Priya HRD PRJCT (Steel Plant)

A study on
“HUMAN RESOURCE DEVELOPMENT”
With reference to
RASHTRIYA ISPAT NIGAM LIMITED, VISAKHAPATNAM
Project report Submitted for the
partial fulfillment of the requirements for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION

Submitted by
KADALI SRI PRIYANKA
(Reg. No. 17551E0035)
Under the esteem guidance of
Mr.J.RAHUL
Asst.General Manager (HRD)
RINL, Visakhapatnam
DEPARTMENT OF MANAGEMENT STUDIES
GODAVARI INSTITUTE OF ENGINEERING AND TECHNOLOGY

AUTONOMOUS
(Permanent Affiliation To JNTUK, Kakinada, approved by AICTE, Accredited by NBA) 2017-19

DECLARATION
I, Kadalisri Priyanka declare that the project work entitled – A study on “Human resource development”
with reference to “RashtriyaIspat Nigam Limited” carried by me for the partial fulfillment for the award
of degree of Master of Business Administration under JNTUK.This project work was undertaken as a part
of academic curriculum according to the JNTUK norms and it has no commercial interest and motive. It is
my original work. It is not submitted to any other University/Institution for any other purpose.
KADALI SRI PRIYANKA
Regd. No.17551E0035
CERTIFICATE
This is to certify that this project work entitled - “A Study onHUMAN RESOURCE DEVELOPMENT with
reference to RASHTRIYA ISPAT NIGAM LIMITED” is a bonafide work done and submitted by KADALI
SRI PRIYANKA in partial fulfillment of the requirement for the award of the degree of Master of Business
Administration, GODAVARI INSTITUTE OF ENGINEERING AND TECHNOLOGY (A),
Rajamahendravaram. The project work has been completed under my guidance during the period of 21 st May
2018 to 23nd June 2018.
Mr. J.RAHUL
Asst. General Manager
Department of Human Resource Development
RINL, VISAKHAPATNAM STEEL PLANT
Place: Visakhapatnam
Date:
CERTIFICATE
This is to certify that the project work entitled “A Study onHUMAN RESOURCE DEVELOPMENT with
reference to RASHTRIYA ISPAT NIGAM LIMITED”is a bonafide work done by Kadalisripriyanka,
pursuingMaster of Business Administration at GODAVARI INSTITUTE OF ENGINEERING AND
TECHNOLOGY (A), Rajamahendravaram in partialfulfillment for the award of the Degree of Master of
Business Administration during the academic year 2017-19 offered by view.
Dr. O.R.M. RAO

Asst. General Manager
Department of Human Resources Development
RINL, VISAKHAPATNAM STEEL PLANT
Place: Visakhapatnam
Date:
ACKNOWLEDGEMENT
I would like to express my profound sense of gratitude to Dr.O.R.M.RAO, Assistant

General Manager (HRD) who has given me an opportunity to do this project in RINL,
Visakhapatnam Steel Plant and Mr.J.RAHUL, Asst. General Manager (HRD) RINL,
VISAKHAPATNAM STEEL PLANT for kind consideration to be the guide for this project
and enabling me to do this project successfully.
I earnestly express my sincere gratitude to Mr. O.R.M.RAO (HRD) Department for

spending his valuable time in successfully completing this project.
I express my sincere thanks to Dr P R K RAJU Director, GIET Rajahmundry for extending

every possible help during the course of the study.
I am very much thankful to my family members & friends for their support and
encouragement without which I wouldn’t have been the person I am now to complete my
project work.
There are many who helped during my project work. I once again thank each and every one
from RINL, Visakhapatnam Steel Plant for extending their help.
With kind Regards,
KADALI SRI PRIYANKA

Regd. No. 17551E0035
CONTENTS
Page No.
CHAPTER -1
 INTRODUCTION TO THE SUBJECT
 OBJECTIVE OF THE STUDY
 NEED FOR THE STUDY
 METHODOLOGY
 SCOPE OF THE STUDY
 LIMITATIONS OF THE STUDY
CHAPTER -2
 INDUSTRY PROFILE
CHAPTER-3
 COMPANY PROFILE
CHAPTER-4
 THEORETICAL FRAMEWORK
CHAPTER-5
 QUESTIONARE & ANALYSIS
CHAPTER-6
 FINDINGS
 SUGGESTIONS
 CONCLUSION
BIBLIOGRAPHY
CHAPTER -1
 INTRODUCTION TO THE SUBJECT
 OBJECTIVE OF THE STUDY
 NEED FOR THE STUDY
 METHODOLOGY
 SCOPE OF THE STUDY
 LIMITATIONS OF THE STUDY
CHAPTER-1
Human Resource Management

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of,
management of, and providing direction for the people who work in the organization. HRM can also be performed by
line managers.
HRM is the organizational function that deals with issues related to people such as compensation, hiring, performance
management, organization development, safety, wellness, benefits, employee motivation, communication,
administration, and training.
HRM is also a strategic and comprehensive approach to managing people and the workplace culture and environment.
Effective HRM enables employees to contribute effectively and productively to the overall company direction and the
accomplishment of the organization's goals and objectives.
HRM is moving away from traditional personnel, administration, and transactional roles, which are increasingly
outsourced. HRM is now expected to add value to the strategic utilization of employees and that employee programs
impact the business in measurable ways. The new role of HRM involves strategic direction and HRM metrics and
measurements to demonstrate value.
Human Resource Development
Introduction:
The part of human resource management that specifically deals with training and development of the
employees.
Human resource development includes training an individual after he/she is first hired, providing opportunities
to learn new skills, distributing resources that are beneficial for the employee's tasks, and any other developmental
activities.
Aim:
The main aim of HR development programs include planning development programs based on identified
performance gaps by enabling individuals to achieve short-term and long-term career goals and supporting succession
planning by implementing leadership development programs. HR development programs also help organizations
comply with local, state and federal regulations.
Objectives:
Work Opportunity: HRD provides an opportunity and a systematic framework for the development resource in the
organization for full expression of their talents.
Development of Traits: HRD is associated with the development of total personality so that these can show and use
their talent for the benefit of the organization.
Ability development: HRD makes capable employees. Thus they can develop their capability by which they can do
their present job easily.
Creative Motivation: HRD manager motivates employees and improve their level of performance.
Good Relation: HRD manager stresses the need of coordination which is used for the benefits of himself and for the
benefits of those who come in his/their touch.
Develop team spirit: HRD manager develops the spirit of teamwork; team work for it is used for the effective
cooperation and coordination of each employee which ultimately checks industrial unrest.
Organizational Growth: HRM manager is responsible for developing health, culture and effective work plan which
always result in more profitability.
Human Resource Information: HRM manager in general keeps all records to employees working in his organization;
these can be used at any time when these are needed.
Need for the project:
 A needs assessment is a systematic exploration of the way things are and the way they should be. These
“things” are usually associated with the organization orindividual performance.
 Legislation/Policy changes – this puts new demands on the human resource in terms of
skill/competencies.
o Lack of basic skills – an assessment of the skill level of staff vis-à-visthe job requirements may
be evidence of a need.
o Poor performance – appraisal may reveal gaps in the performancee of an individual or

organization.
o New technology – the emergence of new technology may render the skills of current staff
redundant and hence a human resource development need.
o Customer requests – the enlightened citizenry is putting demands on the Public Servants who
may be ill-equipped to provide the demanded service.
o New products/services – the emergence of new products/services requires that the human
resource is adequately prepared to cope.
o Higher performance standards – high performance standards have emerged due to new
technology, globalization and anenlightened and demanding citizenry.
o New jobs – this may be due to promotion, recruitment or the creation of new structures that lead
to the emergence of new jobs.
o Career progression requirements – where there is a defined a career growth path that calls for
the acquisition of competences as one grows in a career.
Levels of HRD needs:
a. Organizational level needs – changes in mandate of state agency, expectations of customers/citizens through
surveys may reveal a need for organizations to change behavior of service providers of retooling them.
b. Task analysis needs (job analysis) – skill requirements to perform a given task could help determine needs of
the current holders of jobs.
c. Person analysis needs – the competencies of current job holders could also be assessed to determine their
suitability for the jobs they currently hold.
METHODOLOGY OF THE STUDY:
a ) Primary data:
Data which is collected a fresh and for the first time and thus happen to be original in chapter in primary data can be
collected from several methods of collections primary data particularly in survey and descriptive researchers.
.Observation method
. Interview
. Questionnaires
. Schedules
b) Secondary data:
The secondary data means data that are already available i.e., they refer to data which have already been collected and
analyzed by someone else. when the researcher utilized secondary data then he has to look into various sources from
where he can obtain them.
Sources like books, publications, journals and office records.
Statistical Tool Used
Percentage analysis
In this method, all the given data is converted and is represented in the form of bar diagrams, pie charts etc. This
method helps in knowing the ups and downs of the data respectively. The formula for calculating percentage
Percentage = (No. of respondents / total number respondents)*100
Sampling plan:
The sampling plan consists of sampling units, e.g. from functional departments namely—marketing, commercial,
technical and human resources. These employees constitute the man power in the company who are engaged in the day
to day functioning of the company, thus it is very important for them to understand the various aspects of entire
selection process and also the importance of performance appraisal system. Therefore they had been selection for the
project sampling.
Scope:
HRD is broader than human resource management; it consists of several sub-systems such as training and
development, employee appraisal, counseling, rewards and welfare, quality of work life, etc. these are the
areas within its scope. The following topics are included within the scope of HRD.
1. Training: - Training is an essential element of HRD. This develops skills and capacity to work at higher levels
and positions. Training is possible by different methods. It is useful for self-development and career
development.
2. Performance appraisal: - Performance appraisal is an important area of HRD. The purpose of performance
appraisal is to study critically the performance of an employee and to guide him to improve his performance.
This technique is useful for building a team of capable employees and is also used for their self-development.
3. Potential appraisal: - It relates to the study of capabilities of employees. It is useful for proper placement and
career development of employees. Potential appraisal of employees is useful for developing their special
qualities, which can be used fruitfully along with the expansion and diversification of activities of the company.
4. Career planning and development: - Under HRD employees should be given guidance for their self-
development and career development. The opportunities likely to develop in the organization should be brought
to their notice. They should be motivated for self-development, which is useful to the organization in the long
run.
5. Employees’ welfare: - Employees welfare is within the scope of HRD. Welfare facilities are useful for creating
efficient and satisfied labour force. Such facilities raise the morale of employees. Employee welfare include the
provision of medical and recreation facilities, subsidized canteen, free raining and other measures introduced for
HRD.
6. Rewards and incentives: - HRD includes provision of rewards and incentives to employees to encourage them
to learn, to grow and to develop new qualities, skills and experiences which will be useful in the near future.
Reward is an appreciation of good work. It may be in the form of promotion, higher pay etc.
7. Organizational development: - HRD aims at providing conflict-free operations throughout the organization. It
also keeps plans ready to deal with problems like absenteeism, turnover, low productivity or industrial disputes.
8. Quality of work life: - Quality of work life depends on sound relations between employer (owner) and
employees. A forward looking policy on employee benefits like job security, attractive pay, participative
management and monetary and non-monetary rewards will go a long way in improving the quality of work life.
9. Human resource information system: - Such system acts as information bank and facilitates human resource
planning and development in a proper manner. It facilitates quick decision-making in regard to HRD. Every
organization has to introduce such system for ready reference to HRD matters.
Limitations:
Inadequate Development Programs:
HRM needs implementation of programs such as career planning, on the job training, development programs,
MBO, counseling etc. There is a need to create an atmosphere of learning in the organization. In reality HRM
programs are confined to class room lectures and expected results are not coming out of this approach.
Inadequate Information:
1. Some enterprises do not have requisite information about their employees. In the absence of adequate
information and data base, this system cannot be properly implemented. So there is a need to collect, store and
retrieval of information before implementing human resource management.
2. In many organizations, even the professionals misunderstand HRM as synonymous with HRD. Some class
room training programs are generally arranged, which are called HRD programs. These programs are
understood as human resources management. Such casual class room programs are not the actual HRM
programs.
3. Even a well planned and executed HRD program is not HRM. HRD is only a part of HRM which is an
integrated approach to management. Undoubtedly, human resource management suffers from such limitations.
But the impact it has made on the managerial effectiveness has been spectacular wherever it was introduced.
Actually speaking a real need exists in every Indian organization for an HRM approach.
CHAPTER-2
INDUSTRY PROFILE
INTRODUCTION TO STEEL INDUSTRY IN INDIA
What’s in the name? Nothing, one might say. For steel – a century old metal – there additionally seems no reason for
any possible non-unanimity of thought. But here precisely are the chances for out going wrong. True, like most
industries, the Indian Steel Industry has experienced the highs and lows of the business cycle, has been impacted by the
globalization and has been subjected to the vagaries of market forces in a liberalized set up. But at the end of it all,
what we have today is a highly evolved, resilient and an ever – vigilant industry, which through adoption of State-on-
the-art technologies has kept pace with changing times, producing an output that has not only stood the test of time but
has globally transformed the way men think and do business in steel.
India got into the steel making in the early 20th century when JRD Tata set up the first steel mill in the
country in 1907 in Jamshedpur. Since then, the steel industry has undergone a lot of changes but the Tata Iron and Steel
Company continues to be the largest private steel maker in the country. The steel industry in the 70s and 80s was
dominated by TISCO & SAIL. With the price control regime in place, the steel companies could turn in a profit without
any major effort. But the situation soon changed when the
Country decided to open the door for foreign investment in 1991. The pricing mechanism of Joint Plant Committee,
which has been operating form 1964, was abolished with effect from January 1992.
In the initial economic reforms, industrialists saw the economy growing at 7% per annum and since steel
consumption is directly linked to the growth in economy, it was assumed that demand for steel in the country would
explode. This led to huge flow of investments into the steel industry and many EAF based steel units were set up.
The 1st phase (1914-1947) of its evolution can be traced to the beginning of the 20th century when the steel
industry made a beginning as an icon of active patriotism, thanks to the pioneering spirit of “Swedish” entrepreneurs in
the private sector. This period saw a small but viable steel capacity of about 1 million tones.
Although the initial years justified these assumptions and steel consumption really took off, this scenario was
not to continue for ling. The political instability and the resultant slow down in reforms saw the economic growth
slowing down. The south East Asian economic crises were of course, the final nail on the coffin.
During the second phase (1947-1992) in the hands of the early planners this industry became an important
instrument for attaining rapid economic growth because of the inherent advantage enjoyed by it. Firstly, India’s fast
reserves of the basic raw materials conferred a certain competitive advance to this industry. Secondly the wide- ranging
linkages, both forward & backward sector has with the rest of the economy made it an ideal catalyst for generating and
sustaining economic development.
During the 4 decades, the Indian State invested heavily in creating large scale integrated capacities in the public
sector as a part of the overall development strategy aiming at self sufficiency in the heavy & basic industries. The
ensure state control at the commanding heights of the economy, large-scale capacity creation was reserved for the
public sector units (PSU) in a predominantly mixed economic environment.
INDIA’S STEEL SCENARIO
Indian Steel industry has always remained isolated and protected by Government, where the steel industry was never
expected to generate profit from business, but was expected to provide employment tot ht unemployed. Presently India
is operating with open-hearth furnaces. The existing equipment, energy and labour in Indian Steel industry are much
low than the developed countries.
Indian Steel industry generates a significant among of waste materials, which can cause environmental
problems. The four aspects of “Waste Management” namely – residue reprocess, recycle and recovery do not hold
much ground in the Indian Steel Industry. The Indian companies cannot spend more for pollution control. The energy
consumption per tone is 50-100% higher than that of the International norms.
The Indian steel industries have developed a bit in the recent years. The production is going on properly. Many
techniques are being implemented in the steel industries. The country’s aim is to sell quality steel. The government is
also helping the steel industries in this basis. The apparent consumption of steel in shown below:
The development of steel industry in India should be viewed in conjunction with the type and system of
government that had been ruling the country. The production steel in significant quality started after a 1990. The growth
of steel industry can be conveniently started by dividing the period into pre and post independence era. In the period of
pre Independence steel production was 1.5 million tons per year, which was raised to 9.0 million tones of target by the
seventies. This is present of the bold steps taken by the government to develop this sector.
PROBLEM OF STEEL INDUSTRY
Non-availability of good quality raw material is another problem faced by iron and steel industry. The modern
giant blast furnace needs high-grade iron ore and good metallurgical coal.
Further, the industry is unable to get good quality coke and manganese is which the principal raw materials next to iron
ore are unfortunately most of our resources of manganese ore are of poor quality besides the non availability of good
quality raw material, regular supplies of raw materials are very much handicapped due to the absence of good transport
facilities. Another problem faced by the steel industry related to the difficulty in getting zinc supplies for the continuous
galvanizing line.
LACK OF TECHNICAL PROBLEMS

Bhili had executed orders for shipment of rails to Iran, South Korea and Malaysia. Because of technical
limitations, Rourkela plant its unable substitute aluminum of Zinc for the production of galvanized sheet apart from
source internal technical problems; our technology in the field of steel production is not a developed one when
compared to other advanced countries. For instance, Japan is production quality steel in spite of importing raw material
and additional material from other country.
GOVERNMENT CONTROL AND PRICING POLICY
Since 1941, India steel and iron industry was almost completely state regulated. Both prices and distribution of
steel were under the control of Govt. The Govt. decided to remove statutory control over the price and distribution of
all, but a few categories with effect from 1st March 1964 the Govt., supervise the steel and iron inducted according to
the recommendation of Raja committee. But Raj committee in fixing the steel price didn’t regulate the price of the raw
materials.
Growth of Steel Industry

The growth in a chronological order is depicted below:
S No Year Growth
1. 1830 Osier Marshall heather constructed the first manufacturing plant at

port-motor in Madras presidency.
2. 1874
James Erskine founded the Bengal frame works.
3. 1899
Jamshediji TATA initiated the scheme for an integrated steel plant
4. 1906 Formation of TISCO
5. 1911 TISCO started production
6. 1918 TISCO was founded
7. 1940-1950 Formation of Mysore iron and steel initiated at Bhadravathi in

Karnataka
8. 1951-1956 First five-year plant – The Hindustan Steel Limited (HSL) was born in
the year 1954 with decision of setting up three plants each with 1
million tones ingot steel per year at Rourkela, Bhili, Durgapur. TISCO
started its expansion programme.
9. 1956-1961 Second five – year plan – A bold decision was taken up to increase the
ingot steel output in India to 6 million tones per year and its production
at Rourkela, Bhilai and Durgapur Steel plant started.
10. 1961-1966 Third five-year plant – During the plant the three steel plants under
HSL, TISCO & TISCO were expanded*
11. 1964 Bokaro Steel Plant came into existence
12. 1966-69 Recession period - Till the expansion programmes were actively
existed during this period
13. 1969-74 Fourth five-year plant - Salem Steel Plant started. Licenses were given
for setting up of many mini steel plants and rerolling mills government
of India. Plants in south are each in Visakhapatnam and Karnataka.
SAIL was formed during this period on 24th January 1973.
14. 1974-79 Fifty five-years plan – The idea of setting up the fifth integrated steel
plant, the first re – base plant at Visakhapatnam took a definite shape.
At the end of the fifth five-year plan the total installed capacity from
six integrated plants was up to 10.6 million tons.
15. 1979-1980 Annual plan. The Erstwhile soviet union agreed to help in setting up
the Visakhapatnam Steel Plant.
16. 1980-1985 Sixth five-year plant – Work on Visakhapatnam Steel plant started with
a big bang and top priority was accorded to start the plant. Schemes for
modernization of Bhilai Steel Plant, Rourkela steel plant, Durgapur
steel and TISCO were initiated. Capacity at the end of sixth five-year
plant form six integrated plants stood 11.50 million tones.
17. 1985-91 Seventh five-year plant – Expansion works at Bhilai and Bokaro steel
plant completed. Progress of Visakhapatnam steel Plant picked up and
the nationalized concept has been introduced to commission the plant
with 30 MT liquid steel capacities by 1990.
18. 1992-1997 Eighth five-year plan – The Visakhapatnam Steel Plant was
commissioned in 1992. The cost of plant has become around 8755
cores. Visakhapatnam Steel Plant started the production and
modernization of other steel plants is also duly engaged.
19. 1997-2002 Ninth five-year plant – Restructuring of Visakhapatnam Steel Plant and
other public sector undertakings
20 2002-2007 Tenth five year paln-steel industry registers the growth of 9.9%
Visakhapatnam steel plant high regime targets achieved the best of
them.
21 2007-2012 Eleventh five year plan- steel industry registers the growth of
9.9%Visakhapatnam steel plant high regime targets achieved the best of
them.
22 2012-2017 Twelth five year plan-the steel industry has a bright future as the
uniongovt announced to create infrastructure worth RS 50 lakh crore in
VSP.
Steel Plants with Foreign Collaborations:
Collaboration Capacity of
S No Plant
Finished Steel Products
1. Rourkela Steel Plant West Germany

2. Bhilai Steel Plant Erst5while USSR
3. Durgapur Steel Plant Britain
4. Bokaro Steel Plant Erstwhile USSR
Annual Productions at Various Steel Plants:

S Plant Collaboration Capacity of Annual Production
No Finished Steel Products
1. Rourkela Steel Plant West Germany 7,20,000 tonnes

2. Bhilai Steel Plant USSR 7,70,000 tonnes
3. Durgapur Steel Plant Britain 8,00,000 tonnes
Original to Expand:
S No PLANT ORIGINAL EXPANDED
MT/Year MT/Year
1 Rourkela Steel Plant 1.0 1.8
2 Bhilai Steel Plant 1.1 2.5
3 Durgapur Steel Plant 1.0 1.6
4 TISCO 1.0 2.0

CHAPTER-3
COMPANY PROFILE
COMPANY PROFILE
A BRIEF PROFILE OF VISAKHAPATNAM STEEL PLANT
BACKGROUND:
The Government of India has decided to set up an integrates Steel Plant at Visakhapatnam to meet the growing
domestic needs of steel. Visakhapatnam Steel Plant was the effect of the persistent demands and mass movements. It is
another step towards increasing the country’s steel production.
The decision of the Government to set up an integrated steel plant was laid down by the ten Prime Minister Smt.
Indira Gandhi. The Prime Minister laid the foundation stone on 20th January 1971.
The consultant, m/s M N dastur & co (Pvt) Ltd.submitted a techno-economic feasibility report in February
1972, and detailed project report for the plant, with an annual capacity of 3.4 million tones of liquid steel.
The Government of India and USSR signed an agreement of 12th June 1979 for the co-operation in setting up
3.4 million tones integrates Steel Plant. The project was estimated to cost to Rs.3, 897.20 crores based on prices as on
4th Quarter of 1981. However, on completion of the construction and commissioning of the whole plant in 1992, the
cost escalated to Rs 8,755 crores based on prices as on 2nd Quarter of 1994.
Unlike other integrated Steel Plants in India, Visakhapatnam Steel Plant is one of the most modern steel plants
in the country. The plant was dedicated to the nation on 1st august 1992 by the then Prime Minister, Sri P.V.Narasimha
Rao.
New technology, large-scale computerization and automation etc, are incorporated in the Plant at the
international levels and attain such labour productivity, the organizational manpower has been rationalized. The
manpower in the VSP has been limited to 17,500 employees. The plant has the capacity of producing 3.0 million tones
of liquid steel and 2.656 million tones of saleable steel.
It has set up two major Blast furnaces, the Godavari and the Krishna, which are the envy of any modern steel
making complex.
The economy of a nation depends on core sector industries like iron and steel. Steel is the basic input for construction,
machines building and transport industries. Keeping in view the importance of steel the following integrated steel plant
with foreign collaborations was constructed in the public sector in the post independence era.
Background:
S.No Year Growth
1. 20.01.1971 The foundation stone of plant was laid by Smt. Gandhi

2. 12.06.1979 An agreement was signed between Government of India and the erstwhile
USSR for setting up of an Integrated Steel Plant of produce structural &
long products on the basis of detailed project report prepared by
Dr.M.N.Dustur & Company
3. 01.02.1982 The construction of the Plant started
4. 18.02.1982 Government of India formed a new Company called Rashtriya Ispat
Nigam Ltd. (RINL) and transferred the responsibility of constructing,
commissioning & operating the plant at Visakhapatnam from Steel
Authority of India Ltd. To RINL.
5. 1988 In view of the critical fund situation and need to check further increase in
the plant costs, a rationalized concept was approved which was to crores
Rs. 6849 crores based on 4th quarter of 1988.
6. July 1992 Finally all the units were constructed and commissioned at a cost of
Rs.8526 crores. The Plant was dedicated to nation by the then prime
Minister of India Late Sri P.V. Naarsimha rao
Since Commission VSP has already crossed many mile stones in the fields of production, productivity &
exports. Coke rate of the order of 509 kg/Ton of Hot metal, average converter life of 2864 heats an average of 23.6
heats per sequence in continuous Bloom caster. Specific energy consumption of 6.07 G Kg/ton of liquid steel, a specific
refractory consumption of 8.94 kg and a labour productivity of 265 Ton/man year are some of the peaks achieved
(during the year 204-05) in pursuit of excellence.
VSP Technology: State-of-the Art

 7 meter tall Coke Oven Batteries with coke dry quenching
 Biggest Blast Furnaces in the country
 Bell-less top charging system in Blast Furnace
 100% slag granulation at the Bf Cast House
 Suppressed combustion – LD gas recovery system
 100% continuous casting of liquid steel
 “Temporal” and “Stemcor” cooling process in LMMM & WRM respectively
 Extensive waste heat recovery systems

 Comprehensive pollution control measure
Main Products of VSP :
(a) Steel products :

1. Angles 10. Net Coke
2. Billets 11. Coal tar
3. Channels 12. Anthracene oil
4. Beams 13. HP Naphalene
5. Swuares 14. Benzene
6. Falts 15. Toulene
7. Rounds 16. zylene
8. Re-bars 17. Wash oil
9. Wire Rods
(b) By-products:
1. Granulated slag
2. Lime Fines
3. Ammonium Sulphate
VISION :
To be a continuously growing world class company.
We shall,
 Harness our growth potential and sustain profitable growth

 Deliver high quality and cost competitive products and be the fist choice of customer
 Create and inspiring work environment to unleash the creative energy of people
 Achieve excellence in enterprise management
 Be a respected corporate citizen, ensure clean and green environment and develop vibrant
communities around us
MISSION :
To attain 16 million tone (Mt) liquid steel capacity through Technological up-gradation, operational
efficiency and expansion; augmentation of assured supply of raw materials; to produce steel at international standards
of cost and quality; and to meet the aspirations of the stakeholders.
OBJECTIVES:
 Expand plant capacity to 6.3 Mt by 2008-09 with the mission to expand further in subsequent phases as
per the Corporate Plan.
 Stabilize 6.3 Mtpa expansion by 2012-13 with the mission to expand further in subsequent phases as per
corporate plan
 Revamping existing blast Furnaces to make them energy efficient to contemporary levels and in the
process increase their capacity by 1 Mtpa, thus total hot metal capacity to 7.5 Mtpa
 Be amongst top five lowest cost liquid steel producers in the world
 Achieve higher levels of customer satisfaction
 Vibrant work culture in the organization
 Be proactive in conserving environment, maintaining high levels of safety & addressing social concerns
CORE VALUES:
With a view to running the business in a transparent manner meeting the needs and expectation of the
stakeholders, it was felt desirable to give utmost importance to the value System in the company. Accordingly, RINL
has finalized its Core Values, which are brought out below.
 Commitment
 Customer satisfaction
 Continuous improvement
 Concern for environment
 Creativity & innovation.
HRD PHILOSOPHY IN VISAKHAPATNAM STEEL PLANT:
 Employees of the organization are greatest and most valuable resources.

 Whole on the one hand, HRD should appropriately harness the employee potential for the attainment of
the company objective, the company on the other, as its corporate responsibility, should crate and
enabling climate where in human talent gets the best opportunity for self expression, all round
development and fulfillment,
 People are more than mere resources and therefore it will be the company’s sincere endeavour to treat
people with all the respect and that is warranted when employees are seen as more mere
instrumentalities.
 HRD as a management function will be given a place of strategic priority, along with function like
production, maintenance, materials on finance in the overall scheme of management action in the
company.
 HRD does not refer to training alone, nor it is just a new name for training.
In RINL/VSP HRD refers to creative and innovative initiatives in several management functions for the
development and growth of employees
 HRD should eventually be a core philosophy of all management actions and should not remain merely a
departmental/ sectional activity.
 All functional and divisional heads responsible of various activities of the company will imbibe the
HRD spirit and suitability integrate HRD into their plans, decisions and actions.
HRD OBJECTIVES OF VISAKHAPATNAM STEEL PLANT:
 To provide initially a suitable match between employee competence level and company’s work
requirements
 To faster an appropriate climate and culture which nurtures employee competence and adequate
motivational levels for the application of their abilities to assigned jobs/roles with required commitment.
 To enable employees seek greater identification with the company by fusing management decisions and
actions with the requisite care, concern and developmental approach.
 To initially enable the employees and the organization achieve its mission and objectives and business
goals through HRD
QUALITY POLICY OF VISAKHAPATNAM STEEL PLANT:
Employees of Visakhapatnam Steel Plant are committed to supply their customer’s quality products and
services. To accomplish this Visakhapatnam Steel Plant will:
 Manufacture products as per specification and standards agreed with the customer.
 Follow clearly documented procedures for achieving expected quality standard of products and services.
 Continuously strive to improve quality of all material, processes and products.
 Maintain an enabling environment, which encourages actives involvement of all employees to pursue
continuous improvement of quality.
TECHNOLOGICAL HIGHLIGHTS OF VSP :
 First shore based integrated steel plant.

 Selective crushing with pneumatic separation of coal blend.
 7 Meter tall Coke Ovens.
 Dry Quenching of hot coke and production of steam and power from hot inert gases.
 Bases-mix yard for the Sinter Plant.
 3200 cu. m Blast Furnace having bell-less top equipment with conveyor charging.
 Granulation of 100% molten slag at the Cast House.
 B.F. top pressure recovery turbine for power generation.
 Desulphurization facilities for pre-treatment of hot metal.
 Sub lance measurement of dynamic blowing control with computer.
 100% continuous casting of liquid steel.
 High capacity, high speed, computer controlled multi-line mills.
 Use of on-line heat treatment “Temp core” processes for reinforcement bars.
 Use of No twist rolling and controlled cooling “Stanmore” of wire rods.
 Incorporation of peripheral yard of incoming and outgoing materials.
 First integrated steel plant onto receive ISO 9002 certification for all its products.
Quality, Environment and Occupational Health & Safety Policy:
We, at Visakhapatnam Steel Plant, are committed to meet the needs and expectations of our customers and other
interested parties, the occupational health and safety of our work force and to preserve the environment. The
accomplish this, we will.
 Supply quality goods and services to customers delight

 Document, implement, maintain & periodically review the management systems including the policy,
objectives and targets.
 Use resources efficiently and reduce waster & prevent pollution.
 Comply with all relevant legal, regulatory and other requirements applicable to products, activities and
processes in respect of Quality.
Environment, Occupational health & Safety and also ensure the same by contractors.
 Continually improve quality, environment, occupational health and safety performance with respect to
products, activities, processes.
 Encourage development and involvement of employees.
 Maintain high level of quality, environment, occupational health and safety consciousness amongst
employees and contract workers by imparting education and training
HR Policy:
We, at Visakhapatnam Steel Plant, believe that our employees are the most important resources. To realize the
full potential of employees, the company is committed to :
 Provide work environment that makes the employees committed and motivated for maximizing
productivity
 Establish systems for maintaining transparency, fairness and equality in dealing with employees
 Empower employees for enhancing commitment, responsibility and o accountability
 Encourage teamwork, creativity, innovativeness and high achievement orientation.
 Provide growth and opportunities for developing skill and knowledge
 Ensure functioning of effective communication channels with employees.
MARKETING NETWORK OF VISAKHAPATNAM STEEL PLANT

The products are being sold through 35 marketing centers all over the country with four stockyards at
Mumbai, Kolkata, Chennai, and Hyderabad. And in other places, consignment agencies have been contracted.
POLLUTION CONTROL AND ENVIRONMENTAL PROTECTON
Elaborate measures have been adapted to combat air and water pollution in Visakhapatnam Steel Plant.
In order to be Eco friendly Visakhapatnam Steel Plant has planted more that 3 million trees in area of 35 square kilo
meters and incorporated various techinologies at a cost of Rs 460 control measures.
WELFARE AMENITIES OF VISAKHAPATNAM STEEL PLANT
Modern town shop will all amenities has been developed with 8032 quarters to house the plant
employees and other agencies in 11 sections. The township is having best facilities in terms of drinking water supply,
drainage, roads, modern’s hospital, community center, parks, schools, shopping complexes, recreational facilities etc.,
to cater to needs of the employees.
MAJOR SOURCES OF RAW MATERIALS
Iron Ore lumps & fines Bailadilla, M.P
BF Lime Stone Jaggayyapet, A.P
SMS Lime Stone Jaisalamer, Rajasthan
BF Dolomite Dubai
SMS Dolomite Madharam, A.P
Manganese Ore Chipurupalli, A.P
Boiler Coal Talcher, Orissa
Coking cock Australia
Water supply Yeluru canal, Andhra Pradesh
Power supply Captive power plant
MAJOR UNITS:
DEPARTMENTS ANNUAL CAP.
UNITS (3.0 MT STAGE)
(‘000T)
COKE OVERNS 2,261
3 Batteries each of 67 ovens & 7 Mts
Height
SINTER PLANT 5,256 2 Sinter machines of 312 Sqm grate
area each
BALST FURNACE 3,400
2 Furnaces of 3200 cum volume each
STEEL MELT SHOP 3,000

3 LD Converters each of 150 Cum.
Volume and size 4 strand bloom
casters
LMMM 710
4 Stand finishing MILL
WRM 850
2 x 10 Stand finishing MILL
MMSM 850
6 Stand finishing MILL
MAN POWER PROFILE OF VSP:
S No Category of Works Non works Projects Mines Total

Employees
1 Executives 4250 1511 421 117 6299
2 Non- 11016 800 48 221 12085

Executives
Total 15266 2311 469 338 18384
Main Productions of Visakhapatnam Steel Plant
S No STEEL PRODUCTS BY PRODUCTS
1. Angles Nut coke
2. Billets Coke dust
3. Channels Coal tar
4. Beans Anthracene oil
5. Squares H P Napthalene
6. Flats Benzene
7. Rounds Tolunene
8. Re-bars Zylene
9. Wire works Wash oil
10. ---------------------- Granulated slag
11. ---------------------- Lime fines
12. ---------------------- Ammonium Sulphate
PERFORMANCE INFORMATION
PRODUCTION PERFORMANCE: (‘000 TONNES)
YEAR HOT METAL LIQUID STEEL SALEABLE STEEL

2000-01 3165 2909 2507
2001-02 3485 3083 2757
2002-03 3941 3356 3056
2003-04 4055 3508 3169
2004-05 3920 3560 3173
2005-06 4153 3603 3237
2006-07 4046 3606 3290
2007-08 3913 3322 3074
2008-09 3546 3145 2701
2009-10 3900 3399 3167
2010-11 3828 3425 3072
2011-12 3778 3410 2990
2012-13 3998 3456 3010
COMMERCIAL PERFORMANCE (Rupees in Crores)
YEAR SALES TURNOVER DOMESTIC EXPORTS

SALES
2000-01 3436 3122 322
2001-02 4081 3710 371
2002-03 5059 4,433 626
2003-04 6169 5400 769
2004-05 8181 7933 248
2005-06 8469 8026 443
2006-07 9131 8487 424
2007-08 10433 9878 555
2008-09 10,408 10329 79
2009-10 10,635 10,284 351
2010-11 11,517 11095 422-
2011-12 14462 14047 416
2012-2013 15451 15041 410
FINANCIAL PERFORMANCE (Rupees in Crores)
YEAR GROSS CASH NET PROFIT

MARGIN PROFIT
2000-01 504 153 -291
2001-02 690 400 -75
2002-03 1162 975 521
2003-04 2073 2023 1547
2004-05 2462 2451 2008
2005-06 2383 2355 1251
2006-07 2633 2584 1363
2007-08 3515 3483 1943
2008-09 1268 1183 934
2009-10 1282 825 796
2010-11 1045 825 797
2011-12 1167 1110 7492.4
EMPLOYEES DEVELOPMENT PROGRAMMES:
THORUGH TRANING & DEVELOPMENT CENTRE:
 Training programmes conducted converting a total number of 44,488 employees, which includes
employees covered by T&DC (29,892 number), HRD, Safety Dept. and CISF Fire Wing thus achieving
11.46 man days of training per employee per year.
 Thrust is given to departmental refresher programmes covering over 10,000 employees which is 100%
growth over last year. On the Job Training covered 7003 employees. 24 SOPs and 192 SMPs were
translated into Telugu.
 A Competency Mapping Model has been developed and executed in Sinter Plant covering Charge man
to E-4 level.
 With regard to quality of training, in reaction level feedback 87.12% participants rated >4 on a 5-point
scale, in learning lever 84% participants scored >60% marks in post raining tests, in application level
feedback, controlling officers rated >3.5 for 81% participants on 5-point scale.
 365 employees were trained on Critical Equipment Training and 200 employees were trained on Critical
Activities training (to take care of the critical contractual jobs).
 Trade Tests were conducted for 1689 employees for the Inter Cluster promotions in different Works and
Non-works Departments.
 “Ukku Prarichayam”, a book on Steel making in Telugu has been reviewed, edited and printed and was
released during the Training Week Valedictory Function.

 Refurbishing of T&DC auditorium and Conference Hall has been done.
New class room furniture procured. Three class rooms were air conditioned. 4 LCD projectors procured
and fixed in the class rooms. The ambience of Trainees Hostel and T&DC canteen were improved.
 Auditorium facilities and necessary help extended in organizing and conducting 35 programmes
including VRUDDHI summit, IREFCON-2006, WIPS

 Functions etc.
 186 QC Projects have been submitted to MS Department against a target of 18 QCs during the year.
 208 suggestions generated in T&DC against the target of 130 during the year.
ACHIEVEMENTS AND AWARDS OF
VISAKAHAPATNAM STEEL PLANT
The efforts of VSP have been recognized in various for a. Some of the major awards received by VSP are in the
area of Energy Conservation, Environment Protection, Safety, Quality, Quality Circles, Rajbhasha, Mau, Sports related
awards and a number of awards at the individual level.
Some of the important awards received by VSP are indicted below:
 ISO 9002 for SMS and all the downstream units-a unique distinction in the steel industry.
 Indira Priya Darshini Vriksha Mitra award 1992-93, Nehru memorial national award for pollution
control 1992-93 & 1993-94.
 EEPC export excellence award – 1995-95.
 CII (Southern Region) energy conservation award – 1995-1996.
 Continuously growing peacock (1st prize) national quality award – 1996.
 Steel ministries trophy “ Best safety performance -1996.*
 IIM national quality commitment award -1997.
 Gold star award for excellent performance in productivity.
 Udyog excellence gold medal for excellence in steel plant.
 Excellence award for outstanding performance in productivity management, quality and innovation.
 ISPAT Suraksha Puraskar (1st prize) for largest accident free period 1991-94.
 Best Labour Management award from the Government of Andhra Pradesh
 SCOPE Award for best turnaround for 2001.
 Environment Excellence Award from Green tech Foundation for energy conservation in 2002.
 Best Enterprise award form SCOPE, WIPS for 2001—02
 PM Trophy for the year 2002-03 as the Best Integrated Steel Plant
 A number of Awards at Local, Regional National level competitions in the area of Quality Circles &
Suggestion Schemes, etc.
Total quality, latest technology, sophisticated equipment, up to date knowledge, high skills, cost consciousness,
production with less cost and customer satisfaction have become the hallmark of VSP.
Today, VSP is moving forward with an aura of confidence and with pride amongst its employees who are
determined to give their best for the company to enable it to reaches heights in organizational excellence.
CHAPTER – 4
THEORETICAL FRAMEWORK
COMMUNICATION & PRESENTATION SKILLS:

 To develop communication & presentation skills of the participants
 Help the participants understand the different tools of communication and how to apply the same in various
business situations
 Help the participants to communicate better and use communication as a facilitation process for training,
mentoring, counselling, supervising and coordinating
 Help a person to get along with others by developing inter-personal and intra-personal communication and
work in groups/teams effectively
 Help a person to develop self-confidence, speak with ease in front of small and large audience, remove
communication gap and remove barriers in communication & personality
TEAM WORKING:
 To enable the participants to gain an insight into the benefits of Team Work and resulting “Synergy”
 To focus the attention of the participants on the factors that govern Synergy and ways & means to enhance &
enrich the same
 To enhance the understanding of the participants on the Role and Attributes needed to be a good Team Member
 To provide an understanding of the role of a Leader
CREATIVITY & INNOVATION FOR EXCELLENCE:
 To introduce the concept of thinking and the need to consciously activate the brain power
 To introduce the concept of logical thinking and enable understanding and effective utilization of some of the
associated techniques
 To introduce the concept of creative thinking and enable understanding and effective utilization of some of the
associated techniques
LEADERSHIP AND ORGANIZATIONAL DEVELOPMENT:
 Create a greater appreciation on the Leader’s role as a manager/supervisor in the existing environment and
initiate activities in line with this role.
 Understand ‘Key Management Processes’ and how they can apply them effectively in their day to day working
for Organizational development
 Imbibe and apply skills of Delegation, Motivation, and Development as part of the leader’s role in the team.
 View the role of Leader/Manager primarily as that of “Developing People” to perform to their maximum
potential, plot a growth path for them and guide them through the development process in the organization
 Develop a set of skills to improve personal productivity of the team to achieve organizational goal
ASSERTIVENESS & INTER-PERSONAL SKILLS:
 To provide an insight into, and an understanding of individual’s behavior, which could form the basis for
improved inter-personal relationships
 To provide an insight into, and an understanding of behavioral dynamics of groups of people and indicate ways
& means to make intra and inter-group behaviour more productive
 To consider the impact of different styles of behaviour on positive inter-personal relationships as such, and
examine the available ways & means to enhance its qualitative impact on the overall effectiveness and
efficiency of work situations
MANAGERIAL EFFECTIVENESS:
 For E-7 executives:
 To develop a healthy organizational culture which facilitates the accomplishment of organizational

objectives as well as individual goals
 To promote psychological well-being of employees
 To help them understand their own strengths and weaknesses and learn the strategies of self-development
 To prepare themselves to face future challenges
 For E-5/E-6 executives:
 To develop integrated self who is effective in professional and personal domain

 To explore three domains of Managerial Effectiveness: Self Management, Interpersonal Effectiveness and
Group Effectiveness
 To enable participants to gain insight into various aspects of managerial skills and human values
EMOTIONAL COMPETENCE:
Providing a learning environment that supports and enhances the development of social competence and
emotional well-being
 Recognize how their feelings affect their performance
 Are decisive, able to make sound decisions despite uncertainties and pressures
 Use the group’s core values in making decisions and clarifying choices
 Stay composed, positive, and unflappable even in trying moments
 Are results-oriented, with a high drive to meet their objectives and standards.
NEGOTIATION SKILLS:
 Understand the dynamics of negotiation and WIN/WIN Concept

 Review the essential techniques that make negotiation successful
 Develop an understanding of how this approach can be used in relationship with external and internal customers
 Prompt a considered deployment of negotiation techniques as appropriate to each individual situation
 Practice all the elements in a safe environment & Build confidence
WORK-LIFE BALANCE:
 Helping the participants analyze the antecedents and consequences of work-life conflict
 Making the participants understand the challenges associated with managing professional life and personal life
 Enhancing self-awareness and developing capabilities to maintain a healthy work-life balance
 Developing strategies to integrate work into overall life issues effectively
PERSONAL EFFECTIVENESS FOR GROWTH:
 To bring a shift in attitude and behavior of the participants

 To fill their life with confidence
 Commitment and enthusiasm towards productive work culture
 Enhancing motivation
 Improving creative thinking abilities
 Stress management
 Health & emotional management
 Positive attitude
DEVELOPING YOUNG MANAGERS:
 To enhance the managerial skills of the participants to prepare them to shoulder higher responsibilities
 To provide the participants with an opportunity to learn management concepts and techniques relevant for
formulating and implementing strategies in functional and general management areas
 To enable participants to appreciate interdependencies in an organization and acquire perspectives required for
general management positions
IMPROVING ORGANIZATIONAL HEALTH:
 To re-convert the work-force from the stage of “not engaged – actively disengaged” to the stage of “engaged
work-force”
 To enable the participants enhance their time-management skill by empowering them with apt tools and
techniques
 To enhance work discipline among the work-force and balancing human relations
 To enable the participants to maintain harmonious balance between work and family
 To sensitize the employees about the values & goals of the organization and integrate with individual goals
BUSINESS ENVIRONMENT & COMMERCE:
 Understand the principles, techniques, and terms used by business practitioners

 Apply ethics theory to a recent ethical situation in business
 Apply the ethical principles and practises in marketing research
 What are the common challenges in the business commerce
 Role of an executive to commercialize the industrial product business
AWARENESS ON VMO & PERSONALITY DEVELOPMENT:
 Production plan
 Technical parameters achieved vis-à-vis desired plan
 Sustainability plan
 Vision, Mission & Objectives
 Inter-personal relations
CONTRACTS MANAGEMENT:
 Impart knowledge about legal issues in contract formulation and the management of domestic & international
commercial contracts
 Examine the principles, practices and issues relating to execution of commercial contracts
 Understand the remedies available in the event of a breach of contract
 Apply, appreciate and understand the role of alternative means of dispute resolution
 Develop an ability to handle more effectively the potential legal risks while managing business contracts
PROGRAMME FOR TRADE UNION LEADERS:
 To develop global mind-set

 To enhance knowledge, skills and advertise of trade union leaders for making positive contribution in building
coping capabilities of organizations
 To expose them to new modes of working in the new ambience in collaboration with management for mutually
of interests on sustained basis
GENDER SENSITIVITY:
 To make the participants gender sensitive and to remove some common bias often present on their language and
behavior
 Focus on legal aspects of gender sensitivity including recent legislations
 Tips on how to deal effectively with gender issues in recruitment, training and promotion
 To make the participants aware of the need for gender sensitivity at the work-place
 The cross cultural perspective gives an overview of gender issues globally and prepares them to deal with
various situations
DISCIPLINE MANAGEMENT:
 Understand the definition of Discipline

 How is personal discipline different from organizational discipline
 Methods of understanding social styles of an individual
 Influencing factors of discipline at workplace
 Action plan to lead the team to structured behavior to meet the organizational goal
STRATEGIC MANAGEMENT:
 Develop a sound understanding of strategic concepts and analysis.

 Gets practical experience creating appropriate strategic alternatives
 Gain a clear understanding of industry profitability.
 Learn how to create outstanding value for shareholders.
 Network with fellow executives.
 Learn from leading presenters with many years industry experience
Rashtriya Ispat Nigam Limited

VISAKHAPATNAM STEEL PLANT
Management Development Centre
Program Evaluation Form

(to be returned to the Course Coordinator at the end of the Program)
Title : POST-RETIREMENT PLANNING FOR EXECUTIVES
Faculty : INTERNAL
Date : 24TH MAY 2014
Note: Please indicate your expectations from the Program before commencement of the session
(Participant is requested to furnish feedback on the following points after completion of the Program)
Please provide your honest Feedback.

 Please indicate the “Overall Rating of the Program” in the 5-point Scale below (please tick):
Above Fully meets Almost meets Partly meets Below
expectation expectation expectation expectation expectation
(5) (4) (3) (2) (1)
 In overall assessment, how do you Rate the Program in terms of the “Aspects covered? (please tick)
Above Fully meets Almost meets Partly meets Below
expectation expectation expectation expectation expectation
(5) (4) (3) (2) (1)
Please indicate your “Suggestions”:-
 In your opinion, what other aspects could be included in the Program? Also state whichever expectations are
not met.
 Any aspect you feel needs to be deleted?

 Which aspect of the Program do you find most appealing?
 Which aspect of the Program would you implement in your area of work?
 Please give “Suggestions” & “Opinions” for the “Service Provided” like “Food” & “Refreshments”.
Signature :
Name :
Emp.No. :
Designation :
Department :
HR process:
RECRUITMENT:
Recruiting is an ongoing project for any organization. From the moment an employment application is
submitted, recruitment software should be there to rank it, match the applicant to job if necessary and place the
information in a database that can share the information across different software applications or applicant tracking
tasks, including scheduling interviews and sending out letters for every stage of the recruitment process.
Recruitment describes the process of various stages of searching for suitable candidates to fill vacancies in
the workforce. Selecting the right people for jobs and placing them in right role play and important role in determining
whether they are giving their best to the organization and in those they are fast expanding.
To recruit means to enlist, replenish or reinforce it to the process of bringing together prospective employees
and employer with a view to stimulate and encourage the former to apply for a job with the latter. The purpose of
recruitment is to prepare an inventory of people who meet the criteria laid down in job specification so that the
organization may choose those who are found most suitable for the vacant position.
SELECTION:
Selection is the process of choosing the most suitable person out of all the applicants. In this process relevant
information about applicants is collected through a series of steps so as to evaluate their suitability for the job to be
field. Selection is a process of matching the qualification of applicants with the job requirements. Requirement
technically precedes selection. Proper selection is helpful in increasing the efficiency and productivity of the enterprise.
The selection procedure consists of a series of steps. At each stage facts may come to light which may lead to the
rejection of the applicants. It is a series of successive hurdles or barriers, which an applicant must cross. There is no
standard selection procedure to be used in all organization or for all jobs. The complexity of selection procedure
increases with the level and responsibility of the position to be filled. The strategy and method used for selecting
employees varies from firm to firm and from one job to another.
A selection interviews serves the following three purposes:
Obtaining information about the background, education, training, work history and interests of the candidates.
Giving information to candidates about the company, the specific job and personnel policies and
Establishing a friendly relationship between the employer and the candidate so as to motivate the successful
applicant to work for organization.
A vacancy in an organization might occur due to the following reasons:
 Expansion of the business.

 Skill requirement due to changes in process or technology.
 Turnover of staff, resignation or dismissals.
For a company Recruitment begins by specifying the human resource requirements, initiating activities and
actions to identify the possible sources from where they can be met, communicating the information about the jobs,
terms and the prospects they offer, and enthuse people who meet the requirements to respond to the invitation by
applying for jobs. There after, the selection process begins with the initial screening of application and applicants.
Recruitment is a process to discover the sources of manpower to meet the requirements of the staffing schedule
and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of
an efficient workforce.
The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specifically, the
purpose is to:
1) Determine the present and future requirements of the organization in conjunction with its personal planning and
job-analysis activities.
2) Increase the pool of job candidates at minimum cost.
3) Help increase the success rate of the selection process by reducing the number of visibly under qualified or over
qualified job applicants.
4) Help reduces the probability that job applicants, once recruited and selected, will leave the organization only
after a short period of time.
5) Meet the organization’s legal and social obligations regarding the composition of its workforce.
6) Begin identifying and preparing potential job applicants who will be appropriate candidates.
7) Increase organizational and individual effectiveness in the short term and long term.
8) Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.
NEED FOR THE STUDY
 Human resource is the important resource to any organization. The study on the effectiveness of the recruitment
and selection makes one to know the status of company.
 Effective recruitment policy can increase the company’s success. This study is to know the importance of
recruitment and selection in the organization. A company should place a right person in right position and in
right time.
 Efficient work force will not only improve the quality of the products of the organization. But also cut down on
costs. It will also improve the image of the organization.
 Employees properly selected and placed would not only contribute to the efficient running of the organization
but also offers significant potential for future development.
 There should be consistency in the process of Recruitment and Selection. Organization can enjoy the fruits
when it has implemented a policy in Recruitment and Selection.
 The present study mainly aims at identifying and selection the right person for the right job in respect of
Visakhapatnam Steel Plant.
 It is undisputed fact that recruitment and selection place dominate role in the progress of the company.
 Recruitment forms of the first stage in the process which continues with selection and cases with the placement
with the candidate.
 Recruitment makes it possible to acquire the num and types of people necessary to ensure the organisation
recruiting is the discovering of potential applicants for actual or anticipated organisational vacancies n the other
words.
 The selection procedure is concerned with the securing relevant information about an applicant and to
determine when the applicants need the qualification for the specific job and to choose the applicant who is
most likely to perform well in that job.
 For the development and effective function of an organisation. There is a need for a proper recruitment and
selection procedure.
 RINL-Visakhapatnam Steel Plant, Industry is a fast growing industry.
 RINL-Visakhapatnam Steel Plant, is a successful company and earning profits.
OBJECTIVES OF THE STUDY
Every project work must be carried out on the basis of an objective, because these objectives lay
down a proper part by clearly mentioning what we are suppose to find out on the study under taken in the chosen organization.
 The main objective of the project is to find out whether consistency is beingmaintain in the recruitment and
selection process in the organization.
 To study the sources of Recruitment and selection in RINL.
 To analyze the recruitment and selection process at RINL.
 To analyze the effectiveness of the recruitment and selection process
 To offer suitable suggestions and recommendations based on the findings.
 To know the vision & values of the company.
 To analyse how the company is striving to achieve their objectives.
 To know the various functional activities of the company.
 To analyse the collected data.
 To give suggestions to improve company working conditions.
 To know the attitude of the employees.
LIMITATIONS OF THE STUDY

 Since the study resorted to sampling, the conclusions drawn are generalized responses of the sample.
 The study was geographically restricted to the main plant only.
 The results were based on the assumption that the information provided by the respondents is correct and true.
 The study and findings are indicative of the current trends only. Time is a greater limitation, because the study
is done for limited period i.e., one month only.
 The study has restricted to the employees of the organisation.
 Being a human resource topic the respondents did not feel free to give their final opinion.
 Time is a major constraint in collecting the full data.
 The respondents’ opinions may favour to the management.
HR Audit:
A Human Resources Audit is a comprehensive method (or means) to review current human resources policies,
procedures, documentation and systems to identify needs for improvement and enhancement of the HR function as well
as to ensure compliance with ever-changing rules and regulations. An Audit involves systematically reviewing all
aspects of human resources, usually in a checklist fashion.
Sections of review include:
 Hiring and Orientation

 Benefits
 Compensation
 Performance evaluation process
 Termination process and exit interviews
 Job descriptions
 Form review
 Personnel file review
The purpose of an HR Audit is to recognize strengths and identify any needs for improvement in
the human resources function. A properly executed Audit will reveal problem areas and provide
recommendations and suggestions for the remedy of these problems. Some of the reasons to
conduct such a review include:
 Ensuring the effective utilization of the organization’s human resources

 Reviewing compliance concerns with a myriad of administrative regulations
 Instilling a sense of confidence in management and the human resources function
 Maintaining or enhancing the organization’s and the department’s reputation in the community
 Performing “due diligence” review for shareholders or potential investors/owners
 Establishing a baseline for future improvement for the function
Because of the multitude of laws affecting each stage of the employment process, it is extremely
important for an employer to regularly review their policies and practices to ensure regulatory
compliance in order to avoid potentially costly fines and/or lawsuits. An employer overlooking
regulatory compliance with their human resource practices could face:
 A fine of $1,100 for any violation of the appropriate payment of overtime for non-exempt
employees in accordance with the Fair Labor Standards Act.
 Penalties as high as $10,000 each occurrence for failing to post required safety notices or
keeping accurate records.
 Fines up to $1,000 per employee for non-compliance with the Federal Immigration Reform Act.
While penalties such as these help define the risk of non-compliance and signify the importance of
conducting periodic HR Audits, an Audit can also ensure that policies and procedures are fair and
consistent across the organization and strengthen employee satisfaction. By maintaining a satisfied
and productive workforce, an employer lessens the expense associated with costly turnover of staff.
Losing one employee is estimated to cost a company 50 – 150% of the lost employee’s salary in time
and money spent to replace that employee.
HR Training:
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if you are a new or aspiring entrant into the HR profession, with people management responsibilities or if you are
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educational standards.
Many a times, non-upgradation of Knowledge/Skills of an individual could result in non-performance. Our real
time industry experts assist individuals/ universities/ organizations in addressing this concern.
To bridge the skill gap & enhance knowledge level of the individuals, we conduct extensive training
programs/workshops that are specifically designed for HR professionals with 0-10 yrs. of experience.
We also provide Training to Corporate, Management Institutes & Business Schools on HR process.
Importance:
Human resource is needed to be developed as per the change in external environment of the organization, hence,
HRD helps to adapt such changes through the development of existing human resource in terms of skill and knowledge.
The importance or significance of HRD can be explained as follows:
1. HRD Develops Competent HR
HRD develops the skills and knowledge of individual, hence, it helps to provide competent and efficient HR as per the
job requirement. To develop employment's skill and competencies, different training and development programs are
launched.
2. HRD Creates Opportunity For Career Development
HRD helps to grasp the career development opportunities through development of human skills and knowledge. Career
development consists of personal development efforts through a proper match between training and development
opportunities with employe's need.
3. Employ Commitment
Trained and efficient employees are committed towards their jobs which is possible through HRD. If employees are
provided with proper training and development opportunities, they will feel committed to the work and the
organization.
4. Job Satisfaction
When people in the organization are well oriented and developed, they show higher degree of commitment in actual
work place. This inspires them for better performance, which ultimately leads to job satisfaction.
5. Change Management
HRD facilitates planning, and management of change in an organization. It also manages conflicts through improved
labor management relation. It develops organizational health, culture and environment which lead to change
management.
6. Opportunities for Training And Development

Trainings and development programs are tools of HRD. They provide opportunity for employee's development by
matching training needs with organizational requirement. Moreover, HRD facilitates integrated growth of employees
through training and development activities.
MANAGEMENT DEVELOPMENT CENTRE
QUARTERLY POST TRAINING EVALUATION FORM
Ref.No. : QMS/R/MDC/07 Date : 05.05.2014

PROGRAM TITLE : IMPROVING ORGANISATIONAL HEALTH
To:
The Controlling Officer (Thro’ HOD)
Department:
As part of our endeavor to develop our human resources, we are sending this PTE (Post Training Evaluation) Form, to obtain the
feedback on the performance and change in the performance of the participants after they have attended above-mentioned
program. The action of yours will help us to put necessary efforts for enhancing the quality of our programs in future. You are
requested to spare some time and express your valuable opinion.
Kindly send back this form to Management Development Centre within 15 days for further action at our end.
Name(Shri/Smt) Emp.No. Designation Program Dates
(J Rahul)
(AGM-MD)
Controlling Officer’s
Feedback – Please tick (√)
** **
S.No Aspect of Evaluation 1 2 3 4 5
1. Able to provide an insight into individual’s behavior
2. Able to consider the impact of different styles of

behavior on Positive Inter-personal Relationships
3. Able to provide an insight into behavioral dynamics of
groups
4. Able to indicate ways and means to make intra and
inter group behavior more productive
**
In case the rating is <3 for any aspect, the reasons and proposed corrective action (re-training etc.) may kindly be
suggested in the space above by the Controlling Officer for necessary action at our end.
Signature of the Controlling Officer
Name :
Design. :
To:
The AGM(MD)
Ukku House
Max Nos.: 86466 / 86446

PROGRAM TITLE :
EFFECTIVE COMMUNICATION AND INTER PERSONAL SKILLS FOR TECHNICAL PROFESSIONALS
To:
Department:
Name(Shri/Smt) Emp.No. Designation Program Dates
26 & 27 FEBRUARY 2014

(J Rahul)
(AGM-MD)
** **

groups
**

Name :
Design. :
To:
The AGM(MD)
Ukku House
Max Nos.: 86466 / 86446

PROGRAM TITLE : TOWARDS ORGANISATIONAL EXCELLENCE
To:
Department:
Name(Shri/Smt) Emp.No. Designation Programme Date
27.11.13
(J Rahul)
(AGM-MD)
** **

groups
**

Name :
Design. :
To:
The AGM(MD)
Ukku House
Max Nos.: 86466 / 86446

CENTRE FOR HRD
Ref.No.: QMS/R/HRD/07 Date: 18/07/2011
PROGRAM TITLE: BUSINESS ENGLISH & BUSINESS COMMUNICATION
To:
Department:
As part of our endeavor to develop our human resources, we are sending this PTE (Post Training Evaluation) Form, to obtain the feedback on
the performance and change in the performance of the participants after they have attended above-mentioned program. The action of yours
will help us to put necessary efforts for enhancing the quality of our programs in future. You are requested to spare some time and express
your valuable opinion. Kindly send back this form to Centre for HRD within 15 days for further action at our end.
Name Emp.No. Designation From Date To Date
02/02/2011 03/02/2011
(J Rahul)
I/c (C-HRD)
S.No. Aspect of Evaluation **
1 **
2 3 4 5
1. Able to implement Business English and Business
Communication
2. Able to avoid discriminatory language
3. Able to improve writing and business letter writing skills
4. Able to enhance telephone etiquette, cell phone etiquette

and listening skills
**
In case the rating is <3 for any aspect, the reasons and proposed corrective action (re-training etc.) may kindly be suggested in the space
above by the Controlling Officer for necessary action at our end.
Name :
Design. :
To:
The I/c – Centre for HRD

Ukku House
Max Nos.: 86466 / 86446

CENTRE FOR HRD
PROGRAM TITLE: COMMUNICATION & PRESENTATION SKILLS
To:
Department:
07/02/2011 09/02/211
(J Rahul)
I/c (C-HRD)
1 **
2 3 4 5
1. Any enhancement in communication & presentation skills
2. Able to understand the different tools of communication
3. Able to communicate better and use communication as a

facilitation
4. Able to help a person to develop self-confidence, speak with
ease in front of small and large audience
**
Name :
Design. :
To:

Ukku House
Max Nos.: 86466 / 86446

CENTRE FOR HRD
PROGRAM TITLE: CREATIVITY & INNOVATION FOR EXCELLENCE
To:
Department:
25/02/2011 26/02/2011
(J Rahul)
I/c (C-HRD)
1 **
2 3 4 5
1. Able to introduce the concept of thinking
2. Able to effective utilization of logical thinking
3. Able to effective utilization of creative thinking
4. Effective utilization of associated techniques
**
Name :
Design. :
To:

Ukku House
Max Nos.: 86466 / 86446

CENTRE FOR HRD
PROGRAM TITLE: MANAGEMENT OF CHANGE
To:
Department:
19/02/2011 22/02/2011
(J Rahul)
I/c (C-HRD)
1 **
2 3 4 5
1. Enhanced thinking about the change
2. Able to appreciate the need for adaptation to change
3. Able to develop integrated concepts and requisite skills to

manage the change
4. Able to articulate vision, implement it and develop alternate
action choices
**
Name :
Design. :
To:

Ukku House
Max Nos.: 86466 / 86446

CENTRE FOR HRD
PROGRAM TITLE: PERSONAL EFFECTIVENESS FOR GROWTH (NON-EXECUTIVES)
To:
Department:
your valuable opinion.
Kindly send back this form to Centre for HRD within 15 days for further action at our end.

21/10/2013 22/10/2013
(J Rahul)
I/c (C-HRD)
1 **
2 3 4 5
1. Enhanced positive attitude and behavior
2. Enhanced commitment and enthusiasm towards productive

work culture
3. Enhanced motivation improving creativity thinking abilities
4. Able to manage stress, health & emotional aspects and work-

life balance
**
Name :
Design. :
To:

Ukku House
Max Nos.: 86466 / 86446
CENTRE FOR HRD
PROGRAM TITLE: STRATEGIES FOR TEAM BUILDING
To:
Department:
10/12/2010 11/12/2010
(J Rahul)
I/c (C-HRD)
1 **
2 3 4 5
1. Able to gain a deeper understanding about “Synergy”
2. Enhancement in understanding the factors for Effective Team

Work
3. Able to focus on “Leadership”
4. Able to involve in Team Building
**
Name :
Design. :
To:

Ukku House
Max Nos.: 86466 / 86446

CENTRE FOR HRD
Ref.No.: QMS/R/HRD/07 Date:
PROGRAM TITLE: TEAM WORKING
To:
Department:

(J Rahul)
I/c (C-HRD)
1 **
2 3 4 5
1. Able to gain an insight into the benefit of Team Work and
resulting “Synergy”
2. Able to focus the attention on the factors that govern Synergy
3. Able to enhance the Role and Attributes needed to be a good
Team Member
4. Able to provide an understanding of the role of a Leader
**
Name :
Design. :
To:

Ukku House
Max Nos.: 86466 / 86446

CENTRE FOR HRD
Ref.No.: QMS/R/HRD/07 Date:
PROGRAM TITLE: CHANGE FOR WIN-WIN
To:
Department:

(J Rahul)
I/c (C-HRD)
1 **
2 3 4 5
1. Able to improve inter-personal relations
2. Able to communicate better
3. Able to work in teams
4. Improved positive attitude
**
Name :
Design. :
To:

Ukku House
Max Nos.: 86466 / 86446
CHAPTER-5
QUESTIONNAIRE &ANALYSIS
HUMAN RESOURCE DEVELOPMENT: PRACTICES A STUDY IN
VISHAKHAPATNAM STEEL PLANT
QUESTIONNAIRE ON HUMAN RESOURCE DEVELOPMENT
RESPECTED SIR/MADAM,
I, K.Sri priyanka, a student of GODAVARI INSTITUTE OF ENGINEERING &

TECHNOLOGY,RAJAHMAHENDRAVARAM of JNTUK UNIVERSITY doing project on HUMAN RESOURCE
DEVELOPMENT at VSP. As a part of my project I’m required to conduct a survey to obtain feedback from employees
on HRD at VSP. This information so collected will be exclusively use for academic purpose and it shall be confidential
without revealing your identity, if you desire.
A) IDENTIFICATION
1. Name:
2. Gender: Male/Female
3. Age:______Years
4. Education Qualification:
5. Designation:
6. Department:
7. Years of experience:
a. 1-10 years b. 10-20 years c. 20-30 years d.>30 years

B) INSTRUCTIONS FOR FILLING THE QUESTIONNAIRE
Towards this I request your valuable unbiased response by filling out this form given below. Put tick mark at your
response.
SL QUESTIONS EXCELLENT VERY GOOD SATISFIED NOT

GOOD SATISFIED
1 The commitment of top
management to the HRD
practices at VSP
2 The practicing of open
communication system at VSP
helps in maintaining good
communication with employees
is
3 The implementing and success of
quality circles at VSP is
4 The impact of suggestions
schemes at VSP is
5 Reasonable opportunity is given
to express your ideas
6 At VSP employee’s satisfaction is
regularly is measured through
various surveys and make
necessary changes to improve is
7 Empowering employee’s through
various participative fora at VSP,
encourages employee’s to
participate in fulfilling their job
task are
8 VSP provides opportunities for
internal carrier advancement for
employees
9 Employee reorganization is based
on a fair and useful performance
evaluation system at VSP is
10 The usefulness of sharing of
knowledge by eminent speakers
through guest lectures at VSP
11 The introduction of multi skilling
concept for employee’s at VSP is
12 Practicing internal mobility for
employees
13 The training programme being
conducted by VSP helps in
employee development are
14 The overall teamwork at VSP is
15 How do rate VSP is a great place
to work for
16 Does your organization consider
training as a part of the
organization strategy
17 Employee status has increase in
the society
18 Management allows you to
express your views freely
19 Do you agree that training has
help you in performing your job
better
20 What is your opinion on faculty
available for training programs
Data Interpretation and Analysis
Here for the survey on human resource development was prepared where a
questionnaire was prepared with 20 questions which comprises options and was
distributed to all the employees of various departments in RINL.
Where we have taken 30 samples and the analysis was prepare
1) The commitment of top management to the HRD practices at VSP?
TABLE:
SL.NO RATING RESPONDENTS PERCENTAGE

1 Some extent 6 20
2 Large extent 10 33.3
3 Full extent 10 33.3
4 Not at all 4 13.3
30 100
TOTAL
INTERPRETATION: We can interpret that most of the respondents are having large extent and
full extent for the commitment of top management to the HRD practices
2) The practicing of open communication system at VSP helps in maintaining good

communication with employees is
S.NO RATINGS RESPONDANTS PERCENTAGE

1 SOME EXTENT 15 50
2 LARGE EXTENT 10 33.3
3 FULL EXTENT 3 10
4 NOT AT ALL 2 6.66
30 100
TOTAL
INTERPRETATION: We can interpret that most of the respondents are having some extent for
the practicing of open communication system
3) The implementing and success of quality circles at VSP is

1 SOME EXTENT 12 40
3 FULL EXTENT 7 23.3
4 NOT AT ALL 3 10
30 100
TOTAL
INTERPRETATION: We can interpret that most of the respondents are having full extent for
the implementing and success of quality circles at VSP.
4) The impact of suggestions schemes at VSP is

1 SOME EXTENT 10 40
4 NOT AT ALL 8 10
30 100
TOTAL
INTERPRETATION: We can interpret that most of the respondents are having large extent for
the impact of suggestions schemes at VSP
5) Reasonable opportunity is given to express your ideas

1 SOME EXTENT 15 50
4 NOT AT ALL 1 3.3
30 100
TOTAL
reasonable opportunity to express your ideas
6) At VSP employee’s satisfaction is regularly is measure through various surveys and make
necessary changes to improve is

1 SOME EXTENT 8 26.3
2 LARGE EXTENT 15 50
4 NOT AT ALL 2 3.3
30 100
TOTAL
measuring employee’s satisfaction through various surveys and make changes to improvement.
7) Empowering employee’s through various participative for a VSP, encourages employee’s

to participate in fulfilling their job task are

3 FULL EXTENT 14 50
4 NOT AT ALL 2 3.3
30 100
TOTAL
INTERPRETATION: We can interpret that most of the respondents are having large extent and
not at all for their job tasks.
8) VSP provides opportunities for internal carrier advancement for employees ?

1 SOME EXTENT 6 20
4 NOT AT ALL 0 0
30 100
TOTAL
internal carrier advancement for employees.
9)Employees reorganization is based on a fair and useful performance evaluation system at
VSP is

1 SOME EXTENT 6 20
4 NOT AT ALL 0 0
30 100
TOTAL
INTERPRETATION: We can interpret that most of the respondents are having large extent on a
fair and useful performance evaluation system at VSP.
10) The usefulness of sharing of knowledge by eminent speakers through guest lectures at
VSP

1 SOME EXTENT 6 20
3 FULL EXTENT 9 30
4 NOT AT ALL 5 16.6
30 100
TOTAL
sharing knowledge by eminent speakers through guest lectures.
11) The introduction of multi skilling concept for employee’s at VSP is

3 FULL EXTENT 9 30
4 NOT AT ALL 3 10
30 100
TOTAL
the employee’s multi skilling concept at VSP.
12) Practicing internal mobility for employees ?

1 SOME EXTENT 2 6.6
2 LARGE EXTENT 15 50
4 NOT AT ALL 0 0
30 100
TOTAL
the employees practicing internal mobility.
13) The training program being conducted by VSP helps in employees development are

3 FULL EXTENT 9 30
4 NOT AT ALL 4 13.3
30 100
TOTAL
the training programs to employee development
14) The overall teamwork at VSP is

4 NOT AT ALL 5 16.6
30 100
TOTAL
the overall teamwork at VSP
15) How do Rate VSP is a great place to work for employees

2 LARGE EXTENT 0 0
3 FULL EXTENT 0 0
4 NOT AT ALL 20 66.6
30 100
TOTAL
the a great place to work at VSP
16) Does your organization consider training as a part of the organization strategy

1 SOME EXTENT 3 10
4 NOT AT ALL 0 0
30 100
TOTAL
INTERPRETATION: We can interpret that most of the respondents are having large extent
for training as a part of the organization strategy

17) Employee status has increased in the society

4 NOT AT ALL 1 3.3
30 100
TOTAL
INTERPRETATION: We can interpret that most of the respondents are having full extent for
the employee status has increase in the society
18) Management allows you to express your views freely

1 SOME EXTENT 3 10
4 NOT AT ALL 0 0
30 100
TOTAL
management allows to express the views freely
19) Do you agree that training has helps you in performing your job better

3 FULL EXTENT 12 40
4 NOT AT ALL 0 0
30 100
TOTAL
performing the job
20) What is your opinion on faculty available for training programs ?

4 NOT AT ALL 2 6.6
30 100
TOTAL
opinion on faculty available for training programs.
CHAPTER-6
 FINDINGS
 SUGGESTIONS
 CONCLUSIONS
FINDINGS
 MD group has successfully implemented all the objectives it has been adhered to.
 Significance of MD group lies in the conduct of Internal & External Programs where it
has been a fore frontier
 The in-house activities are growing gradually over the previous years in terms of
numbers.
 The number of students enrolled for project work are also on a gradual shift generating
more revenue than the previous years.
 The external programs include the faculties of external bodies who conduct programs on
a weekly basis and thus the overall development of the employee comes to the picture.
 finally the guest lectures by eminent personalities/technicians only adds value to the
overall development of the employee.
SUGGESTIONS
The management development group has been functioning at its best with all the activities and
programs intact. The QC are achieved almost thrice than its target and same goes to the
“SrujanVikas” which is almost double to its target. The eminent personalities from various fields
of management not only act as a backbone to the overall development of the employee but also
provides a scope for the future development of oneself. The “Samalochana” sessions can be done
twice a quarter if the stipulations permits so that there could more interactions between the
executives and non-executives.
CONCLUSION
The Management Development of Visakhapatnam Steel Plant has gone for both forward and
backward integration. The strategic interests of the organization are to the met by all it policies
and programmes. The Visakhapatnam Steel Plant is under expansion programme and its
contribution to the society is commendable
CHAPTER-7
 BIBLIOGRAPH Y
BIBLIOGRAPHY
Books:
1. Dr Rama Kanta K. Patra (2011), Strategic Human Resource Management and
Organizational Development, New Delhi: Himalaya Publishing House.
2. Rajesh Viswanathan (2010), Strategic Human Resource Management, New Delhi: Himalaya
Publishing House.
3. P. Subba Rao (2004), Personnel and Human Resource Management, New Delhi: Himalaya
Publishing House.
4. William B. Wrther& Keith Davis, Human Resources & Personnel Management, Singpore:
Mc Graw - Hill.
5. Dipak Kumar Bhattacharyya (2009), Human Resource Management, New Delhi: Excel
Books.
Journals, Magazines &Manuals:

1. V.S.P. Library
2. Annual report RINL / VSP 2012-13
3. “Ukkuvani” – The in-house journal of V.S.P.
4. Monthly manpower study by Management Services department
5. Personnel manual of Personnel department of V.S.P
6. Q M S manual of Personnel department of V.S.P
Website:
1. http://www.vspsite.org
2. http://www.buseco.monash.edu.au
3. www.ijhssnet.com/journals
4. http://en.wikipedia.org
5. http://hr.ucr.edu
6. http://www.investorwords.com
Abbreviations:
BF - Blast furnace
CCD - Continuous casting department
CO & CCP - Coke oven and coal chemical plant
ISO - International standards organization
LMMM - Light and medium merchant mill
MIS - Management information system
MMSM - Medium merchant structural mill
mpta - Million tons per annum
mt - Million ton
MW - Mega watts
OHSAS - Occupational health and safety assistant series
PSE - Public sector enterprise
QSHE - Quality safety health & environment
RH - Reheating
RINL - Rashtriyaispat Nigam Limited
RMHP - Raw material handling plant
SBM - Special bar mill
SM - Structural mill
SMS - Steel melt shop
TG - Turbo generator
TPP - Thermal power plant
WRM - Wire rod mill

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A study on

“HUMAN RESOURCE DEVELOPMENT”

RASHTRIYA ISPAT NIGAM LIMITED, VISAKHAPATNAM

Project report Submitted for the

partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

KADALI SRI PRIYANKA

(Reg. No. 17551E0035)

Under the esteem guidance of

DEPARTMENT OF MANAGEMENT STUDIES

GODAVARI INSTITUTE OF ENGINEERING AND TECHNOLOGY

(Permanent Affiliation To JNTUK, Kakinada, approved by AICTE, Accredited by NBA) 2017-19

KADALI SRI PRIYANKA

Department of Human Resource Development

RINL, VISAKHAPATNAM STEEL PLANT

Dr. O.R.M. RAO

Department of Human Resources Development

RINL, VISAKHAPATNAM STEEL PLANT

I would like to express my profound sense of gratitude to Dr.O.R.M.RAO, Assistant

I earnestly express my sincere gratitude to Mr. O.R.M.RAO (HRD) Department for

I express my sincere thanks to Dr P R K RAJU Director, GIET Rajahmundry for extending

With kind Regards,

KADALI SRI PRIYANKA

 INTRODUCTION TO THE SUBJECT

 OBJECTIVE OF THE STUDY

 NEED FOR THE STUDY

 SCOPE OF THE STUDY

 LIMITATIONS OF THE STUDY

Human Resource Management

Need for the project:

o Poor performance – appraisal may reveal gaps in the performancee of an individual or

Levels of HRD needs:

METHODOLOGY OF THE STUDY:

Sources like books, publications, journals and office records.

Statistical Tool Used

Percentage = (No. of respondents / total number respondents)*100

Inadequate Development Programs:

PROBLEM OF STEEL INDUSTRY

LACK OF TECHNICAL PROBLEMS

GOVERNMENT CONTROL AND PRICING POLICY

Growth of Steel Industry

1. 1830 Osier Marshall heather constructed the first manufacturing plant at

5. 1911 TISCO started production

6. 1918 TISCO was founded

7. 1940-1950 Formation of Mysore iron and steel initiated at Bhadravathi in

11. 1964 Bokaro Steel Plant came into existence

Steel Plants with Foreign Collaborations:

1. Rourkela Steel Plant West Germany

Annual Productions at Various Steel Plants:

1. Rourkela Steel Plant West Germany 7,20,000 tonnes

3. Durgapur Steel Plant Britain 8,00,000 tonnes

1 Rourkela Steel Plant 1.0 1.8

2 Bhilai Steel Plant 1.1 2.5

3 Durgapur Steel Plant 1.0 1.6

4 TISCO 1.0 2.0

S.No Year Growth

1. 20.01.1971 The foundation stone of plant was laid by Smt. Gandhi