A STUDY ON TRAINING AND DEVELOPMENT

IN
VISAKHAPATNAM STEEL PLANT
VISAKHAPATNAM

RASTRIYA ISPAT NIGAM LIMITED

Project report submitted in partial fulfilment of the requirement for the award of

MASTERS IN BUSINESS ADMINISTRATION

Submitted by

B. MANASA KALYANI

(121823602035)

Under the guidance of

Dr. B. KRISHNA KUMARI

Assistant professor

GITAM Institute of Management

GITAM (DEEMED TO BE UNIVERSITY)

(Established U/S 3 of UGC Act, 1956)

VISAKHAPATNAM - 530045

2019-2020

1
 DECLARATION

I, B. MANASA KALYANI, a student of Masters of Business Administration (M.B.A.),

GITAM Institute of Management (GIM), GITAM University, Visakhapatnam hereby declare
that the project report entitled “A STUDY ON TRAINING AND DEVELOPMENT
ACTIVITIES”. With regard to Rashtriya Ispat Nigam limited, Visakhapatnam Steel
Plant, Visakhapatnam is a genuine work done by me in partial fulfilment for the
requirement of the degree of Masters of Business Administration. I confirm this has not been
published or submitted elsewhere for the award of any degree in part or in full.

Name: B. MANASA KALYANI

Date:

(Signature)

2
 ACKNOWLEDGEMENT

The report would be incomplete without mentioning certain individuals whose

guidance and encouragement have been of immense help to complete this report.

I am greatly indebted to Prof. P. Sheela, Principal of GITAM Institute of

Management, who gave me the valuable opportunity of involving myself in such project
assignment.

I express my heartfelt thanks to my program coordinator, Dr. Y.V.V.S.S.S Vara

Prasad for his constant encouragement in completion of the project work successfully.

I take this opportunity to place on record my sincere thanks to Dr. B. Krishna

Kumari, for being my supportive guide and helping me to complete the project successfully
in time.

A final word of thanks goes to my Parents, Friends for their moral support during this
project which lead to completing the project successfully in stipulated time.

3
 CERTIFICATE BY GUIDE

This is to certify that this project entitled “A STUDY ON TRAINING AND

DEVELOPMENT IN RASHTRIYA ISPAT NIGAM LIMITED,
VISAKHAPATNAM, with special reference to GITAM University in partial
fulfilment of the requirements for the degree of MASTER OF BUSINESS
ADMINISTRATION, is the bonifide work done by Ms. B. MANASA KALYANI
(121823602035) and has been carried out under my guidance and supervision.

Name of the guide: Dr. B. Krishna Kumari Signature of guide

Designation:

GITAM (DEEMED TO BE UNIVERSITY)

Visakhapatnam

4
 CONTENTS

CHAPTER – 1 Page No’s

 INTRODUCTION 7
 NEED FOR THE PROJECT 8-9
 OBJECTIVES OF THE PROJECT 9-10
 METHODOLOGY 9
 LIMITATIONS 10

CHAPTER – 2

 INDUSTRY PROFILE 12- 16

 COMPANY PROFILE 17- 29

CHAPTER – 3

 THEORETICAL FRAME WORK 30- 57

 TRAINING AND DEVELOPMENT 57- 74
ACTIVITIES IN THE ORGANIZATION

CHAPTER – 4

 DATA ANALYSIS & INTERPRETATION 76 - 89

CHAPTER – 5

 FINDINGS 91
 SUGGESTIONS & SUMMARY 92
 CONCLUSION 92-94

BIBILOGRAPHY 96

5
 CHAPTER → 1

 INTRODUCTION 7
 NEED FOR THE PROJECT 8-9
 OBJECTIVES OF THE PROJECT 9-10
 METHODOLOGY 9
 LIMITATIONS 10

6
INTRODUCTION:

Every organization needs to have well-trained and experienced people to perform

the activities that have to be done. It is necessary to raise the skill levels and increase the
versatility and adaptability of employees. Inadequate job performance or a decline in
productivity or changes resulting of job redesigning or a technological breakthrough requires
some type of training and development efforts. As the jobs become more complex the
importance of employee development also increases. In a rapidly changing society,
employee training and development are not only an activity that is desirable but also an
activity that an organization must commit resources to if it is to maintain a viable and
knowledgeable work force.

“Training is often interpreted as the activity when an expert and learner work together to
effectively transfer information from the expert to the learner (to enhance a learner’s
knowledge, attitudes or skills) so the learner can better perform a current task of job”

“Development is often viewed as a broad, ongoing multi-faceted set of activities (training

activities among them) to bring someone or an organization up to another threshold of
performance.” This development often includes a wide variety of methods, e.g., orienting
about a role, training in a wide variety of areas, training on the job, coaching, mentoring and
forms of self-development. Some view development as a life-long goal and experience.

Training and development can be initiated for a variety of reasons for an Employee or group
of employees, example:

 When a performance appraisal indicates performance, improvement is needed to

“benchmark”.
 The status of improvement so far in a performance improvement effort.
 As part of succession planning to help an employee be eligible for a planned change
in role in the organization.
 Pilot studies (or) test, the operation of a new performance management system.
 Train about a specific topic.
 Supervisors to conduct training among employees.

These reasons include:
 Increased job satisfaction and morale among employees
 Increased employee motivation
 Increased efficiencies in processes, resulting in financial gain
 Increased capacity to adopt new technologies and methods
 Increased innovation in strategies and products
 Reduced employee turnover
 Enhanced company image, e.g., conducting ethics training, positive attitude, inter
personal skills.
 Risk management e.g., gender sensitivity, diversity training

OBJECTIVES:

7
  Enhance Employees Competence through Training & Development
 Work towards creating of Learning Organization with opportunities for personal
Growth and Career Progression.
 To study the genesis and concept of human resource development with particular
reference to training and development.
 To portray the organizational profile of Visakhapatnam steel plant (VSP) with focus on
HRD department.
 To access and analyze the training and development programs in VSP.
 To evaluate the training program.
 To appraise the executive department programs in the organization.
 To determine whether the training programs are meeting the objectives of the
management.
 To make necessary suggestion to bring about meaningful relationship between
training and development efforts and efficiency of organization.

NEED FOR THE STUDY:

Training is the most important technique of human resource development. As

stated earlier, no organization can get a candidate who exactly matches with the job
and the organizational requirements. Hence, training is the most important to
develop the employee and make him suitable to the job.
Job and organizational requirements are not static; they are changed from
time to time in view of the technological advancement. Trained employees would be
valuable asset to an organization.
 Training is important, as it constitutes significant part of management.
 The Human Resource Department is involved in activities that lead to the Efficient &
Effective Management of Human Resources.
 The Department identifies & develops Existing and Potential Human resources
towards meeting Organizational Needs.
 The Department is committed to attaining Continuous Improvement in meeting its
Customer Requirements.
 Improves profitability and more positive attitudes towards profits orientation.
 Improves the job knowledge and skills at all levels of the organization.
 Improves the morale of the workforce.
 Helps people identify with organizational goals.
 Helps to create a better corporate image.
 Fastens authenticity, openness and trust.
 Improves the relationship between Boss and Subordinate.
 Aids in organizational development
 Helps to prepare guidelines for work.
 Provides information for future needs in all area of information.
 Helps effective decision-making and problem solving.
 Aids on development for promotions.
 Develops leadership skills, motivation, loyalty, better attitude and other aspects
that successful worker and manager usually display.
 Aids in increasing productivity and quality of work.
 Improves labour management relation.
 Helps employees adjust to change.

8
SCOPE OF THE STUDY:
The study covers various aspects like employee details, work nature, job specification
and knowledge and personality development of employees of the organization. It also covers
job nature of technical, behavioral, awareness and various aspects of training programs
conducted by the personnel department.

The study has a scope of learning about the various programs organized by the
personnel department till date and the programs which they are going to organize and also
the analytical based programs which we will be suggested based upon the survey.

To know the function of the organization as a whole and as well to know how the
policies are made and implemented and conveyed to the employees. The study is to know in
brief about the following departments.

 Training and Development Center.

 Human Resource Development Department.

Following departments were approached for survey during the project: -

 Steel Melting Shop

 DNW [ Distribution NetWork]
 Water Management Department
 Energy Management Department
 Blast Furnace Area Work Shop
 Sinter Plant

METHODOLOGY:

The present study will get the data from two types of Methodologies.
 PRIMARY DATA
 SECONDARY DATA

For this project, primary data was collected from the employees of the organization. The
basic approach for the collection of primary data is by conducting a survey with the help of a
questionnaire.

Towards the accomplishment of the said objectives, information would be obtained from
primary as well as secondary data sources; Primary data will be generated by way of meeting
different executives concerned with training and development programs. Also, a survey on
training program is conducted by means of a questionnaire to derive the training
programmes effectiveness at VSP. Efforts will be directed in obtaining the view of
employees/ executives who got trained in the in-house/outside training programmes.

Secondary data is such data, which is already published, collected for some purpose other
than the one confronting the researcher at a given point of time.

Information pertaining to training and development programs organized over a period

will be obtained by way of referring to record of the statistical departments, personal
department, and training and development departments. In-house magazines, journals,
newspapers, any other published materials will be referring to in collection of necessary
data.

9
For this project, the secondary data was collected from the following:

 VSP website
 Library
 Annual calendars
 In-house magazines
 Journals, etc.

LIMITATIONS:
Limitations of the present study are specified below:

The findings of the present study cannot be generalized as they are based
purely limiting to the one unit of this singular organization without giving any comparisons
to the practices in similar industry. Being a company spread all over India, for all practical
reasons and limitations, we may not be able to travel to all Steel Plant units. Thus, this study
limits to the Visakhapatnam Steel Plant, Visakhapatnam only.

This study is more of professional oriented. Hence it cannot be constructed to denote

and / or purported to standardize as a model for this project.

The study is confined to Visakhapatnam Steel Plant with specific reference to training and
development programs. In view of time constraint, the study will be for a shorter period.
Information regarding the outcome of training and development programme will be
evaluated on general terms but not on scientific terms.

 The time constraint is there to study all the policies of VSP, as it is a very vast
topic.
 Sample size collected is not very large.
 Subjectivity on this part in interpretation and analysis.

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 CHAPTER→2

 INDUSTRY PROFILE 12-16

 COMPANY PROFILE 17-29

INTRODUCTION TO STEEL INDUSTRY IN INDIA

RASHTRIA ISPAT NIGAM LIMITED

11
 The Government of India has decided to set up an integrated 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 taken by
the then Prime Minister Smt. Indira Gandhi. The Prime Minister laid the foundation stone
on 20th January 1971.
Visakhapatnam Steel Plant, the first coast-based Steel Plant of India is located, 26
KM South West of city of Destiny i.e. Visakhapatnam. Bestowed with modern technologies,
VSP has an installed capacity of 5.5 Million tons per annum of Liquid Steel and 5 Million tons
of saleable steel. VSP has become the first integrated Steel Plant in the country to be
certified to all the three International Standards for Quality (ISO-9001), for Environment
Management (ISO-14001) & for Occupational Health & Safety (OHSAS-18001).
The Government of India and USSR signed an agreement on 12 th June 1979 for
the co-operation in setting up 7.5 million tones integrated Steel Plant. The project was
estimated to cost to Rs. 3,897.28 crores based on prices as on 4 th 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 1 st
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 are of the international levels and attained high labour
productivity. Hence the organizational manpower has been rationalized. The
manpower in the VSP has been limited to 17, 566 employees as of April,2019.

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 were constructed in the public sector in the post independence era.

Steel Plants with Foreign Collaborations

Collaboration Capacity of Finished

S No Plant
Steel Products

1. Rourkela Steel Plant West Germany

2. Bhilai Steel Plant Erstwhile USSR
3. Durgapur Steel Plant Britain
4. Bokaro Steel Plant Erstwhile USSR

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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 to the unemployed. Presently India is operating with open-
hearth furnaces. The existing equipment and labour in Indian Steel industry are much low
than the developed countries

Indian Steel industry generates a significant amount 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 industry has 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 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 of steel in
significant quantity is started after 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 tones per year, which was raised to 9.0
million tones of target by the seventies.

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.

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 were almost completely state regulated.
Both prices and distribution of steel were under the control of Govt. The Govt. decided to

13
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 Raj 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
Osier Marshall heather constructed the first
1. 1830 manufacturing plant at port-motor in Madras
presidency.
2. 1874
James Erskine founded the Bengal frame works.
3. 1899 Jamshed ji 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
Bhadravati in Karnataka
8. 1951-1956 First five-year plan – 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 plan – 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 programmed

were actively existed during this period

14
13. 1969-74 Fourth five-year plan - 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 24 th 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 plan – 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 plan – 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 plan – Restructuring of

Visakhapatnam Steel Plant and other public sector
undertakings.

Annual Productions at Various Steel Plants

15
 S Plant Collaboration Capacity Annual
No of Finished Steel Production
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

COMPANY PROFILE
A BRIEF PROFILE OF VISAKHAPATNAM STEEL PLANT

BACKGROUND:

16
 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 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 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. Indira 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. Narsimha Rao

VSP Technology: State-of-the Art

 7 meters 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

17
 Steel Products By-Products By-Products
 E
Angles Nut Coke Granulated Slag xt
Billets, Wire Rods Coke Dust Lime Fines e
Channels, Flats Coal Tar, Benzene Ammonium Sulphate n
Beams, Rounds Anthracene Toluene si
Squares, Rebars HP Naphthalene Xylene, Wash oil v
e
waste heat recovery systems
 Comprehensive pollution control measure

Vision 2025:
To be the most efficient steel maker having the largest single location sea-based steel plant
in the country.

OBJECTIVES:
 Achieve Gross Margin to Turnover ratio > 10%
 Plan for finishing mill to integrate with 7.3 Mt capacity and commission the
same by 2017-18.
 Achieve rated capacity of new & revamped units by 2017-18.
 Capture markets for high-end value-added products by focusing on sector
specific applications and customer needs.
 Achieve leader ship in Energy consumption by achieving 5.6 GCAL/tCS by
2017-18.
 Globalisation of operations through acquisitions of mines and setting up of
marketing net work abroad.
 Diversify through operationalizing of Bhilwara Mines, setting up of
Pelletization plant, DRI-EAF unit, Wheel & Axle Plants.
 Create a high performance and safe work culture by nurturing talent and
developing leaders.
 To grow in harmony with the environment & communities around us.

CORE VALUES:
Initiative : Have a self- propelled & proactive approach.

Decisiveness : Decide with speed& clarity.

Ethics : Be consistent with professional & moral values.

Accountability : Take responsibility for actions.

Leadership : Lead by example.

Speed : Demonstrate swiftness and efficiency we do.

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Major Sources of Raw Materials

Raw Material source Source

Iron Ore Lumps & Fines Bailadilla, MP
BF Lime Stone Jaggayyapeta, AP
SMS Lime Stone UAE
BF Dolomite Madharam, AP
SMS Dolomite Madharam, AP
Manganese Ore Chipurupalli, AP
Boiler Coal Talcher, Orissa
Coking Coal Australia
Medium Coking Coal (MCC) Gidi/ swang/ Rajarappa/ Kargali

Water Supply:
Operational water requirement is being met from the Yeluru water supply Scheme.

Power Supply:
Operation power requirement is being met through Captive Power Plant.
MAJOR DEPARTMENTS:

1. RAW MATERIAL HANDLING PLANT (RMHP)

Visakhapatnam Steel Plant requires quality materials viz, Iron Ore, fluxes (lime stone,
dolomite), coking and non-coking coals etc, for producing liquid steel. To handle such a large
volume of incoming raw materials received from different sources and to ensure timely
supply of consistent quality of feed materials to different VSP consumers, raw material
handling plant serves a vital function. This unit is provided with elaborate uploading,
blending, stacking& reclaiming facilities viz. wagon tipplers, ground and track hoppers, stock
yards crushing plants, vibrating screens, twin boom stickers and blender re claimers.

2. COKEOVENS & COAL CHEMICAL PLANT (CO&CCP):

Blast furnaces, the mother units of any steel plant require huge quantities of strong,
hard and porous solid fuel on the form of hard metallurgical coke for supplying necessary
heat for carrying out the reduction and refining reactions besides acting as a reducing agent.

Coke is manufactured by heating of crushed coking coal (< 3mm) in absence of air at
temperature of 1000 degrees centigrade and above for 16 to 18 hours. A coke oven
comprises of two hollow chambers namely coal chamber and heating chamber a gaseous
fuel such as blast furnace gas; coke oven gas etc is burnt. The heat so generated is conducted

19
through the common wall to heat and carbonize the coking coal placed in the adjacent coal
chamber.

At VSP there are FOUR coke oven batteries, 7mt tall and having 67 ovens each. Each
oven is having a volume of 41.6cu.mt & can hold up to 31.6 tons of dry coal charge. The
carbonization takes place at 1000-1050 degree centigrade in absence of air for 16 to 18
hours.

Red hot coke is pushed out the oven and sent to coke dry cooling plants for cooling
to avoid its combustion. There are three dry cooling plants (CDCP) each having a 4 cooling
chambers.

The capacity of each cooling chamber is 50 to 52 TPH. Nitrogen gas is used as the
cooling medium. The heat recovery from nitrogen is done by generating steam and
expanding in two back pressure turbines to produce 7.5 power each. The coal chemicals
such as Benzol, tar, ammonium sulphate etc are extracted in coal chemical plant from CO
gas. The gas is used as by product fuel by mixing it with gases such as BF gas, LD gas etc.

3. SINTER PLANT (SP):

Sinter is a hard-porous ferrous material obtained by agglomeration of iron ore fines,
coke breeze, and lime stone fines, metallurgical wastes etc.

Sinter is a better feed-material to blast furnace in comparison to iron ore lumps and
its usage in blast furnaces help in increasing productivity, decreasing the coke rate
&improving the quality of the hot metal produced. Sintering is done in 3 sinter machines of
Dwight Lloyd type by heating the prepared feed on a continuous metallic belt made of
pallets at 1200-1300 deg c.

Hot sinter discharged from sintering machine is crushed to +5mm-50mm size

and cooled before dispatching to blast furnaces. The dust laden air from the machines are
cleaned in the scrubbers and electro static precipitators to reduce the dust contents to
100mg/m3 level before allowing to escape in to the atmosphere and thus helping in
maintaining a clean and dust pre-environment.

4. BLAST FURNACES (BF):

Hot metal is produced in blast furnaces which are tall vertical furnaces. The furnace
is named blast furnace as it runs with blast with high pressure and temperature. Raw
materials such as sinter/iron ore/ lumps, fluxes and coke are charged from the top and hot
blast at 1100 deg c – 1300 deg c and 5.75 kg pressure is blown almost from the bottom. The
furnaces are designed for 80% sinter in the burden.
VSP has THREE 3800 cu. meters. Blast furnaces equipped with Paul worth bell less
top equipment with conveyor charging named as Godavari and Krishna after the two rivers
of A.P.
5. STEEL MELTING SHOP:
Steel is an alloy of iron with carbon up to 1.8%, hot metal produced in blast furnace
contains impurities such as carbon silicon manganese silver and phosphorus is not suitable

20
as a common engineering metal. To improve the quality the impurities are to be eliminated
by oxidation process.

VSP produces steel employing of top blown oxygen converters called L.D. Liquid steel
produced in L.D. converters are solidified in the form of blooms in continuous bloom casters.
To homogenize the steel and to raise its temperature if needed steel is first routed through,
organ releasing station input (injection refining and up temp) / ladle furnaces. VSP has at
present, 5 LD Converters.

6. LIGHT AND MEDIUM MERCHANT MILL (L.M.M.M.):

LMMM comprises of two units. in the billet down mill 250 x 320mm size blooms are
rolled into billets of 125 x 125 mm size. After heating them into two nos. of beam furnaces
of 200 tones capacity each. These billets are supplied from this mill to bar mill of LMMM and
wire rod mill.

The billets for rolling in bar mill or LMMM are first heated in two strand roller earth
furnaces of 200 t/h capacities to temp. Of 1150 deg c to 1200 deg c. the mill is facilitated
with temp. Core heat treatment technology evaporative cooling system in walking beam
furnaces, automated piling and bundling facilities and computerization.
This mill designed to produce 7, 10,000 tons per annum of various finished products
such as rounds, rebars, squares, flats, angles, channels.

7. WIRE ROD MILL (WRM):

Wire rod mill is a four strand, 25 strands; fully automated and sophisticated mill. The
mill has a four-zone combination type reheating furnace for heating the billets received from
billet mill or LMMM or rolling temp. of 1200 deg c. the mill produces rounds in 5.5 – 12mm
range and re bars in 8-12mm range. The mill is equipped with standard and retarded
stelmore lines for producing high quality wire rods in low medium and high carbon grade
meeting the stringent national and international standards.

8. MEDIUM MERCHANT AND STRUCTURAL MILL (MM&SM):

This mill is a high capacity consisting of 20 strands arranged in three trains. The feed
material to the mill is 250 x 250 mm size bloom which is heated to rolling temp. of 1200 deg
c in two walking beam furnaces. The mill is designed to produce 8, 50,000 tones /annum of
various products such as rounds, squares, flats, angles, channels, t-bars, IPE beams/he
beams.

9. ROLL SHOP & REPAIR SHOP (RS & RS):

Roll shop & Repair shop is in the complex of Rolling mills catering to the needs of
mills in respect of roll assemblies, guides few maintenance spares and roll pass design.
Geographically this dept. is in three areas as Roll shop-1, Roll shop-2 and Area Repair Shop.
The main activity of this shop is Roll pass Design, grooving of rolls, assembly of rolls with
bearings. Preparation of guides and their service and manufacture/repair of mill
maintenance spares.

21
 For the first time in the country, VSP has adopted CNC technology for grooving of
steel rolling mill rolls. High constant respective accuracy, higher productivity, use of standard
tool for any groove turning, elimination of the use of different templates, easier to
incorporate groove modification etc., are some of the advantages of CNC lathes over the
conventional one.

The Roll Pass design section takes care of design of grooves for development of new
sections, modification of existing pass designs for improving the productivity and quality.
Preparation of rolling schedules, groove detail and distribution and template drag, part
programming for grooving of rolls on CNC lathes. This section also looks after procurement
of rolls, establishment and improvement of their performance, failure analysis of rolls etc.

10.WRM (Wire Rod Mill)-2

With the availability of Comcast products from New Steel Melt Shop, a new double
stand wire Rod Mill is being installed to produce 600,000 tons per year of plain rods in coil
form in the size range of 5.5 mm dia.to 20 mm dia. The mill shall be designed keeping
provision for producing 750,000 tons per year in future.

11.SBM (Special Bar Mill)

The special bar mill will produce about 7,50,000 tons per year of plain rounds in the
straight length and in coil from in about 5200 hours

The bar size shall be in the range of 20mm to 45mm with a provision to
roll 16 mm and 18 mm rods.

The mill will be kept in the mill for producing 9,00,000 tons per year of
special bars when the market demand increases.
Coke Ovens & Cool
Raw Materials Sinter Plant
12.STM (Structural Mill)
Handing Plant
Chemical Department

The structural mill will produce 700,000tons per year of structural in

straight lengths.
Blast Furnace
The structural mill shall be able to produce Beam depth between 100mm
to 175mm.

The mill shall be operated in 3 shifts per day and 300 days in a year.
Provisions shall be made for production of 850,000
Converter Shop tons in 5,000 hours.

Continuous Casting

Machines
PRODUCTION FLOW CHART

Light Medium Merchant

Mill & SBM
22
Wire Rod Mills 1&2 MMSM & STM

PLAN (6.3 MTPA stage)

Product Production Capacity (MTPA)

Hot Metal 6.5

Liquid Steel 6.3
Wire Rods – 1 1.05
LMMM 0.9
MMSM 1.05
Wire Rods - 2 0.6
Special Bar 0.75
Mill
Structural Mill 0.7

OHSAS- 18OO1 CERTIFICATION:

Visakhapatnam Steel Plant (Vizag Steel) is an ISO 9001, ISO 14001, and OHSAS 18001,
certified public sector organization in India. It is the only steel plant in India, which had all

23
the three certificates. This paper reviews key aspects like hazard identification and risk
assessment (HIRA) carried out in 50 departments for physical, chemical and Biological
hazards, risk control measures taken, dissemination of occupational risk management
information to 17,566 workforces as a part of OHSAS 18001 certification process.

It is widely recognized that the work itself and the work environment are factors are
paramount importance for health and well-being of the working and general population.
Most industrial jobs are inherently associated with certain working conditions which are
inimical to health and workers exposed to them sooner or later succumb to their adverse
influence unless adequately protected. The principles of occupational risk management may
be the same in developed and developing countries. However, there can be a wide diversity
in practice. A major trend in the regulation of industrial risks to human health and the
environment is the provision of relevant information to all stakeholders and risk bearers. The
British Standard Institute (BSI): Occupational Health and Safety Assessment Series (OHSAS)
specification provide theoretical insights to enable an organization to control its
occupational health and safety (OH&S) risks and improve its performance.

We summarize the role of occupational health services department in hazard

identification, risk assessment and risk control at various working environments with an
emphasis on continual improvement and occupational risk management.

HUMAN RESOURCES

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
endeavor 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.
 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.

HRD OBJECTIVES OF VISAKHAPATNAM STEEL PLANT:

 To provide initially a suitable match between employee competence level and

company’s work requirements

24
  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:

25
 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

26
 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
technologies 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.

MAN- POWER PROFILE OF VSP

S No Category of Employees No of Employees

(as on 31-03-2016)
1 Executives 6085
2 Non-Executives (Charge man, Technicians, 11788
Ministerial Staff and Khalasis
Total 17873

PERFORMANCE INFORMATION

PRODUCTION PERFORMANCE: (‘000 TONNES)

YEAR HOT METAL LIQUID STEEL SALEABLE STEEL

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 3310 2990
2012-13 3814 3250 2990
2013-14 3769 3391 3016
2014-15 3780 3297 3017
2015-16 3975 3641 3513

27
 2016-17 4385 4175 3847
2017-18 5132 4970 4500

COMMERCIAL PERFORMANCE (Rupees in Crores)

YEAR SALES TURNOVER DOMESTIC SALES EXPORTS

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 11272 245
2011-12 14462 14101 361
2012-13 13553 12955 598
2013-14 13488 10810 865
2015-16 12271 11085 1186
2016-17 12707 - -
2017-18 16,625 14,900 1,725

Achievements & awards:-

The efforts of VSP have been recognized in various forums. Some of the major awards
received by VSP are in the area of energy conservation, environment protection, safety,
Quality, Quality circles, Rajbhasha, MOU, sports related awards and a number of awards at
the individual level.

Some of the important awards received during 2016 by VSP are indicated below:
# Corporate Vigilance Excellence Award for the year 2015-16 (3 rd time)

# PM’s Shram Awards for Rinl-2 Employees

# ISO 27001 Certificate awarded to RINL

# TOLIC – Town Official Language Implementation Committee (TOLIC) Rajbhasha shield First
Prize 2015-16

# IIIE Performance Excellence Award-2015 under Organization category

# National Vigilance Excellence Award-2016 (5th time)

# In ICQCC -2016 (International Convention on Quality Control Circles at Bangkok, Thailand),

3 QC and 2 kaizen teams have won Gold Medals.

# RINL Bags Rajbanshi Keerthi Puraskar for the year 2015-16

28
# RINL- 4 Employees bag Vishwa Karma Rastriya Puraskar (VRP) Awards

# Shri P. Madhusudan, CMD certified with best CEO Award during NATCOM-2016
(Convention in Materials Management)

# RINL bags QCFI Award for Best PSU-2016 (6th time)

Today, VSP is moving forward with an aura of confidence with pride amongst its employees
who are determined to give their best for the company to enable it to reach new heights in
organizational excellence.

29
 CHAPTER – 3

 THEORETICAL FRAME WORK 30- 57

 TRAINING AND DEVELOPMENT 57- 74

ACTIVITIES IN THE ORGANIZATION

THEORETICAL FRAME WORK

Defining training: -

According to Filippo, “training is the act of increasing the Knowledge and skills of an
employee for doing a practical job”.

30
 Training and development progress perform vital functions with in public
organizations. Few new employees in an agency or department can immediately perform
the task for which they were hired. Also, employees must acquire new skills and abilities
to meet new demands and responsibilities.

Training and development programs include any planned efforts by the organization
to poster and enhance the learning of job – related behavior by employees. Training efforts
generally have specific, short – term task –related goals. In contrast, development programs
have broad, long – term, organization – related goals.

Training and development are related to personal functions such as: - Firstly
Recruitment and Selection procedures affect the amount of training Required for new
employees and the capacity of employees to benefit from training. If recruitment and
Selection provide good hires, there is less demand for training.

Second, job analysis is directly related to training and development.

Thirdly, performance appraisals are very important in designing and evaluating

training and development efforts.

Finally, Training and development are related to organizational development,

which is concerned with the organizational overall health and effectiveness.

A study of training and development in the Indian steel industry brings out various
dimensions of building up skilled manpower in the field of management as well as
technology in the country, which made a very nebulous in the technology.

Basic Information and Definition

Information
At its most basic form, a piece of information about something is a “unit of awareness”
about the thing. (A field of philosophy, epistemology, includes analysis of what is really
information and what isn’t. This field might visit the question: “If a tree falls in the forest,
does it make a sound?”) Some people think that this awareness occurs only in the brain and,
therefore, usually comes from some form of thought. Other people also accept information
as a form of realization from other forms of inquiry, e.g., intuition.

Knowledge

Knowledge is gleaned by organizing information. Typically, information evolves to knowledge

by the learner’s gaining context, perspective and scope about the information.

Skills

31
Skills are applying knowledge in an effective and efficient manner to get something done.
One notices skills in an employee by their behaviors.

Task

A task is typically defined as a unit of work, that is, a set of activities needed to produce
some result, e.g., vacuuming a carpet, writing a memo, sorting the mail, etc. complex
positions in the organization may include a large number of tasks, which are sometimes
referred to as functions.

Job

A job is collection of tasks and responsibilities that an employee is responsible to conduct.

Jobs have titles.

Role

a role is the set of responsibilities or expected results associated with a job. A job usually
includes several roles.

Learning

Typically, learning is viewed as enhancing one’s knowledge, understanding or skills. Some

people see learning as enhancement to one’s knowledge, awareness and skills. Some
professionals view learning as enhancing one’s capacity to perform. Some view learning as a
way of being that includes strong value on receiving feedback and increasing understanding.
It’s important to note that learning is more than collecting information – more than
collecting

unreferenced books on a shelf. Depending on the needs of the learner, knowledge is

converted to skills, that is, the learner knows how to apply the knowledge to get something
done. Ideally, the skills are applied to the most appropriate tasks and practices in the
organization, thereby producing performance – results needed by the organization.

Continuous Learning
Simply put, continuous learning is the ability to learn to learn. Learning need not be a
linear event where a learner goes to a formal learning program, gains areas of knowledge
and skills about a process, and then the learning ceases. If the learner can view life including
work as a “learning program”, then the learner can continue to learn from almost everything
in life. As a result, the learner continues to expand his or her capacity for living, including
working

Training
Term is often interpreted as the activity when an expert and learner work together to
effectively transfer information from the expert to the learner (to enhance a learner’s
knowledge, attitudes or skills) so the learner can better perform a current task or job.

Education

32
 This term seems to be the most general of the key terms in employee training. Some
professionals view education as accomplishing a personal context and understanding of the
world, so that one’s life and work are substantially enhanced, e.g., “Go get an education.”
Others view the term as the learning required to accomplish a new task or job.

DEVELOPMENT:
This term is often viewed as a broad, ongoing multi-faceted set of activities (training
activities among them) to bring someone or an organization up to another threshold of
performance. This development often includes a wide

variety of methods, e.g., orienting about a role, training in a wide variety of areas, ongoing
training on the job, coaching, mentoring and forms of self-development, some view
development as a life-long goal and experience.

TRAINING & DEVELOPMENT

Organization and individual should develop and progress simultaneously for their survival
and attainment of mutual goals. So, every modern management has to develop the
organization through human resources development. Employee training is the most
important sub-system of human resources development. Training is a specialized function
and is one of the fundamental operative functions for human resources management.

SOCIAL SKILLS: -

The employees are provided opportunities to acquire and sharpen such behavioral
and human relation skills as are necessary for improved interpersonal relationship better
teamwork and effective leadership.

TECHNIQUES: -

This involves teaching of applications of knowledge and skill to dynamic situations.

ATTITUDES: -

This involves attitudinal change in the direction of increased work commitment and
positive orientation towards the organization and the society in general. The bases of
attitudes and the knowledge and skill with which to change them have to be carefully
diagnosed.

6) EXPERIENCE: -

It cannot be taught in the classroom. It is the result of practicing the use of

knowledge, skills, techniques and attitudes over a period of time in different work situations.

OBJECTIVES: -

33
 The objectives of this study are to bring out the man power profile of the industry
and a range of varying inputs which determine the development and growth of human
resources in the steel industry in India.

Activities of TTI

1. Adopt a planned approach towards Training and development in RINL.

1. Design and conduct suitable training package for freshers at various intake levels
incorporating concepts of job enrichment and multi-skill approach to work.
2. Design and conduct suitable training package for the employees as per need to
develop skills, knowledge and attitude.
3. Assist in developing standard operating/maintenance practices for technological
areas of the plant/unit.
4. To expose selected employees to latest technologies and work practices
abroad.
5. Motivate and develop internal training faculty.
6. Knowledge sharing and giving adequate opportunities to the employees for self-
development.
7. To make training productive and cost effective.
8. Organize training of apprentices as per act obligations.
9. Constantly enrich the quality of training and upgrade training facilities to meet the
requirement.
10. "Sell" training to outside organizations on commercial terms and generate revenue
for RINL.
11. To have interactions with academic institutions and fulfill social obligations.

TRAINING OBJECTIVES

 Identifying training needs

 Providing training input
 Monitoring training effectiveness
 Creating learning environment
 Facilitating self-development
 Innovativeness & self-expression
 Enabling employees to assume higher responsibility
 Meeting the Statutory requirements & Social Obligations
 The integrated steel plant is being fully managed now by Indian technicians and
engineers.
 Workers have developed sufficient skill even to put up steel plant abroad.
 The construction of power plants equipment and factories has enabled the human
resources even in ancillary area to develop a sufficient reservoir of talent to operate even
in changing environments and different circumstances.
 The steel industry is now training a number of developing nations in the operation and
management of steel plants.

MEANING:

34
 After an employee is selected, placed and introduced in an organization he/she must
be provided with training facilities in order to adjust him to the job. Training is the act of
increasing the knowledge and skill of an employee for doing a particular job. Training is a
short-term educational process and utilizing a systematic and organized procedure by which
employees learn technical knowledge and skills for a definite purpose. Date S Beach defines
the training as “The organized procedure by which people learn knowledge and/or skill for a
definite purpose.”

In other words, training improves changes and moulds the employee’s knowledge,
skill, behavior and aptitude and attitude towards the requirements of the job and the
organization. Training refers to the teaching and learning activates carried on for the primary
purpose of helping members of an organization to acquire and apply the knowledge, skills,
abilities and attitudes needed by a particular job and organization.

Thus, training bridges the differences between job requirements and employee’s
present specifications.

FLOW CHART FOR TRAINING PROCESS

START

35
 Establish/modify criteria for each post/cadre covering Knowledge & Skills

Receive & Compile data on individuals in the Personal Files

Do a gap analysis and document/establish the training needs

Identify training topics and Plan for the

training/other activities and prepare training plan

Identify faculty, venue and material for the training

Identify courses for external training

Schedule and organize training or other activities

Conduct Training

Is

The training

Effective?

Update training records & store

END

Goal of Training:
Training has certain goal, where the main aim is to train the employees with the best of
the knowledge available so that performance is achieved to the maximum and as well it
leads to higher job satisfaction. The questions in this section are designed to training
implements for the employees.

36
 Help the owner-manager define the objective or goal to be achieved by a training
program. Whether the objective is to conduct initial training, to provide for upgrading
employees, or to retrain for changing job assignments, the goal should be spelled out before
developing the plan for the training program.

 Do you want to improve the performance of your employees?

 Will you improve your employees by training them to perform their present tasks
better?
 Do you need to prepare employees for newly developed or modified jobs?
 Is training needed to prepare employees for promotion?
 Is the goal to reduce accidents and increase safety practices?
 Should the goal be to improve employee attitudes especially about waste and spoilage
practices?
 Do you need to improve the handling of materials in order to break production
bottlenecks?
 Is the goal to orient new employees to their jobs?
 Will you need to teach new employees about overall operations?
 Do you need to train employees so they can help teach new workers in an expansion
program?

What should the Employees Learn?

Once the objective or goal of the program, is set, you will need to determine
the course or the subject. The following questions will help us to decide what the employee
needs is terms of duties, responsibilities, and attitudes.

 Can the job be broken down into steps for training purposes?
 Are there standards of quality which trainees can be taught?
 Are there certain skills and techniques that trainees must learn?
 Are there hazards and safety practices that must be taught?
 Have you established the methods that employees must use to avoid or minimize waste
and spoilage?
 Are there materials handling techniques that must be taught?
 Have you determined the best way for the trainees to operate the equipment?
 Are there performance standards that employees must meet?

 Are the attitudes that need improvement or modifications?

 Will information on your products help employees to do better job?
 Will the employee need instruction about departments other than his or her own?

Type of Training:
The type of training to be offered has an important bearing on the balance of the
program. Some types lend themselves to achieving all of the objectives or goals, while
others are limited. Therefore, you should review the advantages of each type in relation to
your objective or goal.

 Can you train on-the-job so that employees can produce while they learn?
 Should you have classroom training conducted by a paid instructor?
 Will a combination of scheduled on-the-job training and vocational classroom
instruction work best for you?
 Can your goal be achieved with a combination of on-the-job training and
correspondence courses?
37
Method of Instruction:
One or more methods of instruction may be used. Some are better for on type of
training than another. For example, lectures are good for imparting knowledge, and
demonstrations are good for teaching skills.

 Does the subject matter call for a lecture or series of lectures?

 Should the instructor follow up with discussion sessions?
 Does the subject matter lend itself to demonstrations?
 Can operating problems be simulated in a classroom?
 Can the instructor direct trainees while they perform the job?

Type of Audio-Visual Aids:

Audiovisual aids help the instructor to make points and enable the trainees to grasp
and retain the instructions.

 Will a manual of instruction – including job instruction sheets – be used?

 Will trainees be given an outline of the training program?
 Can outside textbooks and other printed materials be used?
 If the training lends itself to the use of motion pictures, filmstrips or slides, can you
get ones that show the basic operations?
 Do you have drawings or photographs of the machinery? Equipment or products that
could be enlarged and used?
 Do you have miniatures or models of machinery and equipment that can be used to
demonstrate the operation?

Training and Development

Employee training is distinct from management development or executive
development. While the former refers to training given to employees in the areas of
operations, technical and allied areas the latter refers to developing an employee in the
areas of principles and techniques of management, administration, organization and allied
areas.

Differences between Training and Development

S No Area Training Development
1. Content Technical skills and Managerial and
knowledge behavioral skills and
knowledge
2. Purpose Specific job-related Conceptual and general
knowledge
3. Duration Short-term Long-term
4. For whom Mostly technical and non- Mostly for managerial
managerial personnel personnel

Importance of Training:
The importance of human resources management to a large extent depends
on human resources development and training is its most important technique. No
organization can get a candidate who exactly matches with the job and the organization
38
requirements. Hence, training is important to develop the employee and make him suitable
to the job. Training works towards value addition to the company through HRD

Job and organizational requirements are not static, they are changed from
time to time in view of technological advancement and change in the awareness of the Total
Quality and productivity Management (TQPM). The objectives of the TQPM can be achieved
only through training, which develops human skills and efficiency.

Trained employees would be a valuable asset to an organization. Organizational efficiency,

productivity, progress and development to a greater extent depend on training. If the
required training is not provided, it leads to performance failure the employees.
Organizational objectives like viability, stability and growth can also be achieved through
training. Training is important, as it constitutes a significant part of management control.
Training enhances 4Cs for the organization viz.

 Competence
 Commitment
 Creativity and Contribution

NEED OF TRAINING

The need for the Training arises due to the following reasons:
I. To March the Employee Specifications with the Job Requirements and Organizational
Needs
Management finds deviations between employee’s present specifications and the job
requirements and organizational needs. Training is needed to fill these gaps by developing
and molding the employee’s skill, knowledge, attitude, behavior etc. to the tune of the job
requirement and organizational needs.

II. Organizational Viability and the Transformation Process

The primary goal of the organizations is that their viability is continuously influenced
by environmental pressure. If the organization does not adapt itself to the changing time

III. Technological Advances

Every organization in order to survive and to be effective should adopt the latest
technology i.e. mechanization, computerization and automation. Adoption of latest
technological means and methods will not be complete until they are named by employees
to enrich them in the areas of changing technical skills and knowledge from time to time.

IV. Organizational Complexity

With the emergence of increased mechanization and automation, manufacturing of
multiple products and by-products or dealing in services of diversified lines, extension of
operations to various reigns of the country or in overseas countries, organization of most of
the companies has become complex. This creates the complex problems of co-ordination
and integration of activities adaptable for and adaptable to the expanding and diversifying

39
situations. This situation for training in the skills of co-ordination, integration and
adaptability to the requirements of growth, diversification and expansion.

V. Human Relations
Trends in approach towards personnel management has changed from the
commodity approach to partnership approach, crossing the human relational approach. So
today management of most of the organizations has to maintain human relations besides
maintaining the industrial relations although the managers are not accustomed to deal with
the workers accordingly. So, training in human relations is necessary to deal with human
problems (including alienation, interpersonal and inter-group conflicts etc.)

VI. Changes in the job assignment

Training is also necessary what the existing employee is promoted to the higher level
in the organization and when there is some new job or occupation due to transfer. Training is
also necessary to equip old employees with the advanced disciplines, techniques or
technology.

The need for the training also arises to:

 Increase productivity
 Improve quality of the product/service
 Help a company to fulfill its future personnel needs
 Improve organizational climate
 Improve health and safety
 Prevent obsolescence
 Effect personal growth
 Minimize the resistance to change and
 To act as mentor

Training Objectives:

Generally, line managers ask the personnel manager to formulate the training
polices. The personnel manger formulates the following training objective in keeping the
company’s goals and objectives:
 To prepare the employee, both new and old to meet the present as well as the changing
requirements of the job and the organization.
 To prevent obsolescence.
 To impart the new entrants the basic knowledge and skills they need for an intelligent
performance of a definite job.
 To prepare employees for higher level tasks.
 To assist employees to function more effectively in their present positions by exposing
them to the latest concepts, information and techniques and developing the skills they
will need in their particular fields.
 To build up a second line of competent officers and prepare them to occupy more
responsible positions.
 To broaden the minds of senior managers by providing them with opportunities for an
interchange of experiences within and outside with a view to correcting the narrowness
of outlook that may arise from overspecialization.
 To develop the potential abilities of people for the next level job.
 To ensure smooth and efficient working of a department.
 To ensure economical output of required quality.

40
 To promote individual and collective morale, a sense of responsibility, cooperative
attitudes and good relationships.

Assessment of Training Needs:

Training needs are identified on the basis of organizational analysis, job analysis and
manpower analysis. Training programme, training methods and course content are to be
planned on the basis of training needs. Training needs are those aspects necessary to
perform the job in an organization in which employee is lacking attitude/aptitude,
knowledge and skill.

Training Needs = (Job and Organizational requirements – Employees Specifications)

Assessment Methods

The following methods are used to assess training needs:

 Requirements/weakness.
 Departmental requirements/weaknesses.
 Job specifications and employee specifications.
 Identifying specific problems
 Antic Organization repeating future problems.
 Management’s requests.
 Observation.
 Interviews.
 Group conferences.
 Questionnaire surveys.
 Test of examinations.
 Check lists.
 Performance appraisal

Methods used in Training Needs Assessment

Group or Organizational Analysis Individual Analysis

Organizational goals and objectives Performance appraisal
Personnel/Skills inventories Work sampling
Organizational climate indices Interviews
Efficiency indices Questionnaires
Exit interviews Attitude survey
MBO or work planning systems Attitude survey
Quality circles Rating Scales
Customer survey/satisfaction Observation of Behavior
Consideration of current and projected
changes

41
 Individual Group Training Organizational
Training Needs Needs training Needs

Training Methods
The training programmers commonly used to train operative and supervisory
personnel in the organization. These training programmers are classified into on – the job
and off –the –job programmers.

Training Methods

On-the-job Methods Off-the-job Methods

- Job rotation -vestibule training
- Coaching - Role Playing
- Job instruction - Lecture Methods
- Training through step-by-step - conferences or
discussions
- Committee Assignments - programmed
Instruction

On-The-Job Training Methods

This type of training also known as job instruction training is the most commonly use
method. Under this method, the individual is placed on a regular job and taught the skills
necessary to perform that job. The trainee learns under the supervision and guidance of a
qualified worker instructor. On-the-job training has the advantage of giving first hand
knowledge and experience under the actual working conditions. While the trainee learns
how to perform a job, he is also a regular worker rendering the services for which he is paid.
The problem of transfer of trainee is also minimized as the person learns on-the-job. The
emphasis is placed on rendering services in the most effective manner rather than learning
how to perform the job. On-the-training methods include job rotation, coaching, job
instruction or training through step-by-step and committee assignments .

1. Job Rotation:
This type of training involves the movement of trainee from on job to another. The
trainee receives job knowledge and gains experience from his supervisor of trainer in such of
the different job assignments. Though this method of training is common in training
managers for general management positions, trainees can also be rotated from job to job in
workshop jobs. This method gives an opportunity to the trainee to understand the problems
of employees on other jobs and respect them.

2. Coaching:

The trainee is place under a particular supervisor who functions as a coach in training
the individual. The supervisor provides feedback to the trainee on his performance and
offers him some suggestions of improvement. Often the trainee share

42
 Some of the duties and responsibilities of the coach and relieves him o his burden. A
limitation of this method of training is that the trainee may not have the freedom or
opportunity to express his own ideas.

3. Job Instruction:

This method is also known as training through step by step. Under the method, the
trainer explains to the trainee the way of doing the jobs, job
knowledge and skills and allow him to do the job. The trainer appraises the performance of
the trainee, provides feedback information and corrects the trainee.

4. Committee Assignments:

Under the committee assignment, a group of trainees are given and asked to solve an
actual organizational problem. The trainees solve the problem jointly. It develops teamwork

Off-the-Job Methods.
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. Since
the trainees is not distracted by job requirements, he can place his entire concentration on
learning the job rather than spending his time in performing it. There is an opportunity for
freedom of expression for the trainees. Companies have started using multimedia
technology and information technology is training off-the-job training methods are

i. Vestibule Training:

In this method actual work conditions are simulated in a class room, Material, files and
equipment which are used in actual job performance are also used in training. This type of
training is commonly used for training personnel for clerical and semiskilled jobs. The
duration of this training ranges from days to a few weeks. Theory can be related to practice
in this method.

i. Role Playing:

It is defined as a method of human interaction that involves realistic behavior in

imaginary situations. This method of training involves action, doing and practice. The
participants play the role of certain characters such as the production managers, mechanical
engineer, superintendents, maintenance engineers, quality control inspectors, foremen,
workers and the like. This method is mostly used for developing inter-personal interactions
and relations.

ii. Lecture Method:

The lecture is traditional and direct method of instruction. The instructor organizes
the material and gives it to a group it to a group of trainees in the form of a talk. To be
effective, the lecture must motivate and create interest among the trainees. An advantage of

43
the lecture method is that it is direct and can be used for a large group of trainees. Thus,
costs and time involved are reduced. The major limitation of the lecture method is that it
does not proved off transfer of training effectively.

iii. Conference or Discussion:

It is a method in training the clerical, professional and supervisory personnel. This

method involves a frump of people who pose ideas, examine and share facts, ideas and data,
test assumptions and draw conclusions, all of which contribute to the method, in that the
discussion involves tow-way communication and hence feedback is provided. The
participants feel free to speak in small groups. The success of this method depends on the
leadership qualities of the person who leads the group.

iv. Programmed Instruction:

In recent years, this method has become popular. The subject matter to be learned is
presented in a series of carefully planned sequential units. These units are arranged from
simple to more complex levels of instruction. The trainee goes through

These units by answering questions or filling the blanks. This method is expensive and
time consuming.

THE TRAINING PROCEDURE

The following training procedure is essentially an adoption of the job instruction
training course, which has been proved to have great value

The important steps in the training procedure are: -

i. Preparing the Instructor:

The instructor must know both the job to be taught and how to teach it. The job
must be divided into logical parts so that each can be taught at a proper time
without the trainee-losing plant. For each part, on should have in mind the
desired technique of instruction, that is, whether a particular point is best taught
by illustration, demonstration or explanation.
A serious and committed instruction must:
 Know the job or subject he is attempting to teach.
 Have the aptitude and ability to teach
 Have willingness towards the profession.
 Have a pleasing personality and capacity for leadership
 Have the knowledge of teaching principles and methods.
 Be a permanent student, in the sense that he should equip himself with
the latest concepts and knowledge.
ii. Preparing the Trainee:

As in interviewing, the first step in training is to attempt to place the trainee

at ease. Most people are somewhat nervous when approaching an unfamiliar task.
Though the instructor may have executed this training procedure, many times he or

44
 she never forgets its newness to the trainee. The quality of empathy is a nark of the
good instructor.

iii. Getting Ready to Teach:

This stage of the programme is class hour teaching involving the following activities:

 Planning the program

 Preparing the instructor’s outline
 Do not try to cover too much material
 Keep the session moving along logically
 Discuss each item in depth
 Repeat, but in different words.
 Take the material from standardized texts when it is available
 When the standardized text is not available, develop the program me
and course content biased on group approach, Group consists of
employer, skilled employees, supervisors, trade union leaders and
other
 Familiar with job requirements. Group prepares teaching material.
 Teach about the standard for the trainee like quality, quantity, waste or
scrap, ability to work without supervision, knowledge or procedure,
safety rules, human relations etc.
 Remember your standard, before you teach.

iv. Presenting the Operation:

There are various alternative ways of presenting the operation viz. Explanation,
demonstration etc. an instructor mostly uses these methods of explanation. In
addition, one may illustrate various points through the use of pictures, charts,
diagrams and other training aids.

v. Try out the Trainee’s Performance:

As a continuation of the presentation sequence given above, the trainee should be

asked to start the job or operative procedure. Some instructor prefers that the
trainee explain each step before doing it, particularly if the operation involves any
danger. The trainee, through respective practice, will acquire more skill.

vi. Follow-up:

The final step in most training procedures is that follow-up. When people are
involved in any problem or procedure, it is unwise to assume that things are always
constant. Follow-up can be adapted to a variable reinforcement schedule as
suggested in the discussion of learning principles. Every training programme should
have a follow-up; otherwise the training programmers in the future cannot be
improved.

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 TRAINING WITHIN INDUSTRY:
Training to the employees can be provided both within the industry and outside the
industry. Training within the industry is provided through both on-the-job methods and off-
the-job methods.

Normally foremen and supervisors provide the training to the employees. Supervisors in
coach the employees initially how to handle the machines, materials, accounts, files, records
etc., and also clarify the issues and doubts raised by the employees.

Supervisors observe the employees when they carry-out the job on their own, identify the
mistakes that the employees commit, performance of the employee etc. supervisors have to
appreciate the employees publicly and counsel them privately regarding their mistakes. Like
this, the supervisors, teach, coach and instruct the employees until they do the job perfectly.

In addition, some supervisors deliver the lectures to group of employees, take them
surround the factory or work place and ask them to observe when the supervisor is handling
a machine or material or files. The supervisors also arrange exhibitions of carrying activities
by different employees. In addition to coaching and step-by-step training, managements also
provide training through job rotation and committee assignments.

Some industrial units establish their own training institutes or colleges and arrange for
training within the industry. These institutes or colleges use off-the-job-training methods like
lecture, role-plays, vestibule training, conferences and programmed instructions.

Advantages
Almost all organizations prefer training within industry due to its advantages. They
are:

 Less cost, less time-consuming, High appropriate as the supervisor’s coach

 Familiarity of the employees to the work place and work environment of the
industry
 Loss of time due to employee absence to this work in minimum
 Employee’s progress an be judged easily and immediately.
 Employees can implement the training inputs effectively.

Advantages of training
The contributions of imparting training to a company should be readily apparent. The
major values are

i. Increased Productivity:
An increase in skill usually results in an increment in both quality and quantity of
output. However, the increasingly technical nature of modern jobs demands
systematic training to make possible even minimum levels of accomplishment.
ii. Heightened Morale:

46
 Possession of needed skills helps to meet such basic human needs as security and
ego satisfaction. Collaborate personnel and human relations programs can
contribute towards morale, but they are hollow shells if there is no solid core of
meaningful work down with knowledge, skills and pride.
iii. Reduced Supervision:
More accidents are caused by deficiencies in people than by deficiencies in
equipment and working conditions, proper training in both job skills and safety
attitudes should contribute towards a reduction in the accident rate.

iv. Reduced accidence:

More accidents are caused by deficiencies in people than by deficiencies in
equipment and work in conditions. Proper training in

Both job skills and safety attitudes should contribute towards a reduction in the
accident rates.

v. Increased Organizational Stability:

The outcomes of training help for organizational stability by enhancing

organizations human capital. The ability of an organization to sustain its
effectiveness despite the loss of key personnel can be developed only through
creation of a reservoir of employees, Flexibility, the ability to adjust to short-run
variations in the volume of work requires personnel with multiple skills to permit
their transfer to jobs where the demand highest.

EVALUATING OF TRANING PROGRAMME

The specifications of values, form a basis for evaluation. The basis of evaluation and the
mode of collection of information necessary for evaluation should be determined at the
planning stage. The process of training evaluation has been defined as “any attempt to
obtain information on the effects of training performance and to assess the value of training
in the light of that information”. Evaluation leads to controlling and correcting training
program me. Hamblin suggested five levels at which evaluation of training can take place.
Viz. reactions learning, job behavior, organization and ultimate value.

i. Reactions
Training program me is evaluated on the basis of trainee’s reaction to the
usefulness of coverage of the matter, depth of the course content, method of
presentation, teaching methods etc.

ii. Learning
Training program me, trainer’s ability and trainee ability are evaluated on the basis
of quantity of content learned and time in which it is learned and the learner’s ability
to use or apply the content he learned.

iii. Job Behavior

47
 This evaluation includes the manner and extent to which the trainee has applied
his learning to his job.

iv. Organization
This evaluation measures the use of training, learning and change in the job
behavior of the department/organization in the form of increased productivity,
quality, morale, sales turnover and the like.

v. Ultimate Value
It is the measurement of the ultimate result of the contributions of the training
programme to the company goals like survival, growth, profitability etc. and to the
individual goals like development of personality and social goals like maximizing
social benefit.

The various methods of training evaluation are:

 Immediate assessment of trainees’ reaction to the programme.

 Trainee’s observation during the training programme.
 Knowing trainees’ expectations before the training programme and collecting
their view regarding the attainment of the expectations after training.
 Seeking opinion of the trainee’s superior regarding his/her job performance
and behavior before and after training.
 Evaluation of trainee’s skill level before and after the training programme.
 Evaluation of trainee’s skill level before and after the training programme.
 Measurement of improvement in trainees on the job behavior.
 Examination of the testing system before and after sometime of the training
programme.
 Measurement of trainee’s attitudes after the training programme.
 Cost-benefit analysis of the training programme.
 Seeking opinion of trainee’s colleagues regarding his/her job performance
and behavior.
 Measurement of levels in absenteeism turnover, waste/scrap, accidents,
breakage of the machinery during pre and post period of the training
programme,
 Seeking opinions of trainee’s subordinates regarding his/her job performance
and behavior.

Recent Development in Training

Employee Self Initiative:

Employees have realized that change is the order of the day and hey have started
playing the role of a change agent. Consequently, employees identify their own training
needs, select appropriate training programmes organized by various organizations and
Undergo the training programmes. Thus, employees in recent times started taking proactive
learning measures on their own.

On-line training:
48
 Companies started providing on-line training. Trainees can undergo training by
playing at the place of their work. Participants complete course work from wherever they
have access to computer and Intranet/Internet. Different types of media are used for on-line
training.

Management Development

Organization provides managerial skills to its employees at all levels, in addition to

technical skills, Managerial skills are provided through management development
programmes whereas technical skills are provided through training.
Management Development is a systematic process of growth and development by
which the managers develop their abilities to mange. So, it is the result of not only
participation in formal coursed of instruction but also of actual job experience. It is
concerned with improving the performance of the managers by giving them opportunities
for growth and development, which in turn depends on organization structure of the
company.

Role of the Organization:

“The role of the company in management development is to establish the

programme and the development opportunities for its present and potential managers.”
“Executive development is eventually something that the executive has to attain
himself. But he will do this much better if he is given encouragement, guidance and
opportunity by his company.”

Objectives of Management Development:

The management development programmes are organized with a view to achieving
specific objectives they are:

 To overhaul the management machinery

 To improve the performance of the managers
 To give the specialists on overall vie of the functions of an organization and equip
them to co-ordinate each other’s efforts effectively.
 To identify persons with the required potential and prepare them for senior
positions.
 To increase morale of the members of the management group.
 To increase versatility of the management group.
 To keep the executives abreast with the changes and developments in their
respective fields.
 To create the management succession, which can take over in case of
contingencies.
 To improve thought process and analytical ability.
 To improve thought process and analytical ability.
 To broaden the outlook of the executive regarding his role positions and
responsibilities.
 To understand the conceptual issues relating to economic, social and technical
areas.

49
  To understand the problems of human relations and improve human relations
skills and
 To stimulate creative thinking.
 To stimulate creative thinking.
 Achievement of the above stated objectives is very difficult as some factors
inhibit the management development process.

Need for Management Development Programme:

The need for management development programme arises due to the following
reasons:

 Techno-managers like basic chemicals engineers, mechanical engineers,

information/systems engineers need to be developed in the areas of managerial
skills, knowledge and abilities.
 Efficient functioning of public utilities, transport, communications etc. depends
on professionalization of management in the sectors
 Professionalization of management at all levels particularly in-service
organizations need the development of managerial skills and knowledge
particularly at lower and middle levels.
 Transmission of communist/socialistic societies into capitalistic economies
changed the structure of the principles of business. These changes along with
liberalization, privatization and globalization of business changed the principle.
Hence, development of the present managers in these new principles/ areas I
highly necessary.
 Human resources development of the managers in multiple areas necessitates
the executive development programme.
 The need for management development raised due to providing technical skills
and conceptual skills to non-technical managers and managerial skills and
conceptual skills to technical managers.
 The intensive competition and consequently upon employment of various grand
strategies by various business organizations necessitates the development of
managers.
 The emergence of new concepts in management like Total Quality Management,
Enterprise Resources Planning, and Business Process Reengineering
Empowerment etc. necessitates the management to offer developmental
programmes.
 Entry of multinational and transitional corporations brought new trends and
strategies for the domestic companies also. These factors necessitated the
domestic companies also. These factors necessitated the domestic companies to
undertake developmental programmes.

Principles of Management Development:

The top management of a company should follow certain principals to make the
management development programmes effective. They are:

50
  The management should assess the development needs of its mangers at
different levels through performance analysis and development methods.
 Management should decentralize the responsibility of developing the
managers of different departments/units and make the head of the
department unit responsible for it.
 Management should integrate career planning and development of the
organization with the management development programmes.
 Even managers of the organization should be motivated and empowered to
take up developmental programmes.
 Management development programme is a continuous process.
 Management should encourage the manager to take up programmes on their
own in addition to the company sponsored programmes.
 Management should make use of the management development
programmes organized by outside agencies like IIM. XLRI etc.
 The content of the programme should be need based for the individual
manager and the organization.
 The physical, social and psychological climate for the programmes should be
conductive.
 All managers should be encouraged to undergo development programmes in
order to avoid executive obsolescence.

Method of Management Development

There are mainly two types of methods by which mangers can acquire the
knowledge, skills and attitudes and make themselves compact managers.
1. Formal Training
2. On-the-job experiences.

On-the-job Techniques
The important on-the-job training techniques are:
1. Coaching
2. Job rotation
3. Under study and
4. Multiple Management

1. Coaching:
In coaching, the trainee is placed under a particular supervisor who acts as an
instructor and teaches job knowledge and skills to the trainee. He tells him what he wants
him to do, how it can be done and follows up while it is being done and corrects errors.
The act of coaching can be done in several ways. The executive apart from asking them to do
the routine work may ask term to tackle some example problem by giving them a chance to
participate in decision-making.
On of the important limitations of this technique is that the individual cannot
develop much beyond the limits of his own boss’s abilities.

2. Job Rotations:

51
 The transferring of executives from job to job and from department to department in a
systematic manner is called job Rotation. When a manger is posted to a new job as part of
such a programme, it is no nearly an orientation assignment. He has to assume the full
responsibility ad perform all kinds of duties.
The idea behind this is to give him the required diversified skills and broader outlook
which are very important at the senior management levels. It is up to the management to
provide a variety of the experiences for those who have the potential for higher ranks before
they are promoted.
Job rotation increases the inter-departmental co-operation and reduces the
monotony of work. It makes the executives in general management and does not allow them
to confine themselves to their specialized field only.

3. Under Study:
“An understudy is a person who is in training to assume as a future time, the full
responsibility of the position currently held by his superior”. This method supplies the
organization a person with as much competence as the superior to fill his post which may fall
vacant because of promotion, retirement or transfer.
As an understudy may be chosen by the department or its head, he will then teach what his
job is. This under study also learns the decision-making as his superior involves him in the
discussion of daily operating problems as well as long-term problems. The leadership skills
can also be taught by assigning him the task of supervising two or three people of the
department.

4. Multiple Management:
Multiple Management is a system in which permanent advisory committees of
managers study problems of the company and makes recommendations to the higher
management. It is also called junior-board of executive system. These committees discuss
the actual problems and different alternative solutions after which the decisions are taken.
The technique of multiple management has certain advantages over the other techniques.
They are:

 Members have the opportunity to acquire the knowledge of various aspects of

business.
 It helps to identify the members who have the skills and capabilities of an effective
manger.
 Members have the opportunity to participate in the group interaction and thereby
gain the practical experience of group decision-making.
 It is relatively an inexpensive method and
Considerable number of executives can be developed in a short span of time.

Off-the-job Methods

On-the-job techniques have their own limitations; these off-the-job techniques are
considered important to fill those gaps. The following are some of the important off-the-job
techniques

I. The Case Study

II. Incident Method

52
 III. Role playing
IV. In basket method
V. Business game
VI. Sensitivity training
VII. Simulation
VIII. Grid training
IX. Conference
X. Lectures.

i. The Case Study:

The cases are prepared on the basis of actual business situations that happened in
various organizations. The trainees are given cased for discussing and deciding upon the
case. Then they are asked to identify the apparent and hidden problems for which they have
to suggest solutions.

ii. Incident Method:

It aims to develop the trainee in the areas of intellectual ability, practical judgment
and social awareness, under this method, each employee develops in a group process.
Incidents are prepared on the basis of actual situations which happened in different
organizations. Each employee in the training group is to study the incident and to make
short-term decisions in the role of a person who has to cope with the incident in the actual
situation. Later, the group studies and discusses the incident and takes decisions relating to
incidents, based on group interaction and decisions taken by each member. Thus, this
method is similar to a combination of cases method and in basket method.

iii. Role playing:

A problem situation is simulated by asking the participants to assume the role of a
particular person in the situation. The participant interacts with other participants assuming
different roles. The mental set of the role is described but no dialogue is provided.
The whole play may be tape-recorded and the trainee may thus be given the
opportunity to examine his or her own performance.
Role playing gives the participants various experiences which are of much use to
understand people better. This method teaches human relations skills through actual
practice. The exemplary role-playing situations are: A Grievance discussion, Employment
interview, A sales presentation etc.

iv. Business game:

Under this method, the trainees are divided into groups or different teams. Each
team has to discuss and arrive at decisions concerning such subjects as production, pricing,
research expenditure, advertising etc. assuming itself to be the management of a simulated
firm. The other teams assume themselves as competitors and react to the decision. This
immediate feedback helps interaction among participants and gives them the experience in
cooperative group process.
All this develops organizational ability, quickness of thinking, leadership qualities and
ability to adopt under stress.

v. Sensitivity training:
The main objective of the sensitivity training is the “development of awareness of and
sensitivity of behavioral patterns of oneself and others”. This development results in the
 Increased openness with others,
 Greater concern for other,
53
  Increased tolerance for individual differences
 Less ethnic prejudice
 Understanding of group processes
 Enhanced listening skills and
 Increased trust and support

The role played by the trainee here is not a structured one as in role play. It is a
laboratory situation where one gets a chance to know more about himself and the impact of
his behavior on others. It develops managerial sensitivity, trust and respect for others. One
of the limitations of sensitivity training is that it extracts a huge emotional cost form the
manager.

vi. Simulation:
Under this technique, the situation is duplicated in such a way that in carries a
closer resemblance to the actual job situation. The trainee experiences a feeling that he is
actually encountering all those conditions. Then he is asked to assume a particular role in
the circumstances and solve the problems by making decision. He is immediately given a
feedback of his performance.
One of the limitations of this method is that it is very difficult to duplicate the
situation to the extent of making the trainee feel the pressures and realities of actual
decision-making on the job. The very fact that trainee knows that it is an artificial situation
prevents him from experiencing all that he experiences in a real job situation.

vii. Grid Training/Managerial Grid:

It is a six-phase program me lasting from three to five years. It starts with
upgrading managerial skills, continues to group improvement; improves inter-group
relations, goes into corporate planning, develops implementation method and ends with an
evaluation phase. The grid represents several possible leadership styles. Each style
represents a different combination of two basic orientations - concern for people and
concern for production.

viii. Conferences:
A conference is a meeting of several people to discuss the subject of common
interest. But contribution from members can be expected as each on builds upon ideas of
other participants.
This method is best suited when a problem has to be analyzed and examined from
different viewpoints.
It helps the members develop their ability to modify their attitudes> participants
enjoy this method of learning as they get an opportunity to express their views.
The success of the conference depends on the conference leader. In order to make
the conference a success, the conference leader must be able to see that the discussion
Is thorough and concentrate on the central problem by encouraging all the
participants to develop alternatives and present their viewpoints and by preventing
domination by a few participants.

ix. Lectures:
It is the simplest of all techniques. This is the best techniques to present and explain
series of facts, concepts and principles. The lecturer organizes the material and gives of
trainees in the form of talk.

54
The main uses of lectures in executive development are:
 It is direct and can be used for a larger group of trainees
 It presents the overview and scope of the subject clearly
 It presents the principles, concepts, policies and experiences in the shortest time.
Thus, it is a time saving technique.

x. In basket method:
The trainees are first given background information about a simulated company, its
products, key personnel, various memoranda, request and all date pertaining to the firm.
The trainee has to understand all this, make notes, delegate tasks and prepare memos
within a specified amount of time.
Abilities that this kind of exercise develops are:
 Situational judgment in being able to recall details, establish priorities, inter relate in
terms and determine need for more information.
 Social sensitivity in exhibiting courtesy in written notes, scheduling meetings with
personnel involved and explaining reasons for actions taken.
 Willingness to make decision and act.

Selection of Techniques
The success of any management development program me largely depends on the
selection of the techniques. However, it should also be remembered that no single
technique can prove to be sufficient, but only the combination of techniques makes any
management development program me effective. This is because all managers all levels
require all kinds of skills but in varied proportions. The following table may be used in the
determination of these techniques based on the needed proportions. The following table
may be used in the determination of these techniques based on the need proportions.

SUITABILITY OF VARIOUS TECHNIQUES OF MANAGEMENT

DEVELOPMENT

S No Technique Suitability
1. Job Rotation This is particularly useful in the development of diversified
skills and to give executives a broader outlook, which are
very important to the upper management levels.
2. Understudy An understudy in normally chosen with a forethought of
making available to the organization a subordinate who is
equal to his superior in the event of retirement, illness or
death of the superior. The subordinate will be able to take
over this position and manage as effectively as his boss
could.
3. Multiple This technique is mainly useful in bringing the managers out
Management of their narrow shells and help them gain a broader outlook

55
 and knowledge in different functional areas.
4. Case study In the development of executive and analytical and
decision- making skills, this technique is particularly useful.
5. Incident This technique improves one’s intellectual ability, practical
Method judgment and social awareness.
6. Role play Role playing helps executives in understanding people
better by giving them vicarious experiences.
7. In Basket Situational judgment and social sensitivity are the two
important qualities that can be developed with the help of
this method.
8. Business This technique may be used in order to develop
Games organizational ability, quickness of thinking and leadership.
9. Sensitivity This helps one know more about himself and the impact of
Training his behavior on others, which are important to manage
people better.
10. Simulation Problem solving through decision-making can be developed
quite well the help of simulation.
11. Managerial To develop leadership qualities in executives over a long
Grid period of time, this technique is adopted.
12. Conferences The most difficult thing for any one is to change his own
attitude. This technique develops the ability of the
executives to modify their attitudes, when needed in the
interest of the organization
13. Lecturers This is the best technique to give more knowledge in a short
period of time to a large number of participants.

Evaluation of Management Development Programme

Management development programmes should be evaluated in order to find out

whether the objectives of the programmes are achieved or not. The development
programmes would be effective, if they contribute to the organizational group and individual
goals.
Management should delegate the responsibility of evaluation to a senior manager in
the HRD department. The evaluation specialist should be a continuous process and specific.
The evaluation specialist should inform the trainees well in advance the content, objectives,
areas and the method of evaluation. Evaluation must be objective oriented. Evaluation must
be realistic in terms of direction, standards etc.
The areas of evaluation include different managerial skills, knowledge, technical skills
and knowledge and conceptual skills and knowledge. The areas should be specific for each
MDP based on the content proved. Further, the evaluation can also be conducted regarding
the training methodology, input/output/content, infrastructure and physical facilities,
teaching aids etc.

56
 Evaluation should not only immediately be after the completion of the programmes but
also in specific intervals in the long-run in order to find out the impact of the MDP in the job
behavior and efficiency of the trainee. Further, the evaluation army also measures the
improvement in decision-making skills, inter-personal relations, strategy asking and
implementation skills, role modeling skills etc, these areas depend upon the content of each
MDP.
The evaluation results should be provided to the trainees, their superiors,
subordinates and HRD department of the organization. These results can be used of further
improvement of the future programmes in the company.

TRANING AND DEVELOPMENT AT VSP

VSP has a well-established Training and Development Center, which identifies the needs
of the employees and provides training based on the identified requisites.

The main quality objectives of the Technical Training Institute for the year 2018-19
are as follows:

 To train 600 employees in QMS related programmes namely Employee involvement,

Concept of Total Quality, SPC Techniques for sustainable development.

 To train 600 employees in Environment related prgs on Management of Waste, Oprn.

& Maint. Of Pollution Control Equipment and System Orientation for Auditees for
sustainable development.

 To train 1400 employees in OHSMS related programmes namely Awareness on

OHSAS 18001, Safety & Occupational Health Management, Behavioural Based Safety
Management, Training for First Aiders, Gas Safety, Electrical Safety, Road Safety and
Fire Rescue Training for sustainable development.

 To train 775 employees in Energy related prgs on Energy Awareness, Energy

Management and Audit and EnMS ISO 50001 awareness for sustainable
development.

 To train 10,750 employees in various Skill development, Technological, Health &

Safety and PC related courses for sustainable development.

 To achieve more than 85% training effectiveness of training programmes. i) To update

the training facilities, course materials and to follow up with faculty for conduction of
training programmes. ii) To conduct Pre-& post tests for five training programmes for
arriving Learning Index.

 To implement 24 quality circle projects.

 To ensure generation of 132 suggestions.

 To train 100% student visitors, Trainees & Employees on safety precautions to be

followed in the plant in order to ensure incident free visit of student visitors, trainees
& Employees to Technical Training Institute & Plant.

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 To develop 400 sq mtrs for afforestation in order to plant 25 samplings in TTI Campus
/ Trainee Hostels.
The major training programmes that are conducted by the training and development
center are:

FREESHERS TRAINING

Initially a small of trainees were recruited among the displaced persons in December
1991. Since then a sea change has taken place. The novel feature of VSP manpower is that
almost 90% of
The work force in the works division has been recruited through training in various
schemes like
1. Management Trainees
2. Senior Trainees
3. Junior Trainees
Special schemes were worked out and implemented to facilitate induction of displaced
persons as well as SC and ST categories such as
 Special Trainees
 Asst. Technical Trainees
 Secretarial Asst. Trainees
The list of trainees and their training programmed is given below. The trainees were given
orientation training, which includes induction training, basic
Lectures and workshop training with multi skilled approach for the junior trainees

S. No Name of Trainees Training period Probation

1. Management trainees 1 year 1 year
(M.T) s
2. a) senior Trainees (SOT) 2 years 1 year
b) special SOT’s 2 years 1 year
3. Assistant Steno’s 1 1/2 years 1 year
(Asst.) Trainees
4. Junior Trainees (JOT’s) 2 years 1 year
5. a) Special Trainees 2 years (6 months+ 1 1/2 years. 1 year

b) Super Special Trainees 30 months (12 months + 18 months) 1 year

6. Trainee Khalasis 2 years 1 year

There is a wing called Training Administration, which helps in taking care of the
administration aspects in smooth functioning of the training programmes.

The main function of this wing: -

 To see that the trainees are paid the stipend properly.

 Their leave accounts are maintained.
 Advances like T.A., Cycle, and Medical etc. that are required for the trainees are
extended to the rules functioning.

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  Their characters and incidents clearances are obtained from the district head before
regularization.
 Any disciplinary actions that are required are taken on the recommendations of the
concerning officers.
 Providing Audio, visual aids for imparting effectively. The period of training for MT’s
(Administration) of VSP is 1 year

Skill Development Programs

Skill development programs are those programs that are conducted in the
organization to enrich the skills of the employees who deal with the various equipment in
the plant. These programs are mainly conducted at the workshop where full-fledged training
is given on the equipment. Hence, we can say that main purpose of the skill development
program is to improve the skills of those employees who directly work with the equipment.

There are several programs that are conducted in a calendar year and all the topics
are covered based on the requirement. All these programs are coded as SM (01) to SM (13).
And each code carries a specific topic on which the training program will be conducted. The
details of the training program are published in the training calendar, which has the day and
dates printed about hen the training will be conducted. Every employee in the VSP is
provided this calendar so that he attends the training program as on the given dates. After
the training is completed feedback is taken from the employees and with this the grading is
done of how effective the training was and whether the training was helpful for the
employee to implement it at the workplace. Post training evaluation is done which would
give us the learning level index and as well the average feedback. In this way we can easily
know how much the employees gained from the training. It helps the organization as a
whole to evaluate the performance of the employees after their training is terminated. It
leads to increased efficiency of the organization and as well increased the individual
efficiency.
S. no Program No. of prog. No. of Participants Avg. of Learning level
code
1 SM 01 7 101 --------------
2 SM 02 NE 12 273 69.49
3 SM 02 ED 4 83 61.70
4 SM03 9 222 72.90
5 SM04 8 164 47.05
6 SM 05 6 113 50.19
7 SM 06 T 6 192 49.54
8 SM 06 K 12 341 -----------------
9 SM 07 6 133 70.88
10 SM 09 10 189 62.36
11 SM 10 6 62 66.09
12 SM 11 5 38 76.48
13 SM 12 5 56 69.21
14 SM 13 6 58 73.22

The various Skill Development Programmes that are conducted are:

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 Program code Program Title Level
SM 01K Basics of Mechanical Maintenance & Khalasis
Safety Aspects
SE 10, N Operation & Maintenance of New JO-E4, T-FM
Generation Motors
SM 02,02N Alignment of Equipment & Safety JO-E3, T-FM
Aspects
SM 03N Baring Maintenance and Lubrication & T-FM
Safety Aspects
SM 04N Gear box and Couplings & Safety T-FM
Aspects
SM 05N Valves and Pump maintenance & Safety T-FM
Aspects
SM 06K Material Handling & Safety Aspects Khalasis
SM 06N Material handling & Safety Aspects T-FM
SM 07N Hydraulics & Safety Aspects T-FM
SE 08, N Circuit Breakers and Vaccum Contactors JO-E4, T-FM
SE 09 Converter Transformers in VFD JO-E4
SE 11N Operation & Maintenance of UPS T-FM
SM 14N Are welding & Safety Aspects T-FM
SM 27 Balancing of Rotating Equipments JO-E4
SM 18N Conveyer Belt Maintenance & Safety JO–E4
Aspects T-FM
SM 12 Gas Cutting & Safety Aspects T-FM
SM 26N Hoist Maintenance & Safety Aspects T-FM
SM 32N Maintenance of Lifting & Pulling Tackles T-FM
SM 33N Maintenance of Pipelines T-FM
SM 34N Maintenance of Submersible Pumps T-FM
SM 35N Operation and Maintenance of Air T-FM
Compressors

Learning Index = (Post test score – pre-test score)/ (100- pretest score) *100

Program code Avg. of learning level Avg. of behavior

(Feedback) Level
SM 01 4.64 3.25
SM 02 4.27 3.56
SM 03 4.31 3.98
SM 04 4.14 3.93

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 SM 05 4.14 3.74
SM 06 4.57 3.26
SM 07 4.32 3.76
SM 09 4.05 3.83
SM 10 4.75 3.93
SM 11 4.30 3.53
SM 12 4.47 3.02
SM 13 4.36 3.04

VOCATIONAL TRAINING: -
The main aim of the vocational training in Visakhapatnam steel plant is to train the
students from educational institutions and to impact knowledge and skill pertaining to the
activities in the organization.

The concept of vocational training is to make the students accustomed to the work
culture of the organization. The vocational training will not only enhance the abilities of
the trainees but also inculcate organizational awareness in the minds of the trainees.

Types of vocational training are two types: -

1. PROJECT WORK

2. INDUSTRIAL TRAINING

PROJECT WORK:

The duration of this training period is 1 to 3 months and given to all the technical
personal regarding the work culture and to impact the knowledge and skills in performing
the jobs. Those entrants who are already studying in the educational institution mainly
utilize this training thus they can utilize their leisure or vocation period to gain knowledge
and also have a practical experience in working environment.

INDUSTRIAL TRAINING:

In this training period ranges from 4 to 6 weeks and this training is given to technical
students. It allows the students to be aware of the organizational climate. The main
essence of this training period is to create awareness among the trainees regarding
prevailing industrial relations in the organization.

Vocational training is only for those students who are in courses like engineering,
M.SC (IS), MSC (IT), MCA and BCA, & BBM students.

APPRENTICESHIP TRAINING:

Apprenticeship training is widely in vogue today in many industries. Under this

method both knowledge and as well skills “a job or a series of related jobs are involved.

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Apprenticeship training is described in industries, which require a constant flow of new
employees expected to become all- round craft men.

According to the apprenticeship act 1973, it is a statutory obligation on the part of

the employer to provide stipend or monitory incentives to the trainees who undergo
apprenticeship training as far as Visakhapatnam steel plant is concerned there are 3 types of
apprenticeship training that are conducted.
They are:

 TECHNICAL APPRENTICESHIP.

 GRADUATE APPRENTICESHIP TRAINING.

 TECHNICAL (VOCATIONAL) TRAINING.

TECHNICAL APPRENTICESHIP:

This training provided to all the diploma holders to acquaint themselves with the
working conditions of the organization.

GRADUATE APPRENTICESHIP TRAINING:

This training is given to all the engineering graduates and Makes them to acquaint with the
updated knowledge, and skills pertaining to working environment in VSP.

TECHNICAL (VOCATIONAL) TRAINING:

This technical (vocational) training is further divided into 2 types they are:

1. OFFICE ASSITANTSHIP.

2. AUDITING AND ACCOUNTING

TRADE APPRENTICESHIP TRAINING:

This training is given to all the ITI students. The duration of this course is one to two
years dividing upon the different trades.

On the Job Training:

It is method of training the employees or the workers to improve their skills and
competencies required for their job. It means that on the Job Training is conducted to
increase the employee input to achieve higher efficiency so that the requisites of the job are
fulfilled and the performance of the employees is maximized.

On the Job Training places, the employees in an actual work situation and makes them
appear to be immediately productive. It is hence learning by doing.

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 There are several methods used for training the employees under this i.e.
Apprenticeship Training, Simulation Technique, Demonstration, and as well training on the
equipment.

In the perspective of Visakhapatnam Steel Plant, on the Job Training is very

significant aspect to train the existing employees so that higher job performance is reached,
which leads to higher productivity and as well as higher job satisfaction. To conduct this
several steps are to be followed which begins right form the Job Description to Assessment
testing.

The sequence of the On the Job Training at VSP is in the following manner:

 Job Description:
A job is a collection of tasks and responsibilities that an employee is responsible to
conduct. Jobs have titles. A task is a typically defined as a unit of work, that is, a set
of activities needed to produce some result, e.g., sorting the mail, etc. Job
Descriptions are lists of the general tasks, or functions, and responsibilities of a
position. Typically, they also include to whom the position reports, specifications
such as the qualifications needed by the person in the job, salary range for the
position, etc. Job descriptions are usually developed by conducting a Job analysis,
which includes examining the tasks and sequences of tasks necessary to perform the
job. The analysis looks at the areas of knowledge and skills needed by the job. Note
that a role is the set of responsibilities or expected results associated with a job. A
job usually includes several roles.

Typically, job descriptions are used especially for advertising to fill an open position,
determining compensation and as a basis for performance reviews. Some times job
descriptions are not worded in a manner such that the employee’s performance can be
measured; they end up serving as the basis for evaluation rather than performance. So, it
becomes very essential to have a complete description of the job, which would help us in
knowing the specifications in the job.

Identifying the skills and Knowledge:

Once the complete description of the job is known then it becomes essential to
identify the skills and knowledge required for the job to be successfully terminated. Based
on the findings at this stage it helps in knowing the basic requirements to fill that job
positions. It may be qualification or any other technical background or communication skill
etc, based upon the type of job. Once the skills and knowledge required for the job are
identified then it becomes easy for the person in charge to prepare the subject matter of the
job.

Standard Operating Procedures:

An SOP is a set of instructions or steps someone follows to complete a job safety,

with no adverse impact on the environment (and which meets compliance standards), and in
a way that maximizes operational and production requirements. SOP are meant for the
people who perform jobs by themselves, for people who work together on a job, and for

63
people who will perform a job, and the “social culture” or work history within which the
individual works. SOP material is used to write a description of how a job is done.
SOP’s are very essential for all the jobs before a job is begun. SOPs first must be
comprehensive. Often SOPs are written by one person, and are reviewed by one or more
others, one of whom may approve a final version. Most importantly, SOPs should be
reviewed several people qualified to evaluate the SOP in terms of his completeness and
clarity of safety, environmental and operational components. In keeping with the intent of
various International Standards Organization (ISO) standards, these reviews should be based
on the maximum safety, health and environmental considerations, not merely “what the law
requires.

SOPs should be Witten by teams that include some or all of the following:
 People who will perform the job
 People who will perform maintenance on equipment involved in an SOP
 Engineers or others who design equipment and processes
 Technical writers
 Safety personnel
 Environmental personnel
 Equipment manufacturers
 Vendor
 Suppliers
 Contractors coordinator.

Team writing accomplishes several goals besides just producing on SOP:

 It ensures that comprehensive knowledge acquired from different perspectives in

applied to the SOP.
 It creates “buy-in,” which increased the likelihood that the SOPs will be implemented
under the guidance of the writers.
 In trains trainers the people who write the SOP. Having participated in depth decision
making about the SOP, the writers know it intimately and are more likely to be effective
trainers (coacher).
 In involves people from diverse parts of the operations as a whole, which helps ensure
that when new and modified processes are implemented, someone goes back and
updates the SOP.
 It encourages employees to follow the SOP and listen to the trainers because the
employees know that the writers invested time and effort on behalf of the employees.

Writhing teams do not have to sit together to write. They can write or edit parts of the SOP
independently and then one person can combine the individual contributions. Once
combined, circulate the draft SOP for review among the writers before editing a final draft
for review by supervisors and subsequent supervised testing by employees. Ideally a writing
team should meet at least once in the beginning of a project to establish writing objectives,
targets and responsibilities, but then can work semi-independently with one person serving
as. In this way standards are set which make the task much easier, such that the employees
are trained as per the required standards.

 Identifying the Employee Skills and Competencies:

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 After the Standard Operating Procedures are set then the next stage is to identify
the skills and competencies possessed by the employees who are assigned that
particular job. By this it becomes easy to know about the short comes so that the
employee is trained where they require additional skill. These skills can be indentified by
conducting the performance analysis of the employee or by checking the result or the
contribution level. This would make the training task much easier since only the requisite
trainings given instead of training the employee in all aspects and this saves time and as
well the results can be seen very soon.

 Compare the former with the indentified skills and knowledge of the job:
This stage becomes very crucial because the skills and knowledge of the job are
compared with the skills and knowledge possessed by the employee and the deficiencies
are found in the employees. The found deficiency is then fulfilled by training the
employees. This would make the task of the training much easier because only specific
training is given, this reduces the training cost and as well as training duration.

 Know the strengths and weakness of the People:

Once the skills and competencies of the employees are identified, it becomes
necessary to sort the list by means of strengths and weakness. It means a kind of SWOT
analysis is done to identify them. By identifying these we can neglect the strengths and
provide training for the weaknesses. This would help the employee to know this
strengths and weakness and as well help the organization to provide the required
training to the employee.

 Identify the Trainer:

After the weaknesses are found now it becomes necessary to find the right trainer
who could train the indentified employees with the best input so that the results are
maximized. A trainer is the most important part of the training program and hence the
results are based on the inputs fed by the trainer and hence very carefully the right
person should be chosen to train the employees.

 Conduct Training:
Once the trainer is identified then the dates should be fixed for the training program
and it should be conducted. The trainer may use various techniques to train the
employees i.e. either by classroom method or demonstration method or slide showing
method or training the employees on the equipment and many more techniques can be
used by the trainer. In this way by following either all the above said methods or by
following any one the trainer can train the trainees.

 Implementing of the Learned Skilled:

Once the training is completed then comes the stage of implementation where the
employees implement their newly learnt skills at their respective jobs. Whatever the
employees learnt in the training may be difficult to implement but by following the
techniques taught to them at the training they can easily implement their skills. The
implementation in done under the follow up action of the trainer.

 Assessment Test:

65
 An assessment test in conducted at the end to know the knowledge gained by the
employees and how far they are able to recollect the learned material. This test would
give the result of how much knowledge employee gained by the training and what score
he gained in the test and as well it helps in knowing the performance level of the
employee.

 If not Assessed then Retrain:

If at last the employee has not qualified the test then it means that the
employee has to be retrained so that he gains the required skill. In this way assessment
test helps in knowing the knowledge gained by the employee.
In this way on the Job Training carries all the above steps, this should be conducted
sequentially so that the training is given successfully

Central Library

The basic objective of the library is to provide latest information to those who are
engaged in promoting the interests of the organization & to provide latest information and
catering to the needs of the users. The VSP central library started functioning in TTI in the
year 1982 with open access system with a collection of 1900 books & 2500 Indian standards
25 technical and management journals are being subscribed annually.
The VSP central library collection has been gradually increasing year by year and the
present collection in 23800 books, 18400 Indian and international standards and annual
subscription of 165 technical and management journals and also have 1315 nos. of back
volumes of technical and management journals. Acquisition, organization of documents and
dissemination of materials information are the three main functions of the technical library.
Central library has introduced provisional master cared in place of Accession
Registers. VSP central library is displaying the following computerized cataloguing indexes in
the library after proper binding for easy retrieval of document by the users as well as library
staff.

 Accession number wise

 Author wise
 Title wise
 Subject wise

Arrangement of Documents:
All the documents are arranged according to the subject. Bookracks contain
their respective subject titles. VSP Central library functions on open access system basis.
Hand books, Encyclopedias and some important books are kept for reference in the
bookcase as per the subject.

Specifications:
VSP central library has a set of BIS standards along with the Electronic
Catalogue and these are arranged in ascending order. The standards are for reference
purpose only. All the employees including trainees of VSP are eligible to borrow the books.

Departmental libraries:
VSP central library is promoting the concept of departmental libraries. VSP
central library has set up departmental libraries in Medical, QA&TD, Law and Personnel

66
Directorate libraries. VSP central library issues books on permanent issue basis to various
other departments as per their requirements.

Library Service:
Technology is changing day by day and we have to disseminate the latest
information to help the users of central library of VSP. To cope up with this the VSP central
library circulates the latest articles appeared in technical and management journals to the
senior officers and concerned officers in various departments. This helps them to know the
latest trends in the information technology.

Library Bulletin:
Central library supplies the library bulletin every quarterly to Sr. Executives and all
HOD’S of VSP in order to fulfill the current awareness and it is their endeavor to cater the
information needs of the users.

Journals:
Central library subscribes number of technical and management journals every year.

Permanent journals:
VSP central library issues management and technical, law and medical journals to the
departments on permanent issue basis as per their indents. Procurement of journals and
books will be made directly from Indian and Foreign publishers, wherever is possible.
Central library plays a significant role for procurement of Indian and International
standards of QMS, EMS&OHSAS certification work. According to their Quality Policy:
Manufacture products as per specifications and standards agreed to with the customers and
follow clearly documented procedures for achieving expected quality standards of products
and services.
The central library hence provides Indian and International standards to the
concerned departments to fulfill the above targets.

LIBRARY INFORMATION SYSTEM:

Recently the central library has introduced library information system, LIS,
with the help of systems Departments of VSP for easy retrieval of documents to the users of
Central Library and Library Staff. The library application package comprises of all the
modules and helps the users to get and over view of graphical user interface based on
systems operation.

MEASURING THE EFFECTIVENESS OF TRAINING

In order to find out the effectiveness of training programmes,
feedback will be obtained from the participants at 3 levels viz.
1. Reaction level
2. Learning level
3. Behavior level

Reaction level and learning level:

At the end of the training programme, a test (post test) will be conducted to
measure the learning of the participant.

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 Reaction level feedback form is filled by the participants on various aspects,
the rating of effectiveness is measured on a 5- point scale. In case, the effectiveness is less
than “3” on a 5- point scale, programme will be reviewed to take necessary corrective
action.

The summary of the reaction and learning level of a particular programme is

prepared and put up to the HOD of the Training for review. The remarks or suggestions of
participants will be projected for consideration.

After the participants return to their departments from the training

programme, the controlling officer has to conduct a briefing section and guide them to
implement the knowledge gained through the training program me.

In case of Skill Development Programmers Pre-test and Posttest are conducted

to measure the learning index.

Behavior level:
After 1 month of conducting the programme the post training evaluation form (PTE
forms) will be send to the HOD’s of the concerned departments. This is designed to find out
the knowledge and skill gained during the training programme and its implementation status
on the job. The HOD’s in turn get the forms filled by the respective controlling officers and
send them back to the training departments. The PTE forms are designed on a 5-point scale.
All the data collected through PTE forms are summarized. If the average
rating is more than 3 on 5-point scale it will be assumed that the programme is effective. In
case of it is less than 3 the respective coordinators will discuss with respective controlling
officers to find out the reasons. If the controlling officers feel that the knowledge and skill
gained by the participant through the training program is in sufficient the participant may be
nominated to the same program again.

MANAGEMENT OF TRAINING AND DEVELOPMENT IN

PUBLIC ENTERPRISES

TIME MANAGEMENT:

A special study was undertaken to not patterns of time management, and the
workshop aim at improving the quality of time utilization by managers of Visakhapatnam
Steel Plant.

PERFORMANCE APPRAISAL:

To improve the quality of managerial appraisal, a program was devised to

disseminate a better understanding of appraisal principles and procedures.

COMMUNICATION:

Plant conduct seminar to help managers improve their skills of written and oral
communication.

CONFERENCE LEADERSHIP:

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Since many of our manners spend a considerable period of time attending meetings and
conferences, this seminar was developed to help them analyze conference participation
modes and improve their own contributions.

TRAINING NEEDS ANALYSIS

ORGANIZATIONAL LEVEL:
Every organization need to have well – trained and experienced people to perform
the activities that have to be done. In a rapidly changing society employees training and
development is not only an activity that desirable but also an activity that on organization
must commit resources to it is to maintain a viable and knowledge work force.
Organization level involves several kinds of investigations. One aspect of original
analysis is the estimation of how many people need to be trained to accomplish the future
goals of the organization. Training will improve the performance standard and skill of an
employee.

JOB PROFESSIONAL LEVEL OR OCCUPATIONAL LEVEL: -

To do work effectively occupational level is useful by which the employees can
perform their job more efficiently. Inadequate job performance or a decline in
productivity or changes remitting out of job redesigning or a technological breakthrough
require some type of training and development efforts.

INDIVIDUAL LEVEL:

Individual level uses performance appraisals of employees as guide to their need for
training and development. Individual level not only the performance of the individual on
the current jobs but also bring growth of the personality, progress towards maturity and
actualization of their potential capacities to become better employee.

HOW THE TRAINING PROGRAM IS DESIGNED:

A sound training program must possess the following characteristics:

→ Training program should be designed so as to achieve the predetermined objectives,
goals and needs of organization. It should be less expensive.
→Training program should be developed for all in the organization and not for a particular
group.
→Training program should be preplanned and we organized, taking in view the objectives of
training program. For this purpose, the whole task should be divided in various sub activities
and such activities should be arranged in a systematic order.
→Training program should be designed according to size, nature and financial position of
the concern. A small-scale enterprise cannot afford much to the training program.
→Training program must be flexible enough.
→A senior and experienced officer of the concern must conduct the program. In large-scale
enterprises, the training director who is in charge of the training sector under personnel
department conducts training.

→Theoretical and practical aspects of training must be given due consideration

while preparing a training program. Theory and practice must go hand in hand. Teaching of

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theory without the knowledge of its application will be liable to lose the interest of trainees.
On the other hand, practice without theoretical knowledge mat not enable the trainees to
think for themselves.

→It should be designed in such a fashion as to incorporate the recent trends developed in
the industrial field. The main purpose of training program should be to enable the employee
to pick up training.

→Training program should be designed taking in view the interests of both employer and
the employee. Their group interests should not be suffered.

The above characteristics must be developed in designing a social training program.

TRAINING NEED IDENTIFICATION AT VSP STEEL PLANT

Training must be linked with the organizational needs otherwise it would fail to pay.
Training must be linked with the individual need otherwise individual would fail to learn.
The effectiveness of the training mainly depends upon the proper identification of
the individual for a particular training program. Proper methodology is being followed for
the training need identification well in advance at the beginning of the year in the following
manner.

1. At the very first stage to have a systematic guidance, the training Advisory
Committees which are constituted to guide the Training Department in conducting
the training program. Members of the Training Advisory Committees are at the level
of ED (W), GMs of Works and Non-works and this committee meets once in a quarter
to discuss various aspects of training.

2. Before Training Department starts the training needs identification process,

guidelines are prepared and are briefed to the Training Advisory Committees.

The procedure for identification of training needs is as follows:

 A survey is conducted at all cross sections in all major production departments
through a questionnaire.
 Discussions are held with HOD's and with section in charges of the Shop Floors.
 Workshops are conducted by inviting different cross-functional departmental
officers and opinions obtained from the workshops are also taken into consideration.
 Training needs projected in the appraisal forms are also taken into consideration.
Training needs projected by the individuals in the Reaction level feedback forms also
taken into consideration.
 A survey is also conducted with different control ling officers of various
departments to know the skills required for the employees working under their
jurisdiction. The skills are divided into 2 categories viz., Basic skills and Special
skills.
 The controlling officers are asked to indicate the basic skills and special skills required
for their employees and also the other skills in which their employees are lagging.
 After obtaining the committee’s opinion, the thrust areas are identified and
accordingly the types of programmers to be conducted are decided.
 After deciding the type of programmes to be conducted, the draft list of programmes
are prepared and circulated to the entire HOD's to indicate their requirement against
each program. The list is as below:

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 1. The program-wise requirement is collected from the departments and
consolidated.

2. The total number of programmers to be conducted in a calendar year is decided

based on the requirement projected by the departments, as well as the
availability of resources in view.

3. The average in take in a training program will be ranging 15-40 nos.

PREPARATION OF ANNUAL TRAINING CALENDAR

The program schedule is prepared after finalizing the number of programs to be

conducted in a calendar year. While preparing the schedule, the following factors are taken
into consideration.

1. Care is being taken to avoid starting of too many programs on the same date.

2. No program is planned on Sundays, holidays and festival days and on capital

repair days.

3. In case of external programmers, dates are finalized in consultation with the

external faculty/agencies.

The course objectives & course contents are prepared in consultation with the internal
specialists/experts in the respective areas for all the training programs to be conducted in a
calendar year.

After finalizing the program topics, faculty is identified for each topic and a faculty
development program is conducted to the new faculty, for improving his presentation skills
and faculty techniques.

ORGANISING THE TRAINING PROGRAMMES

In case there is any deviation in the program dates indicated in the annual Training
Calendar, the same is also being communicated to the departments well in advance. Usually
this situation arises in case of the programs conducted with the help of external
faculty/agencies.

After sending the confirmation letters to the respective departments, the

departmental heads/controlling officers should ensure giving communication to the
participants and release them in the following procedure.

The training program details are being entered in the attendance cards of the
participants so that the individual did not forget the program dates. Communication is also
being sent to the faculty for taking the sessions as per schedule. The program’s coordinators
of training department are guiding the internal faculty in preparation of course material,
session plan etc., in order to meet the program objective.

TRAINING PROGRAMME NOMINATIONS

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 Based on the requirement projected by the departments for each program, seats
allotment list is prepared for different dates for a particular department.
To identify the right person for a right program, the list of the persons who are
already attended training program till date is also being prepared for a particular
department.
For obtaining nominations, letters are sent by TTI to the departments along with the
following documents:
 Annual Training Calendar
 Course Objectives & Course Contents
 Seats Allotment List
 List of employees who have already attended the training program till date
 Training needs projected by the individuals in reaction level feedback forms.

TRAINING INFORMATION SYSTEM AT Technical Training Institute

Training information system is envisaged to computerize most of the training and
development activities of TTI. There has been dramatic shift in competition globally.
Changes in the international/domestic business environment, the growing competitive
intensity and complexity of firms are becoming increasingly important. This is forcing firms,
nearly everywhere, to reconsider traditional strategies, policies and routine methods of
doing business. Operating in the· new environment requires computerization in training,
marketing and manufacturing.
In this competitive world to be the best it is necessary to upgrade the technology.
Now-a-days all the organizations are being computerized to get information accurately and
as fast as possible. After receiving the Annual Training Calendar along with course objectives,
respective departments have to nominate the employees for various programs as per the
seat allotment on monthly basis.

 All the departments can nominate their employees through computer, by using ERP –
Learning Solutions, LSO package.
 Department has to complete their nominations activity by 15th of every month.
 Training department will down load the nominations by 20th of every month. After
downloading, all the nominations are checked for if any employee has already attended
during last 3 years or not. If the employee has already attended the message is given to
the respective department to delete his nomination.
 Further TTI also check the level of the participants to find out his suitability for a
particular program.
 The total strength of the nominations for a particular program also checked and in case
more nominations are there, they are advised to come in the subsequent programs.
 All the above checks completed by 25th of every month for the subsequent months and
confirmation is given by TTI.
 All the respective departments will download the nominations by 30th of the month and
further communication is done by respective departments to the concerned
participants.
 After conducting the program, the attendance particulars are fed in the computer and
departments can browse this information through their terminal.
 Monitoring of defaulters and HOD level.
 Departments can also change the nominations till the last date of the program.
 Every HOD has access to Training Information system where in they can nominate, view
and modify the proposed nominations of his employees.

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 HOD can also view the attendance details of his employees as well as attendance status
of his department as a whole against nominations.

The benefits from these TRAINS are:

1. Easy tracking of Training attendance.

2. Provision for accommodating last minute substitution.
3. Correspondence is reduced.
4. Time for nomination finalization is reduced.
5. Duplication of nominations is eliminated for the same program.
6. Availability of every employee Training history on IBM network

In case of PC related training the respective TTI Coordinator confirm the nominations and
only confirmed employees are to be allowed for attending the programs. This is done
because more employees are being nominated for PC programs and it is difficult to
accommodate all the employees due to limited PC lab facilities.

METHODS OF TRAINING EVALUATION AT VSP

A variety of evaluation methods are used at different levels in the pertaining.

Training and post-training phases of evaluation.
Some of them are given below:

1. Immediate assessment of trainee’s reactions on the program.

2. Trainee’s observation during the training program.
3. Selecting trainee’s expectations before the program begins.
4. Seeking opinion of trainee’s boss regarding his/her job performance and behavior.
5. Measuring the improvement in trainee’s on-the-job behavior.
6. Evaluation the trainee’s skill improvement after the training program is over. Cost-
benefit analysis of the program.
7. Evaluation of trainee’s skill before and after the training program.
8. Measurement of trainee’s attitude after the program.
9. Seeking opinion of trainee’s colleagues his/her job performance and behavior.
10. Seeking opinion of trainee’s sub-ordinates regarding his/her job performance and
behavior.

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 CHAPATER 4

 DATA ANALYSIS & INTERPRETATION 64 - 79

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 QUESTIONNAIRE FOR MBA PROJECT

A study on ‘TRAINING AND DEVELOPMENT’ at Visakhapatnam Steel Plant

I (B. Manasa Kalyani) am, an MBA student doing a project on ‘Training and Development’
and its effectiveness in Visakhapatnam Steel Plant. So, I request you to give your valuable
information by responding to the questionnaire.

Employee name:

Employee number:

Designation:

Department:

1. What motivated you to attend the training programs?

(A) To update job knowledge. (B) To enhance skills.

(C) To contribute more on the job. (D) Because I was asked to attend.

2. Which one of the following methodologies do you find are more effective in training?

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 (A) Lectures & Demonstration.

(B) Lectures & Discussions.

(C) Lectures, Discussions & demonstration.

(D) Lectures, Demonstration, Discussions, Case studies & Hand on practice.

3. List the factors which influence the effectiveness of the training programs?

(A) Participants involvement. (B) Performance of the faculty

(C) Relevance of program contents (D) Course materials (E) All the above.

4. Please indicate whether employees participate in the training programmes and share
their experiences during the programmes.

(A) To some extent (B) To full extent (C) Not at all

5. List the factors which are required for an organization to be called as learning
organization?

(A) Employee exchange knowledge in work area.

(B) Employee attend the training programs voluntary

(C) Cordial relations among the employees.

(D) All the above.

6. Will the pre-training and post-training test influence the learning?

(A) To some extent. (B) To full extent. (C) Not at all.

7. Will the training programs contribute towards safe work environment?

(A) Yes (B) No

8. Do you think that training is one of the pre-requites for higher productivity/ for taking

higher responsibilities?

(A) To some extent (B) To the full extent (C) Not at all.

9. Do you notice continuous improvements in training programmes conducted in VSP?

(A) Yes (B) No

10. How do you feel after attending the training programs?

(A) Feeling higher responsibility (B) Getting more recognition (C) Able to perform
better

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[Please indicate your level of satisfaction with the learning environment in VSP]
11. Usefulness of Programme booklets / course material / CDs.
(A) Low (B) Fair (C) Good (D) Excellent

12. Effectiveness of Audio Visuals like LCD projector etc..

(A) Low (B) Fair (C) Good (D) Excellent

13. Performance of faculty:

(A) Low (B) Fair (C) Good (D) Excellent

14. Class room arrangements:

(A) Low (B) Fair (C) Good (D) Excellent

15. Which type of training programs you have undergone from time to time?

(A) Technical (B) Behavioral (C) Both technical and behavioral

16. Are the training programs helpful in your work life?

(A) Yes (B) No

17. By whom do you want to be trained?

(A) Superior (B) Outside executive

(C) Co-employee (D) All of the above

18. Do you feel that the training program contribute towards better performance of

equipment /plant by reducing maintance costs & breakdowns?

(A) To some extent (B) To the full extent (C) Not at all.

19. To what extent Pc related training programs are meeting your expectations?

(A) To some extent (B) To the full extent (C) Not at all.

20. How do you rate the safety and health related training programs?

(A) Excellent (B) Good (C) Satisfactory (D) Poor

Give me your valuable suggestions:

………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………

Thanks for giving valuable opinions

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 ANALISYS OF QUESTIONAIRE
DATA ANALYSIS

Feedback is collected through survey from the participants of various development

programs are tabulated below. The size of the sample taken is 200.
To study the training effectiveness of various development Programs organized by
T&D Centre, VSP, a questionnaire Containing 20 questions was prepared and administered
to 100 beneficiaries randomly. The data thus obtained by the survey for 20 questions of
evaluation is presented in a graphical form.
Development Project
A study on ‘TRAINING AND DEVELOPMENT’ at Visakhapatnam Steel Plant
I (B. Manasa Kalyani) am, an MBA student doing a project on ‘Training and Development
and its effectiveness in Visakhapatnam Steel Plant.

Employee name: Employee number:

Designation: Department:

1. What motivated you to attend the training programs?

(A) To update job knowledge. (B) To enhance skills.

78
 (C) To contribute more on the job. (D) Because I was asked to attend.

INTERPRETATION: The above graph represents that 30 % of the employees say that
training programs is important for improving the motivated updated job knowledge in
VSP. 20 % of the employees to enhance skills, 16% are improve to contribute more on
the job and 5% are showing their own interest attending for training in VSP.

2. Which one of the following methodologies do you find are more effective in training?

(A) Lectures & Demonstration.

(B) Lectures & Discussions.
(C) Lectures, Discussions & demonstration.
(D) Lectures, Demonstration, Discussions, Case studies & Hand on practice.

INTERPRETATION: From the above chart, 6 % of the employees feel that (A), 9% of
the employees feel that (B), 12% employees are feel that (C) and nearly 50% employees
are feel that (D) options are better methodologies. Which is vote by employees in
survey.

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3. List the factors which influence the effectiveness of the training programs?

(A) Participants involvement. (B) Performance of the faculty

(C) Relevance of program contents (D) Course materials (E) All the above.

INTERPRETATION: From the above chart, half of the employees feel that participants
involvement, performance of the faculty, relevance of program contents and course
materials are all factors influence effectiveness in training. 8%are select option (A),6%
are select option (B),7% are select option, (C) 3% are select option, (D) and 49% are
select option (E) in VSP .

4. Please indicate whether employees participate in the training programmes and share
their experiences during the programmes.
(A) To some extent
(B) To full extent
(C) Not at all

INTERPRETATION: From the above chart, 38% of the employees feel that the training
will help some extent in work life, 18 % of the employees feel that the training will help
to full extent in work life and 3% are feel not at all help in work life of done by TTI
training programmers’.

80
5. List the factors which are required for an organization to be called as learning
organization?
(A) Employee exchange knowledge in work area.
(B) Employee attend the training programs voluntary
(C) Cordial relations among the employees.
(D) All the above.

INTERPRETATION: From the above chart, 38% of the employees feel that the training
will effectiveness to improve the quality of work life at employees exchange knowledge
in work area, employee attend the training programmes voluntary, cordial relation
among the employees. 20% are select option (A),6% are select option (B) ,3% are select
option(C) and 38% are select option (D).

6. Will the pre-training and post-training test influence the learning?

(A) To some extent. (B) To full extent. (C) Not at all.

81
INTERPRETATION: The above graph represents 40% of employees feel to some extent, 20%
feel to full extent and 6% feel none about pre-training and post-training for learning.

7. Will the training programs contribute towards safe work environment?

(A) Yes (B) No

INTERPRETATION:The above represents 50% of employees feel yes and 8% feel no about
training program towards safe work environment.

8. Do you think that training is one of the pre-requites for higher productivity/ for taking
higher responsibilities?
(A) To some extent (B) To the full extent (C) Not at all.

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INTERPRETATION:The above graph represents 40% of employees feel to some extent, 30%
feel full extent and 5% feel none about training is one of the pre- requites for higher
productivity/ for taking higher responsibilities.

9. Do you notice continuous improvements in training programmes conducted in VSP?

(A) Yes (B) No

INTERPRETATION:The above graph represents 50% of employees feel yes and 10% feel no
about continuous improvements in training programmers’ conducted in VSP.

10. How do you feel after attending the training programs?

(A) Feeling higher responsibility (B) Getting more recognition (C) Able to perform better

83
 [Please indicate your level of satisfaction with the learning environment in VSP]

INTERPRETATION: The above represents 20% feel higher responsibility, 10% feel getting
more recognition and 50% employees feel better to perform about attending the training
programs.
11. Usefulness of Programmers booklets / course material / CDs.
(A) Low (B) Fair (C) Good (D) Excellent

l
INTERPRETATION:The above represents 7% feel low 9% feel fair, 50% employees feel good
and 30% feel excellent about Programmers booklets / course material / CDs.

12. Effectiveness of Audio Visuals like LCD projector etc..

(A) Low (B) Fair (C) Good (D) Excellent

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INTERPRETATION: The above represents 10% feel low,7% feel fair,60% feel good and 20%
feel excellent about Audio Visuals like LCD projector.

13. Performance of faculty:

(A) Low (B) Fair (C) Good (D) Excellent

INTERPRETATION:The above graph represents 10% feel low,10% feel fair, 50% feel and 20%
feel excellent about the performance of faculty.

14. Class room arrangements:

(A) Low (B) Fair (C) Good (D) Excellent

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INTERPRETATION:The above graph represents 10% feel low,7% feel fair,40% feel good and
25% feel excellent about Class room arrangements.

15. Which type of training programs you have undergone from time to time?

(A) Technical (B) Behavioral (C) Both technical and behavioral

INTERPRETATION:The above graph represents 10% feel technical,10% feel behavioral and
50% feel both technical and behavioral about training programs undergone from time to
time.

16. Are the training programs helpful in your work life?

(A) Yes (B) No

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Interpretation:The above graph represents 50% feel yes and 10% feel no about training
programs helpful in your work life.

17. By whom do you want to be trained?

(A) Superior (B) Outside executive

(C) Co-employee (D) All of the above

INTERPRETATION:The above represents 10% feel superior,10% feel outside executive, 7%

feel co-employees and 50% feel all the above about to be trained.

18. Do you feel that the training program contribute towards better performance of

Equipment /plant by reducing maintance costs & breakdowns?

87
 (B) To some extent (B) To the full extent (C) Not at all.

INTERPRETATION:The above represents 40% feel to some extent use full,32% feel to full
extent use full and 7% feel not at all use full about to be trained

19. To what extent Pc related training programs are meeting your expectations?

(A) To some extent (B) To the full extent (C) Not at all.

INTERPRETATION:The above represents 46% feel to some extent use full,23% feel to full
extent use full and 6% feel not at all use full about to be trained

20. How do you rate the safety and health related training programs?

(A) Excellent (B) Good (C) Satisfactory (D) Poor

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INTERPRETATION:The above represents 14% feel Excellent,45% feel outside good, 9% feel
satisfactory and 8% feel poor about to be trained

89
 CHAPTER – 5

 FINDINGS 80

 SUGGESTIONS & SUMMARY 81

 CONCLUSION 82 - 89

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FINDINGS
From the survey on workmen it is clearly evident that most of them are satisfied
with the training programs provided by the organization.

The RINL-VSP, Visakhapatnam has put in its best efforts in implementing various
training and development activities for the welfare of workmen.

The training programs have been fruitful to the organization as the productivity levels
as well as the overall work efficiency of the employees have increased after the training
programs.

However, in the survey

We have found that some of the employees haven’t attended the training programs
even though they have been called for it.

Workmen were not interested in training as the training program timings

were clashing with their shift timings.

Some of the workmen who are nearing retirement are not interested in attending
training programs.

Due to lack of encouragement some of the employees are not showing interest in the
training programs.

Training is being undergone by the same candidates in some of the units which is
resulting is disinterest in training for some workmen who are willing to take part in the
training programs.

Employee relationship is also given more importance in and outside the

organization.
Awareness of employees on duty is given more importance than any other activity
in the organization.

Practical approach to improve the managerial effectiveness is timely given to all the
employees in all the categories for more production.

Training in Communication Skills and time management is also given for the
development of the standards of the organization and of the individuals.

All the employees are interested for attending PC ,Safety & Health related &
Technical training programmes.

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 RINL is also nominating the employees for the programmes conducted by other
organizations / institutes in India and as well as in abroad.

Over all the employees are satisfied with training and development programs taken up
by the organization in each every aspect.

SUMMARY
The graphical analysis for the various units clearly shows that the company’s training
programs are very beneficial to the workmen and also the HR department has been
successful in implementing training programs which have met the needs of the workmen
and also beneficial to the company.

Training for all the workmen in various units like Knowledge sharing programs,
Technical, behavioral has been really beneficial to all the workmen and also to the
employees.

The safety training is one of the most important training which have been undergone
by many of the workmen and many have been of the opinion that it is one of the most
important training the company is providing them.

SUGGESTIONS
After a detailed study and analysis on the training and development of employees we
would like to provide some suggestions to the HR department. They are:

Since most of the workmen are of the opinion that training program timings are
clashing with their work timings it is better to train the workmen at their workplace.

Setting up of various display boards related to their work, machinery which they will
be handling at their work place, Control rooms, Rest rooms etc.

Introducing more knowledge sharing programs and Behavioral training programs at

specific zones will help the workmen to know more about the company and the working
process and other details and will also bring some attitudinal changes which might bring in a
change in the work culture (A new shift).

CONCLUSION:
Training is the organized process by which people learn knowledge and a skill or attitude
for a purpose. The objective of the organization education and training policy is to enable all
its employees to make their maximum contribution towards achieving business objectives.

Measuring training effectiveness or evaluation of training is the means used to

determine the worth or value of training. A comprehensive and effective evaluation plan is a
critical component of any successful training programme. It should be well structured to
generate information on the reactions on the amount of learning that has taken place on the
trainees’ behavior and its contribution to the job/organization.

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 At VSP training in various technological processes have been given priority over
years. Training of thousands of new entrants has been designed specifically to impart
awareness and skills in various processes involved in an integrated steel plant, the training is
being imparted to nearly, 10,000 employees every year and spending lot of money, time and
effort hence it is very much essential to evaluate the training to find out whether it resulted
not only in acquisition learning but also its subsequent transfer to the job situation.

The development programs are being designed keeping in view of the concerned
heads of the departments and also for continuous improvement of training programs. As
soon as the training program is conducted, post training evaluation questionnaires are sent
to the managers to evaluate the progress of the employees working under them. Training is
also being monitored by senior management of VSP through training advisory committee
(TAC). The study carried out with the objectives listed earlier is expected to be useful in
understanding effectiveness of development programs and enable the organization for
making development programs more useful and effective.

TECHNOLOGICAL & REFRESHER COURSES -PLCs

SAFETY & HEALTH RELATED TRAINING -Health Education

SKILL DEVELOPMENT PROGRAMMES -Motor Maintenance

PC RELATED TRAINING -MS PowerPoint

Iron and Steel play a significant role in the growth of the economy of the country and in
every manufacturing sector they are the most essential elements that are required. Hence
Iron and Steel industries have achieved very high significance in the present developing era.

Out of all the steel industries present in India, Visakhapatnam Steel Plant is
the one that proved itself to be one of the best developing organization. The Prime ministers
award for the best Integrates Steel Plant was awarded to VSP in the recent past. This depicts
the success level of the organization. Even though this organization faced as severe setback
few years ago, it recovered and achieved success with in a very short period, which shows
the determination and hard work of the employees and as well as the efficiency of the
directors and other higher officials of the organization.

Success cannot be achieved sole handedly and hence it is the hard work devotion,
dedication and determination of the employees of the VSP that made this organization to
flourish at greater heights.

This project helped me to know the working conditions, employee training

conditions and the functioning of the organization as a whole and especially the function of
the Technical Training Institute, TTI in detail. This project has also made me familiar with the
techniques adopted by the TTI to identify and then train the employees in their specific
areas. This study enriched my knowledge about the organization and helped me to gain
more of organizational knowledge.

One thing that I noticed in this study is the level of input given by the employees at
their work place. Every employee takes his job as a challenge and performs for the
betterment of the organization. This has brought glory to VSP. The level of motivation in the
employee is very high.

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 I am very happy to say that the kind of co-operation given by the employees during
the survey was really appreciable. Even though they were busy with their works, they were
kind enough to provide me with the best possible information.

Their interest depicts their encouragement towards the students who come for the
project. Employees are very encouraging and they appreciate students and co-operate with
us to complete our task successfully.

We can say that the backbone of any organization is its diverse work force. The
statement “Unity in Diversity” is rightly applicable in this organization. The role played by the
HRD in this organization is highly appreciable. Managing HR is quite a difficult task in any
organization, so the whole organization functions as a family and the result is what we have
seen.

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BIBILOGRAPHY

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 BIBILOGRAPHY

BOOKS:
John Bernardino Human Research management

Anthony Landrace Training & Development Hand Book

Nadler Leonard Human research Development

JOURNALS: -
Indian Journal of Training & Development Personnel Today

WEBSITE SERVED: -
www.vizagsteel.com

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