPRENTICES:

Level CATEGORY QUALIFICATION

AR-8 Appr. Technician Deg. In. engg. &
Technology
AT-6 Appr. Technician 3Yrs.Diploma from
Polytechnic
AT-2 Trade Apprentice ITI
FRESHER
AT-3 B.Sc. (PCM), B.Sc
(NON PCM)

37
INDIAN GLYCIOLS LTD OFFICES IN INDIA

Head Quarters : New Delhi

Registered Offices : New Delhi

PLANTS

A-1 Industrial Area

Bazpur Road, Kashipur-
P.O. Kashipur- 244713
Dist. U.S.Nagar (Uttarakhand)
Phone: (05947) 275320 (Hunting), 262313-314
Fax: 05947 - 275315

HEAD OFFICE

C-124, Okhla Industrial Area

Phase- 1,
New Delhi-110020
Phone: 26815772 (Hunting), 26815185
Fax: 011-26810390 & 011-26819410

38
39
 TRAINING EFFECTIVENESS

The game of economic competition has new rules. Firms should be fast and responsive.
This requires responding to customers need for quality, variety, customization,
convenience and timeliness. Meeting these new standards requires a workforce that is
technically trained in all respects. It requires people who are capable of analyzing and
solving job related problems. Working cooperatively in terms and changing hats and
shifting from job to job as well. Training has increased in importance in todays
environment where jobs are complex and change. Rapidly, companies that pay lip-
service to the need for training, by lazily setting aside a few hour a year, will soon find
themselves at the receiving end when talented employees leave in frustration and other
employees find it difficult to beat rivals with new products, sophisticated designs and
improved ways of selling. 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. For, any company that stops injecting itself with intelligence is
going to die. The purpose of this chapter is make the student understand the basic
principle, areas and methods of training effectiveness currently in use in the corporate
circles.

DEFINITION OF TRAINING EFFECTIVENESS:

E.F.L. Brech: - Training is the organized procedure by which people learn or

develop skills for a definite purpose.

Edwin B. Flippo: - Training is the act of increasing the knowledge and skills of an
employee for a particular job.

The word Training consists of eight letters, to each of which could be attributed
some significant meanings in the following manner:

40
(i) T:- Talent and Tenacity

(ii) R:- Reinforcement

(iii) A: - Awareness

(iv) I: - Interest

(v) N: - Novelties

(vi) I: - Intensity

(vii) N: - Nurturing

(viii) G: - Grip

Training is the most important component of HRD, but an Effective Training increase
the ability & capability of an employee. Effective Training becomes relevant in the
context since it is only through training that the gap between performed of the
organization and the felt need of a changing society can be neutralized. Training
Effectiveness reduces the gap by increasing employees knowledge, skills, ability and
attitude.

NEED FOR TRAINING EFFECTIVENESS:

After employees have been selected for various positions in an organization, training
them for the specific tasks to which they have been assigned assumes great importance.
It is true in many organizations that before an employee is fitted into a harmonious
working relationship working relationship with other employees, he is given adequate
training. Training Effectiveness is the act of increasing the knowledge and skills of an
employee for performing a particular job. The major outcome of training is learning.
Training learns new habits, refined skills and useful knowledge during the training that
helps him improve performance. Training enables an employee to do his present job
more efficiently and prepare himself for a higher level job. The essential features of
training may be stated thus:

Increases Knowledge and skills for doing a particular job; it bridges the gap between
job needs employee skills, knowledge and behaviours.
41
 Focuses attention on the current job; it is job specific and addresses particular
performance deficit or problems.

Concentrates on individual employees; changing what employees know, how they

work, their attitudes towards their work or their interactions with their co-working or
supervisors.

TRAINING EFFECTIVENESS IS NEEDED TO SERVE THE

FOLLOWING PURPOSE

Newly recruited employees require training so as to perform their tasks effectively.

Instruction, guidance, coaching help them to handle jobs completely, without any
wastage.

Training Effectiveness is necessary when a person moves from one job to another
(transfer). After training, the employee can change jobs quickly, improve his
performance levels and achieve career goals comfortably.

Training Effectiveness is necessary to make employees mobile and versatile. They

can be placed on various jobs depending on organization needs.

Training Effectiveness is needed to bridge the gap between what the employee has
and what the job demands.

Training Effectiveness is needed for make employees more productive and useful in
the long-run.

Training is about knowing where you stand (no matter how good or bad the current
situation looks) at present, and where you will be after some point of time.
Training is about the acquisition of knowledge, skills, and abilities (KSA) through
professional development.

42
43
 TRAINING EFFECTIVENESS

Training makes a very important contribution to the development of the organizations

human resources and hence to the achievement of its aims and objectives. To achieve its
purpose, training needs effectively managed, so that the right training is given the right
people, in the right time and at the right costs.
An Effective training organized activity for increasing the knowledge and skills of
people for a definite purpose.

The industrial organizations have realized the importance of training their employees
for better performance and for improved productivity. Training helps employees to do
their present job, the benefits of training may extend throughout a persons career,
whether management or non management.

Training Effectiveness helpful, when employees transferred one department to the

other, they may need to be reoriented.

Like in every organizations IGL (INDIAN GLYCOLS LIMITED)

PURPOSE OF TRAINING EFFECTIVENESS IN IGL

The need for the training of employees would be clear from the observations
made by the different authorities.

1. TO INCREASE PRODUCTIVITY:

Instruction can help employees increase their level of performance on their present
assignment. Increased human performance often directly lead to increased operational
productivity and increased company profit. Again, increased performance and
productivity, because of training effectiveness, are most evident on the part of new
employees Who are not yet fully aware of the most efficient and effective ways of
performing their jobs.

2. TO IMPROVE QUALITY:
QUALITY

44
 Better informed workers are less likely to make operational mistakes. Quality
increases may be in relationship to a company product or service, or in reference to the
intangible organization employment atmosphere.

3. To HELP A COMPANY FULLFILL ITS FUTURE PERSONNAL NEEDS:

Organizations that have a good internal educational program will have to make less
drastic manpower changes and adjustment in the event of sudden personnel alternations.
When the need arises, organizational vacancies can more easily be staffed from internal
sources if a company initiates and maintains an adequate instructional program for both
its non-supervisory and managerial employees.

4. TO IMPROVE ORGANIZATION CLIMATE:

An endless chain of positive reactions results from a well planned training program
production and product quality may improve financial incentives may then be
increased; internal promotions becomes stressed, less supervisory pressure ensure and
base pay rate increases result. Increased morale may be due to many actors, but one of
the most important of these is the current state of an organizations educational
endeavor.

5. TO IMPROVE HEALTH AND SAFETY:

Proper training can help prevent industrial accidents. A safe work environment
leads to more stable mental attitudes on the part of employees. Managerial mental state
would also improve if supervisors know that they can better themselves through
company-designed development programs.

6. PERSONAL GROWTH:

Employees on a personal basis gain individually from their exposure to educational

experiences. Again management development programs seem to give participants a
wider awareness an enlarged skill and enlightened altruistic philosophy and make
enhanced personal growth possible.

45
IMPORTANCE

Training Effectiveness offers innumerable benefits to both employees and employers. It

makes the employee more productive and more useful to an organization. The
importance of training can be studied under the following heads:

BENEFITS TO THE BUSINESS:

Trained workers can work more efficiently. They use machines, tools, and materials
in a proper way. Wastage is thus eliminated to a large extent.

There will be fewer accidents. Effective Training improves the knowledge of

employees regarding the use of machines and equipment. Hence, trained workers
need not be put under close supervision, as they know how to handle operation
properly.

Trained workers can show superior performance. They can turn out better
performance. They can turn out better quality goods by putting the materials, tools
and equipment to good use.

Effective Training makes employees more loyal to an organization. They will be less
inclined to leave the unit where there are growth opportunities.

BENEFITS TO THE EMPLOYEES:

Training Effectiveness makes an employee more useful to a firm. Hence, he will

find employment more easily.
46
 Training Effectiveness makes employees more efficient and effective. By
combining materials, tools and equipment in a right way, they can produce more
with minimum effort.

Effective Training enables employees to secure promotion easily. They can realize
their career goals comfortably.

Training Effectiveness helps an employee to move from one organization to

another easily. He can be more mobile and pursue career goals actively.

Employees can avoid mistakes, accidents on the job. They can handle jobs with
confidence. They will be more satisfied on their jobs. Their morals would be high.

Thus training effectiveness can contribute to higher production, fewer

mistakes, greater job satisfaction and lower labor turnover. Also, it can enable
employees to cope with organizational, social and technological change. Effective
training is an invaluable investment in the human resource of an organization.

47
 WHICH FACTORS AFFECT TRAINING EFFECTIVENESS

Training is essential for job success. It can lead to higher production, fewer mistakes,
greater job satisfaction and lower turnover. These benefits accrue to both the trainee and
the organization, if managers understand the principles behind the training process. To
this end, training efforts must invariably follow certain learning-oriented guidelines.

MODELLING

Modeling is simply copying someone elses behaviour. Passive classroom learning

does not leave any room for modeling. If we want to change people, it would be a good
idea to have videotapes of people showing the desired behaviour. The selected model
should provide the right kind of behaviour to be copied by others. A great deal of
human behavior is learned by modeling others. Children learn by modeling parents and
older children, they are quite comfortable with the process by the time they grow up. As
experts put it, Managers tend to manage as they were managed.

MOTIVATION

For learning to take place, intention to learn is important. When the employee is
motivated, he pays attention to what is being said, done and presented. Motivation to
learn is influenced by the answers to questions such as: How important is my job to me?
How important is the information? Will learning help me progress in the company? etc.
People learn more quickly when the material is important and relevant to them.
Learning is usually quicker and long-lasting when the learner participates activity. Most
people, for example, never forget how to ride a bicycle because they took an active part
in the learning process.

48
REINFORCEMENT

If a behavior is rewarded, it probably will be repeated. Positive reinforcement consists

of rewarding desired behaviors. People avoid certain behaviors that invite criticism and
punishment. A bank officer would want to do a postgraduate course in finance. If it
earns him increments and makes him eligible for further promotions. Both the external
rewards (investments, praise) and the internal rewards (a feeling of pride and
achievement) associated with desired behaviors compel subjects to learn properly. To be
effective, the trainer must rewards desired behaviors only. If he rewards poor
performance, the results may be disastrous: good performance may quit in frustration,
accidents may go up, and productivity may suffer. The reinforcement principle is also
based on the premise that punishment is less effective in learning that reward.
Punishment is a pointer to undesirable behaviors. When administered, it causes pain to
the employee. He may or may not repeat the mistakes. The reactions may be mild or
wild. Action taken to repeal a person from undesirable to action is punishment. If
administered properly, punishment may force the trainee to modify the undesired or
incorrect behaviors.

FEEDBACK

People learn best if reinforcement is given as soon as possible after training. Every
employee wants to know what is expected to him and how well he is doing. If he is off
the track, somebody must put him back on the rails. The errors in such cases must be
rectified immediately. The trainee after learning the right behavior is motivated to do
things in a right way and earn the associated rewards. Positive feedback (telling the
trainee that he is not correct) when we want to change behavior.

WHOLE LEARNING

The concept of whole learning suggests that employees learn better if the job
information is explained as an entire logical process, so that they can see how the
various actions fit together into the big picture. Abroad overview of what the trainee
would be doing on the job should be given top priority, if learning has to take place
quickly. Research studies have also indicated that it is more efficient to practice a whole
task all at once rather than trying to master the various components of the task at
different intervals.

49
ACTIVE PRACTICE

Practice makes a man perfect: so said Bacon. To be a swimmer, you should plunge
into water instead of simply reading about swimming or looking at films of the worlds
best swimmers. Learning is enhanced when trainees are provided are provided ample
opportunities to repeat the task. For maximum benefit, practice sessions should be
distributed over time.

APPLICABILITY OF TRAINING

Training should be as real as possible so that trainees can successfully transfer the new
knowledge to their jobs. The training situations should be set up so that trainees can
visualize and identify with the types of situations they can come across on the job.

ENVIRONMENT

Finally, environment plays a major role in training. It is natural that workers who are
exposed to training in comfortable environment with adequate, well spaced rest periods
are more likely to learn than employees whose training conditions are less than ideal.
Generally speaking, learning is very fast at the beginning. Thereafter, the pace of
learning slows down as opportunities for improvement taper off.

KNOWLEDGE

Here he trainee learns about a set of rules and regulation about the job, the staff and
the products or services offered by the company. The aim is to make the new employee
fully aware of what goes on inside and outside the company.

SOCIAL SKILLS

The employee is made to learn about himself and others, and to develop a right
mental attitude towards the job, colleagues and the company. The principle focus is on
teaching the employee how to be a team member and get ahead.

TECHNIQUES

This involves the application of knowledge and skill to various on-the-job situations.
In addition to improving the skills and knowledge of employees, training effectiveness
aims at molding employee attitude: When administered properly, a training programme
will go a long way in obtaining employee loyalty, support and commitment to company
activities.
50
 MEASURE THE TRAINING EFFECTIVENESS

To measure training is one of the key components on how a business will succeed. If
a training program is proven to be effective, it will definitely yield to positive results,
perhaps more than what is desired by the company. However, measuring the
effectiveness of training is one of the biggest challenges of firms today. Training in
itself is expensive and adding more components to it may not be a good idea in terms of
financial capacity.

What may help to reduces cost is to develop several tools which may be classified
under business intelligence. These tools will help the company evaluate training and
consistently improve its methodologies. This is critical since business needs change.
The environment and the type of people who get in the company also change. So how
does one person measure the effectiveness of training in a systematic way?

Once the trainees go live on production on the floor or operations, their performance
will significantly impact the overall achievement of the program. Lack of training or
poor training methodology always ends up with employees not able to fulfill their jobs.
Metrics should be used to see how effective the training was. It will not be wise say that
a training curriculum is good simply because the students or trainees passed the exam.
What needs to be done is to check the metrics of these employees and see if they are at
par with the expectations of the company.

Significantly, an in-depth analysis should be done here. Data per employee should be
available and this should not be very difficult to obtain with the kind of technology we
have right now. These data will then validate of the training was effective. Findings in
the analysis may say that there is a gap in the training system and that there is a need to
revamp the process or the curriculum.

Performance will significantly tell a lot about training. This does not only concern
product training but also job orientation. Many employees out there do not know how
they should perform because they do not know what is expected of them. Many
51
employees break the rules because they are not also aware of them. It is therefore wise
to terrain employees about the existing policies of the company so they know what is
acceptable and not.

Another thing used to measure the effectiveness of training is a performance alignment

program. What is needed here is to set the expectations of each employee in each
department how they will be measured. This sets precedence and makes each employee
aware why and what the training was for. It is also generally advised to have a weekly
or monthly product knowledge check balance. This may also be done through exams to
see if the employees retained what they have learned. This may also be done through
actual applications and see if what have been taught is still being applied. To measure
training is going to be challenging, precisely because we deal with knowledge retention
and behavior.

The effectiveness of training is a measurement of learning. It is determined by

comparing post-test scores with pre-test scores and then measuring the net change.
There are several methods to measure thison a per-student basis, on a per-skill
point base or on a per-dollar basis. Lets look at the skill-point base, which measures
the cost of raising a students skill by one unit."

Training in organizations is ALMOST ALWAYS about achieving a better performance

or capability than is currently available.

Generally effectiveness measures are defined in terms of the extent to which a set of
objectives are met. It would be quite easy to have a large overlap here with efficiency
measures.

(Training) efficiency is generally defined as the number of units output for the number
of units input. Taking a similar theme I suggest training efficiency can be measured
several ways - here are some examples:

Number of training courses achieving the required outcomes

----------------------------------------------------------------- ---- x 100%
Total number of training courses delivered

Or
52
100% x (Number of trainees behaving as required/operating equipment to required
standard) / (Total number of people trained) .

Measuring the effectiveness of training programs consumes valuable time and

resources. As we know all too well, these things are in short supply in organizations
today. Why should we bother?

Many training programs fail to deliver the expected organizational benefits. Having a
well-structured measuring system in place can help you determine where the problem
lies. On a positive note, being able to demonstrate a real and significant benefit to your
organization from the training you provide can help you gain more resources from
important decision-makers.

Consider also that the business environment is not standing still. Your competitors,
technology, legislation and regulations are constantly changing. What was a successful
training program yesterday may not be a cost-effective program tomorrow. Being able
to measure results will help you adapt to such changing circumstances.

Evaluating/Measure Effectiveness of Training Programs

Level 4 - What organizational benefits

RESULT resulted from the training?

To what extent did participants

Level 3 change their behavior back in the
BEHAVIOR workplace as a result of the
training?

To what extent did participants

Level 2 improve knowledge and skills and
LEARNING change attitudes as a result of the
training?

53
 Level 1 How did participants react to the
REACTION program?

An evaluation at each level answers whether a fundamental requirement of the training

program was met. Its not that conducting an evaluation at one level is more important
that another. All levels of evaluation are important. In fact, the model explains the
usefulness of performing training evaluations at each level. Each level provides a
diagnostic checkpoint for problems at the succeeding level. So, if participants did not
learn (Level 2), participant reactions gathered at Level 1 (Reaction) will reveal the
barriers to learning. Now moving up to the next level, if participants did not use the
skills once back in the workplace (Level 3), perhaps they did not learn the required
skills in the first place (Level 2).

The difficulty and cost of conducting an evaluation increases as you move up the levels.
So, you will need to consider carefully what levels of evaluation you will conduct for
which programs. You may decide to conduct Level 1 evaluations (Reaction) for all
programs, Level 2 evaluations (Learning) for hard-skills programs only, Level 3
evaluations (Behavior) for strategic programs only and Level 4 evaluations (Results) for
programs . Above all else, before starting an evaluation, be crystal clear about your
purpose in conducting the evaluation.

Using the Model

How do you conduct a training evaluation? Here is a quick guide on some appropriate
information sources for each level.

Level 1 (Reaction)

completed participant feedback questionnaire

informal comments from participants
focus group sessions with participants

Level 2 (Learning)

pre- and post-test scores

on-the-job assessments
54
 supervisor reports

Level 3 (Behavior)

completed self-assessment questionnaire

on-the-job observation
reports from customers, peers and participants manager

Level 4 (Results)

financial reports
quality inspections
interview with sales manager

When considering what sources of data you will use for your evaluation, think about the
cost and time involved in collecting the data. Balance this against the accuracy of the
source and the accuracy you actually need. Will existing sources suffice or will you
need to collect new information?

Think broadly about where you can get information. Sources include:

hardcopy and online quantitative reports

production and job records
interviews with participants, managers, peers, customers, suppliers and regulators
checklists and tests
direct observation
questionnaires, self-rating and multi-rating
Focus Group sessions

Once you have completed your evaluation, distribute it to the people who need to read
it. In deciding on your distribution list, refer to your previously stated reasons for
conducting the evaluation. And of course, if there were lessons learned from the
evaluation on how to make your training more effective, act on them!

55
 METHODS OF EVALUATION

QUESTIONNAIRES: Comprehensive questionnaires could be used to obtain

opinions, reactions, and views of training.

TESTS: Standard tests could be conducted to find the usefulness of training offered
to operatives.

INTERVIEWS: Interviews could be conducted to find the usefulness of training

offered to operatives.

STUDIES: Comprehensive studies could be carried out eliciting the opinions and
judgments of trainers, superiors and grievance, discharges, dismissals, etc.

HUMAN RESOURCE FACTORS: Training can also be evaluated on the basic of

employee satisfaction, which in turn can be examined on the basis of decrease in
employee turnover, absenteeism, accidents, grievances, discharges, dismissals, etc.
56
 COST BENEFITS ANALYSIS : The cost of training ( cost of hiring trainers, tools
to learn, training centre, wastage, production stoppage, opportunity cost of trainers
and trainees could be compared with its value ( in terms of reduced learning time,
improved learning, superior performance) in order to evaluate a training program.

TYPES OF TRAINING

There are many approaches to training. We focus here on the types of training that
are commonly employed in present-day organizations.

SKILLS TRAINING: This type of training is most common in organizations. The

process here is fairly simple. The need for training in basic skills (such as reading,
writing, computing, speaking, listening, problem solving, managing oneself,
knowledge how to learn, working as part of a team, leading others) is identified
through assessment. Specific training objectives are set and training content is
developed to meet those objectives. Several methods are available for imparting
these basic skills in modern organizations (such as lectures, apprenticeship, on-the-
job, coaching etc.). Before employing these methods, managers should:

Explain how the training will trainees in their jobs.

Relate the training to the trainees goals.

Respect and consider participant responses and use these as a resource.

Encourage trainees to learn by doing.

Give feedback on progress towards meeting learning objectives.

57
 REFRESHER TRAINING: Rapid changes in technology may force companies to
go in for this kind of training. By organizing short-term course which incorporate the
latest developments in a particular fields, the company may keep its employees up-
to-date and ready to take on emerging challenges.

It is conducted at regular intervals by taking the help of outside consultants who

specialize in a particular descriptive.

CROSS-FUNCTIONAL TRAINING: Cross-functional Training involves training

employees to perform operations in areas other than their assigned job. There are
many approaches to cross functional training. Job rotation can be used to provide a
manager in one functional area with a broader perspective than he would otherwise
have. Departments can exchange personnel for a certain period so that each
employee understands how other departments are functioning. High performing
workers can act as peer trainers and help employees develop skills in another area of
operation. Cross functional training provides the following benefits to an
organization (and the workers as well).
1) Workers gain rich experience in handling diverse jobs; they become more
adaptable and versatile.

2) They can better engineer their own career paths.

3) They not only know their job well but also understand how others are able to
perform under a different set of constraints.

4) A broader perspective increase worker understands of the business and reduces

the need for supervision.

TEAM TRAINING: Team training generally covers two areas; content tasks and
group processes. Content tasks specify the teams goals such as cost control and
problem solving. Group processes reflect the way members function as a team for
example how they interact with each other, how they sort out differences, how they
participate etc. Companies are investing heavy amounts, nowadays, in training new
employees to listen to each other and to cooperate. They are using outdoor
experiential training techniques to develop teamwork and team spirit among their
employees (such as scaling a mountain, preparing recipes for colleagues at a

58
 restaurant, sailing through uncharted waters, crossing a jungle etc). The training
basically throws light on-

(i) How members should communicate with each other.

(ii) How they have to cooperate and get ahead.

(iii) How they should deal with conflict-full situations.

CREATIVITY TRAINING: Companies like Mudra communications, Titan

industries, Wipro encourage their employees to think unconventionally, break the
rules, takes risks, go out of the box and devise unexpected solutions.

Postpone judgment: Dont reject any idea

Create alternative frames of reference

Break the boundary of thinking

Examine different aspects of the problem

Specify the resources and environment

Make a wish list of solutions

Borrow ideas from other fields

Look for processes to change or eliminated

Think up alternative methods

Adopt another persons perspective

Question all Assumptions.

In creativity training, trainers often focus on three things:

59
 a) Breaking away : In order to break from restrictions, the trainee is expected to

(i) Identify the dominant ideas influencing his own thinking.

(ii) Define the boundaries within which he is working.

(iii) Bring the assumptions out into the open and challenge everything.

b) Generate new ideas: To generate new ideas, the trainees should open up his
mind; look at the problem from all possible angles and list as many alternative
approaches as possible. The trainee should allow his mind to wander over
alternatives freely. Expose himself to new influences (people, articles, books,
situations), switch over from pin perspective to another, arrange cross fertilizer of
ideas with other people and use analogies to spark off ideas.

c) Delaying Judgement: To promote creativity thing, the the trainee should not try to
kill off ideas too quickly; they should be held back until he is able to generate as many
ideas as possible. He should allow ideas to grow a little. Brainstorming (getting a large
number of ideas from a group of people in a short time) often helps in generating as
many ideas as possible without pausing to evaluate them. It helps in releasing ideas,
overcoming inhibitions, cross fertilizing ideas and getting away from patterned
thinking.

DIVERSITY TRAINING: Diversity training considers all the diverse dimensions

in the workplace race, gender, age, disabilities, lifestyles, culture, education, ideas
and backgrounds while designing a training program. It aims to create better cross-
culture sensitivity with the aim of fostering more harmonious and fruitful working
relationship among a firms employees.

The program covers two things:

(i) Awareness building, which helps employees appreciate the key benefits of
diversity and
(ii) Skills building, which offers the knowledge, skills and abilities required for
working with people having varied backgrounds?

60
 LITERACY TRAINING : Inability to write, speak and work well with others could
often come in the way of discharging duties, especially at the lower levels. Workers,
in such situations, may fail to understand safety messages, appreciate the importance
of sticking to rules, and commit avoidable mistakes. Functional literacy programmes
focus on the basic skills required to perform a job adequately and capitalize on most
workers motivation to get help in a particular area. Tutorial programmes, home
assignments, reading and writing exercise, simple mathematical tests etc, are
generally use in all company.

FIRE SAFETY TRAINING:

"Never play with Fire" said our elders. But in case of a fire in your office or home you
should know to tame it. Fire training courses have benefited many companies and
organizations.
When a fire breaks out it creates a lot of chaos. But taming the fire and controlling
the chaos is a must. Protect you and your business by booking your staff on a fire safety
training course today!
Fire Wardens/Fire Marshalls must be appointed, where necessary. They help to assist
the responsible person in providing safety assistance in the event of an emergency.
Their fire warden training courses have got them enough acclaim.
Fire Marshall training is a must. The expertise helps tackle hazardous fire situations.
Every company or organization must have their own fire marshall.
This fire awareness training course has been designed to give individuals the
necessary information, knowledge and training for them to be competent in basic fire
safety. The law requires all employed personnel to have adequate fire awareness
training.

Laboratory training:

It is conducted for groups by skilled trainers. It usually is conducted at a neutral site and
is used by upper- and middle management trainees to develop a spirit of teamwork and
an increased ability to deal with management and peers. It can be costly and usually is
offered by larger small businesses.

In IGL there are many types of training which are using to increase productivity, reduce
the employees turnover, increase the financial efficiency etc.
61
 TRAINING METHODS IN IGL
Training methods are usually classified by the location of instruction. On the job
training is provided when the workers are taught relevant knowledge, skills and abilities
at the actual workplace; off-the-job training, on the other hand, requires that trainees
learn at a location other than the real work spot.
There are two broad types of training available to small businesses: on-the-job and
off-the-job techniques. Individual circumstances and the "who," "what" and "why" of
your training program determine which method to use.

ON-THE-JOB TRAINING :

It is delivered to employees while they perform their regular jobs. In this way, they do
not lose time while they are learning. After a plan is developed for what should be
taught, employees should be informed of the details. A timetable should be established
with periodic evaluations to inform employees about their progress. On-the-job
techniques include orientations, job instruction training, apprenticeships, internships
and assistantships, job rotation and coaching.

62
JOB INSTRUCTION TRAINING (JIT):

o In this training trainee learns fast through practice and observation.

o The trainee gains confidence quickly as he does the work himself in actual setting
with help from supervisor.

o It is most suitable for unskilled and semi-skilled jobs where the job operations are
simple, easy to explain and demonstrate within a short span of time.

APPRENTICESSHIP TRAINING:

o Employee is placed under supervisor for specified number of years.

o They usually involve several related groups of skills that allow the apprentice to
practice a particular trade, and they take place over a long period of time in which
the apprentice works for, and with, the senior skilled worker.
o Apprenticeships are especially appropriate for jobs requiring production skills.

INTERNSHIP AND ASSISTANCE SHIP TRAINING:

o They are often used to train prospective managers or marketing personnel.

o Trainee is assigned a temporary job.

o Supervises in improving the performance.

JOB ROTATION:

o Successive change of jobs for advanced learning.

o Immediate supervisor supervises the employee.

o Valuable knowledge of interrelationship.

o The employee learns a little about everything.

o This is a good strategy for businesses because of the many jobs an employee may
be asked to do.

63
 o The purpose of job rotation is to provide trainees with a large organizational
perspective and a greater understanding of different functional areas as well as a
better sense of their own career objectives and interests.

COACHING:

o A coach is assigned to every trainee.

o Coach takes the risk of training the employee.

o In coaching, the supervisor explains things and answers questions; he throws light
on why things are done the way they are.

MENTORING:

o Mentoring is a relationship in which a senior manager in an organization assumes

the responsibility for grooming a junior person.
o A mentor is a teacher, counselor, developer of skills and interact, host, guide.

o The main objective is to help an employee attain psychological maturity and

effectiveness and get integrated with the organization.

OFF-THE-JOB TRAINING:
Under this method of training, the trainee is separated from the job situation and his
attention is focused upon learning the material related to his future job performance.
Off-the-job techniques include lectures, special study, films, television conferences or
discussions, case studies, role playing, simulation, programmed instruction.

VESTIBULE TRAINING:

o Artificial working environment is created.

o Equipment and material similar in production are used.

o Increase learners active participation.

64
o The duration of this training ranges from a few days to a few weeks.

LECTURE METHODS:

o One way communication.

o Skillful lecturer is needed.

o The instructor organizes the material and gives it to be a group of trainees in the
form of a talk.

o To be effective, the lecture must motivate and create interest among the trainees.

ROLE PLAYING:

o This method of training involves action, doing and practice.

o The participants play the role of certain characters, such as the production manager,
mechanical engineer, maintenance engineers, foreman etc.

o Helps in execution of action or solution.

o Promote real attitude change.

o This method is mostly used for developing interpersonal interactions and relations.

CONFERENCE/DISCUSSION:

o A carefully planned meeting.

o Suitable for acquiring conceptual data.

o Helps in clarification.

o Increases trainees motivation.

o Those individuals who have a general educational background and whatever

specific skills are required such as typing, shorthand, office equipment operation,
filling, indexing, recording, etc.

FILMS:

o Skillful editing leads to good learning principles.

65
o Its repeatedly available for references.

o Cause effect relationship can be easily demonstrated.

o Takes less time to master operations.

COMPUTER BASED TRAINING:

o Appropriate for selecting, developing or revising training.

o Training can be either off-the-job/on-the-job.

o Management has a control over training activity.

o Reduced the required resourse.

66
NAME:

AGE:

PHONE NO: HOME: MOBILE:

GENDER:

ADDRESS:

OCCUPATION:

MONTHLY INCOME:

CITY:

67
 Q.1. Employee opinion as to the purpose of these training session is
really beneficial for the organization?

(a) Yes (b) No (c) Cant say

Sample size Yes No Cant say

50 42 3 4

68
 Q.2.What do you mean by word Training Effectiveness?

1) Way to achieve carrier

2) To get some knowledge

Sample size Way to achieve To get some

carrier knowledge
50 35 15

Sample size 50

To get some
Knowledge Way to achieve
30% Carrier
To get some
Knowledge

Way to
Achieve carrier
70%

69
 Q.3. Are you satisfy with your training?

(a)Yes (b) No

Sample size Yes No

50 45 5

Sample size 50

No
10%

Yes
No

Yes
90%

70
 Q.4. Awareness of technique of training methods being followed at IGL
among Employees-

(a) Yes (b) No

Sample size Yes No

50 36 14

Sample size 50

No
28%

Yes
No
Yes
72%

71
 Q.5.Are you getting meaningful information?

(a) Yes (b) No

Sample size Yes No

50 30 20

Sample size 50

No
40%
Yes
Yes No
60%

72
 Q.6. Is it effective for you?

(a) Yes (b) No (c) Cant say

Sample Size Yes No Cant say

50 35 10 5

Sample size 50

Can't
say 10%
No
20% Yes
No
Can't
Yes say
70%

73
 Q.7.Is there any problem during training?

(a) Yes (b) No (c) Cant say

Sample size Yes No Cant say

50 10 35 5

Sample size 50

Cant say
10%
Yes
20%
Yes
No
Cant say
No
70%

74
 Q.8. How much training helps you?

(a)Large extent

(b)Average

(c)Not much

Sample Size Large extent Average Not much

50 30 25 5

75
 Q.9. Employees opinion as to the present training methods used in IGL.

(a) Fully Satisfied (b) Satisfied (c) Cant say

Sample Size Fully satisfied Satisfied Cant say

50 15 30 5

76
 Q.10.People opinion about training programme in IGL?

(a) Excellent

(b) Good

(c) Not much good

Sample Size Excellent Good Not much

good
50 15 30 5

Sample size 50

Not much good

10% Excellent
30% Excellent
Good
Not much
Good good
60%

77
 Q.11. Do you think training effectiveness help in polishing skills and
performance area?

(a) Yes (b) No (c) Some what

Sample Size Yes No Somewhat

50 37 5 8

Sample size 50

Somewhat
16%
No
10%
Yes
No
Somewhat
Yes
74%

78
 Q.12. Do you think that the T.E. programme is fair for you?

(a) Yes (b) No (c) Cant say

Sample Size Yes No Cant say

50 35 10 5

79
 LIMITATIONS

1: Seven weeks are not sufficient to cover the various aspect outlines in study because
the area of research is wide and span of time was very short. So it was not possible
to go deep in study. .

2: Personal survey method is highly expensive method as well as time consuming.

Being a student it is not possible to spend much money because institution is also
deprives me from stipend.

3: During survey I found that some people (Employee & Executives) refused in

answering first of all because they had no interest in such sort of work what

consumed their precious time or some more reason, but after being conceived or

mentioned by me they ready to give answer.

80
 FINDINGS
Majority of employee, i.e. (80%) thinks training session really beneficial for the
organization.

For (70%) of the employees feel training effectiveness is way to achieve carrier
where as (30%) of the employees feel it to get some knowledge.

About (90%) of the employees feel satisfy with your training.

(72%) of the employees feel satisfy with our training.

Among (70%) of the employees do not feel any problem during training & rest of
(20%) are not favor on this.

For about (60%) employees opinion they are satisfied to the present training
methods used in IGL.

(74%) of the employees think that training effectiveness help in polishing skills
& performance.

About (70%) of the employees think that training effectiveness programme fair
for us & rest (28%) are not favor on this.

81
 CONCLUSION

At last it is conducted that the training effectiveness program and methods used by IGL
is the procedure for the social development for the employees of IGL an effective role
for the workers point of view. The development opportunity provided under the various
training programme is very much useful for all types of employees.

After analyzing and interpreting the various methods used under the training
effectiveness program in IGL, we have found that:

1. Mostly employees opinion for the Purpose of these Training Sessions is really
beneficial for the Organization.
2. Awareness of technique of training methods being followed at IGL among
employees.

3. Most of the employees have taken the training.

4. All the employees of IGL are aware with the various positive aspect of the training
methods used.

5. Mostly employees think that these kind training programs should be conducted
after the certain time interval.

6. With the help of questionnaire I came to many things like: the views of employees
about the value of training effectiveness, training methods, process, & working
environment.

I also learnt how to do work with different types of people who belong to different
religion, region and even to different cities where the language creates a lot of
hindrances in communication and also the people of different temperament and attitude.

82
 RECOMMENDATIONS

1. The organization should try to make best use of the employees abilities and

skills.

2. This type of training program should be more database & knowledgeable.

3. Presentation can be improved by using Computer, LCD, Projection and all.

4. At the time of joining of new joiners, IGL should give the full description

regarding various training sessions and training programs and its benefits and

other factors in brief to the new comers.

5. Organization should motivate the employees so as to create a sense of job

responsibility in them.

6. Organization should build better understanding with employees.

7. Organization should develop feeling in the employee feel at home by which he

can work in a comfortable environment.

8. The employees should be hard working and helpful to their Co-workers.

9. By knowing the knowledge about the IGL regarding the employees.

83
 10. The time period of the training program should be increased from one day to two

day.

BIBLIOGRAPHY

Gupta, C.B., Human Resource Management, 2000, New Delhi, Sultan Chand
& Sons, pp. 2.46-2.59.

Mamoria, C.B, Gankar, S.V., Personnel Management, 2007, Mumbai,

Himalaya Publishing House, pp. 185-201

Kothari, C.R., Research Methodology, 2006, New Age International

Publishers, New Delhi.

Websites: - www.India glycol.com, www.personnel today.com,

www.google.com .

84
 ANNEXURE

Q.1. Employee opinion as to the purpose of these training session is really

beneficial for the organization?

(a) Yes (b) No (c) Cant say

Q.2.What do you mean by word Training Effectiveness?

1) Way to achieve carrier
2) To get some knowledge

Q.3. Are you satisfy with your training?

(a)Yes (b) No

Q.4. Awareness of technique of training methods being followed at IGL among

Employees-

(a) Yes (b) No

Q.5.Are you getting meaningful information?

(a) Yes (b) No

Q.6. Is it effective for you?

(a) Yes (b) No (c) Cant say

Q.7.Is there any problem during training?

85
 (a) Yes (b) No (c) Cant say
Q.8. How much training helps you?
(a)Large extent
(b)Average
(c)Not much

Q.9. Employees opinion as to the present training methods used in IGL.

(a) Fully Satisfied (b) Satisfied (c) Cant say

Q.10.People opinion about training programme in IGL?

(a) Excellent
(b) Good
(c) Not much good

Q.11. Do you think training effectiveness help in polishing skills and

performance area?

(a) Yes (b) No (c) Some what

Q.12. Do you think that the T.E. programme is fair for you?

(a) Yes (b) No (c) Cant say

86