A SUMMER PROJECT REPORT

ON

T RAINING AND D EVELOPMENT AT N ALCO

Submitted as partial fulfillment for the award of Master of Business

Administration under Biju Pattnaik University of Technology
(B.P.U.T), Rourkela, Odisha at IMIT, CUTTACK.

By
AJAYA KUMAR BEHERA
MBA
Regd. No. 1906102003

Under the guidance of

Internal Guide External Guide

Dr. Chandrakanta Sahoo Mr. R. C. Dash
IMIT,CUTTACK Sr. Manager

INSTITUTE OF MANAGEMENTAND INFORMATION TECHNOLOGY

CUTTACK
(2019-2021)

1
 D E C L AR AT I O N

I do hereby declare that the Dissertation entitled “Training and

Development” submitted by me under guidance and supervision of

Dr.Chandrakanta Sahoo, Faculty in HR, Institute of Management And

Information Technology, Cuttack as a partial fulfillment of Master of

Business Administration.

I also declare that the dissertation report is result of my own

endeavour and that no part of the report has been submitted earlier for any

degree in any university/institute or published any time before in any other

form.

DATE: AJAYA KUMAR BEHERA

PLACE : MBA 2nd Year
Regd No. 1906102003
IMIT,CUTTACK

2
 I N T E R N AL C E R T I F I C AT E

This is certify that Ajaya Kumar Behera, a student of MBA from

Institute of Management And Information Technology, Cuttack has

undergone project study in HRD Centre of Excellence, NALCO,

Bhubaneswar from 17.06.2020 to 23.09.2020. During his project, he was

assigned the project on “TRAINING AND DEVELOPMENT OF NALCO”.

He has completed the project satisfactorily. The Certificate is being issue

for academic purpose only.

We wish him a successful professional career.

Under the guidance of

Dr.Chandrakanta Sahoo

IMIT , Cuttack

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 CONTENTS

Topic PageNumber
CHAPTER-1

Introduction and Research Methodology 1-4

CHAPTER-2

Company Profile 5 - 16

CHAPTER-3

Human Research Management and HRM in NALCO 17 - 19

CHAPTER-4

Theory of Training and Development

Training and Development in NALCO 20 - 45

CHAPTER-5

Questionnaire Analysis 46 - 55

CHAPTER-6

Learning suggestion and Conclusion 56 - 58

CHAPTER-7

Bibliography 59

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 CHAPTER–I

INTRODUCTION AND RESEARCH

METHODOLOGY

5
 INTRODUCTION ABOUT ORGANIZATION

Human resources planning is a process of sticking balance

between human resources required and acquired in an
organization. It is a process by which an organization determines
how it should acquires its desired manpower to achieve the
organizational goals. Human resources planning helps an
organization have the right number and kind of people at the right
places and right times to successfully achi eve its overall objectives.
This topic effectiveness of the training and development in NALCO
Bhubaneswar. The main purpose of this project was to provide
practical knowledge and experience to the students of various day -
to-day operations of an organization.

The project report is prepared on the National Aluminum

Company Ltd. popularly known as (NALCO).

The idea of the study points out that this National Aluminum
Company Ltd. (Nalco) is considered to be a turning point in the
history of Indian aluminum Ind ustry. In a major leap forward. Nalco
has not only addressed the need for self -sufficiency in aluminum,
but also given the country a technological edge in producing this
strategic metal to the best of world standards. Nalco was
incorporated in 1981 in the Public Sector, to exploit a part of the
large deposits of bauxite discovered in the East Coast. In Odisha,
for setting up Asia’s largest integrated alumina -aluminum complex
in 1981. National Aluminum Company limited (Nalco) had acquired
7263 acres of land at Damanjodi in Koraput district and 4057 acres
at Angul. During the inception of the company, 635 families in 51

6
villages were displaced- 600 families in Damanjodi sector and 35
families in Angul sector.

OBJECTIVE OF THE STUDY :

Objective is the end res ults towards which activity of aimed,

the end result to achieve. No enterprise or an organization can
accomplish its task it has some defined objective of the achieve.

The sole objectives of this project are :

 To understand the extend to which the traini ng programmes

form the NALCO are helpful to the employees in their day -to-
day work.

 To know the level of awareness of employees on the training

programmes they have attended.

 To examine the training practices in NALCO

 To offer useful succession for improving the effectiveness of

training programme.

RESEARCH METHODOLOGY :

The research involved extensive and intensive studies of the

“National Aluminum Company Ltd” Methodology us the process in
which necessary data and information are collect. After the
decisions about the purpose and type of report to be prepared the
sources for collection of data are decided. There are mainly two
sources of collection of data and information i.e.

 Primary sources

 Secondary Sources

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Primary Sources :

 Direct Personal Interview: The face-to-face contact with

various executives and other officials of the organization was
made to collect information on various aspects. The interview
collected have used in this project report.

 Indirect Oral Interview : In this method data are also

collected from the persons who are supported to have
knowledge about the organization and the desired information
are collected.

 Questionnaire : A questionnaire containing a bunch of

question was administered on different executives and
concerned staff of this organization. Their answers have been
scrutinized for drafting this report.

 Schedule Enumerators: In this method the data are collected

from the information like the executives, authorities and fill
the questions of the questionnaire. The met hod is usually
used for the abbreviation collections.

Secondary Source :
Data which are not originally collected but rather obtained from
published or unpublished sources are known as secondary data.
Under this method information have been collected from the
following ways.

 The overview of the organization

 Statistical Report

 Magazines

 Different Web Site.

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LIMITATIONS OF THE STUDY :
 Due to huge manager base & thus the Universe being large,
the entire executive base could not be covered; rather a
sampling method was used.

 The study was conducted at the corporate office of NALCO;

the study had to be confined only to the NALCO office at
Bhubaneswar in Odisha.

9
 C H A P T E R – II
COMPANY PROFILE

10
 HISTORY OF NALCO

India after great deliberation has consciously and knowingly

chosen the path of mixed economy to achieve industrial growth and
prosperity a public sector plays a very crucial role in changing the
economic, social and political scenario of poor, under developed,
poverty ridden like India, which strictly follows the dualistic market
economy. India a resources rich country.

Where equitable development of all regions is highly

essential. Public sectors are not only able to utilizes the resources
wisely so as to get mass production with minimum cost but also
increase the standard of living of the people by giving Employment
opportunity. Therefore the public sector is the main stay of the
economy. Hence the economic grow this naturally dependant on
their performance.

PLANT LOCATIONS :

The Corporate headquarters of Nalco is located at

Bhubaneswar, the capital city of Orissa, its mining operation and
the manufacturing units are located at Damanjodi and Angul.
Damanjodi, in Koraput district of Orissa, is 550km. By road to south
of Bhubaneswar. Angul is 160km. from Bhubaneswar on north. It
may be useful for you to get some general information on
Damanjodi and Angul which are the main centers of your
Company’s activities.

Damanjodi:

Damanjodi, where Nalco has established its Alumina Refinery

and a township on the foothills of Panchapatamali hills.

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Panchapatmali, where the Bauxite mine of Nalco is located is
connected by a 16km. long uphill orad. Damanjodi is 12km. from
Similiguda, a small town located on the National Highway No.43.
Damanjodi is also connected by bus service from Berhampur,
Cuttack, Bhubaneswar, Angul and Sambalpur. The native
population of Damanjodi mostly consists of tribals. The important
tribes in this area are Gadaba, paraja, Kandha, Koya & Suniki. The
traditional occupation of the local population has been cultivation
agricultural activities. Here the weather is very pleasant round the
year with maximum and minimum temperature ranging between 34 0
and 30 0 C.

Nalco township at Damanjodi is a well planned one. Apart

from 2968 dwelling units, the township has market complexes,
community centers, clubs, swimming pool, playgrounds, parks, a 30
bedded well equipped modern hospital, guest houses, trainees’
hotels etc. the township hhas its own Post Office, Police Station
and Banks. There is an English medium school offering CBSE
courses. This school is ron by Delhi Public School Society. An
Odiya medium high school is run by Saraswati Vidya Mandir.

Nalco Nagar, Angul

Nalco Nagar is situated within 5km. of Angul town. Angul

today is a fairly big and bustling town on the National Highway
No.42 which is the main Highway connection Bhubaneswar with
Raipur(MP), sambalpur, Sundargarh & Rourkela. Nalco has
established its Smelter Plant, the Captive Power Plant and its
township close to the National Highway. The place is easily
accessible from Cuttack and Bhubaneswar by road and rail.

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 Local population, till the advent of industries, basically
depended on agriculture for livelihood.

The Nalco Township known as Nalco Nagar is modern and

well planned. In addition to 3679 dwelling units and trainees’ hostel
with 403 rooms, Nalco Nagar has many civic facilities like
community centers, clubs, stadium, swimming pool, market
complexes etc. Our company has established here a 50 -bedded
hospital with ultra modern facilities. There is an English Medium
Delhi Public School and An Odiya medium, Saraswati Vidya Mandir
offering excellent educational facilities to the employees children
upto 10+2 standard.

The company has paid adequate compensation to the affected

families at the time of acquiring the land and further as a matter of
social obligation, has been providing employment and business
opportunities to the members of the displaced families on
preferential basis.

CAPACITY OF COMPANY :
Unit Original 1 st phase 2 n d phase
capacities expansion expansion
Bauxite Mines 24,00,000MT 48,00,000MT 63,00,000MT

Alumina Refinery 8,00,000MT 15,75,000MT 21,00,000MT

Aluminum
2,30,000MT 3,45,000MT 4,60,000MT
Smelter

Power Plant 600MW 960MW 1,200MW

Moreover, the company i s now planning for 3 rd phase expansion at

an investment of more than Rs.6000crore, which will further

13
increase aluminium smelting capacity to 5.85 lakh tones and power
generation to 1700mw per annum.

BAUXITE MINING :

A fully mechanized open-cast mine, on Panchapatmali hills of

Koraput district in Odisha, is among the most sophisticated and
eco-friendly operations to be found worldwide, which features geo -
statistics application and computerized mine planning. This mine
serves as feed-stock to the Alumina Refinery at Damanjodi, located
downhill. The transportation is done through a 14.6km long single -
flight, multi-curve, cable belt conveyor of 1800tph capacity.

Over 90%
Area of Deposit : 16sq km Mineralogy :
gibbistic

Resource : 310 million tones Over burden 3mtr (avg)

Alumina 45% silica Ore

Ore quality : 14mtr (avg.)
2% thickness:

ALUMINA REFENERY:

One among the top ten alumina refineries in the world,

NALCO’s energy-efficient Alumina Refinery utilizes time -tested
Bayer process technology of atmospheric pressure digestion at low
temperature. Manufacturing of 26,000 tpa special grade aluminas
and hydrates as well as 10,000 tpa detergent grade zeolite are well
integrated with the main process streams. After meeting the
consumption needs of company’s Smelter at Angul, the balance

14
quantity of alumina goes to international markets through
Visakhapatnam Port.

SMELTER PLANT:

Located at Angul in Odisha, NALCO’s Smelter is based on

advanced technology of smelting & pollution control and comprises
four pot lines with 240 electrolytic pot cells in each, along with
integrated facilities for casting of ingots, sows, billets, strips and
wire rods. Moreover, with the acquisition and subsequent merger of
International Aluminium Products Limited (IAPL) with NALCO, th e
50,000tpa rolled Products Unit (RPU) has the advantage of direct
molten metal transfer from the smelter. This RPU has facilities to
produce sheets and coils for a variety of end uses.

CAPTIVE POWERPLANT :

Close to the Smelter, a Captive Power Plant of 1200mw

capacity has been established for firm supply of power to the
Smelter. The coal demand of the Plant is met from a dedicated
mine of Mahanadi Coalfields Limited. Keeping the expansion in
view, a separate Utkal -E coal block has been allotted to NALCO by
the Govt. The Plant is also connected with the State Grid for sale of
surplus power.

PORT & RAIL FACILITIES :

NALCO has established mechanized storage and ship

handling facilities for exporting and importing. The port is also used
for export of aluminium metal and import of normal as well as
project cargoes. NALCO also uses the ports of Paradeep & Kolkata

15
for exports. Besides, NALCO operates own Locomotives and
Wagons for surface transportation of finished goods and raw
materials.

Ships loading rate: 2200 tph

Alumina storage : 3 x 25,000 tonnes

PRODUCTS :
Registered with London Metal Exchange, NALCO products
enjoy worldwide reputation on account of their quality, reliability in
shipment, backed by high standard customer service, NALCO is
among the most advanced manufacturing units in the world and its
products are sold in more than 30 countries.

Alumina :

 Calcined Alumina

 Alumina Hydrate

 Specialty Aluminas & Hydrates

 Detergent Grade Zeolite

Aluminium Metal : (CG, EC & LME grades)

 Standard Ingots – (approx. 20  3kgs/18.5

kgs  1.5kgs/22.5  1.5kgs)

 Sow ingot-(each max. 750 kgs)

 T-Ingot-(each 650kgs  50kgs)

 T-Ingot-(each 650kgs  50kgs)

 Wire Rods-(in coil form) 9.5/11.95mm dia, weight approx.2mt

 Billets (in 5 sizes)

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 127  1.5mm/152 1.5mm

178  1.5mm/203  1.5mm/229  1.5mm dia

Flat Rolled Products (coils & sheets)

FINANCIAL PERFORMANCE ( in Crore) :

2007-08 2008-09 2009-10

Sales Turnover 5474 5531 5311

Export Earning 2134 2085 2209

profit Before Tax 2467 1927 1155

Net Profit 1632 1272 814

Net Worth 8874 9770 10395

Reserves & Surplus 8230 9126 9751

Return on Net Worth (%) 18.39 13.02 7.83

Equity capital 644 644 644

Book Vlaue (per share of Rs.10/- each ) 137.73 151.64 161.34

Earning per share (Rs.) 25.32 19.75 12.64

Dividend per share 6.0 (Rs.) 50 (Rs.) 2.5 (Rs)

ENVIRONMENT :

NALCO assigns high importance to promotion and

maintenance of pollution-free environment in all its activities. The
two highest national awards viz. Indira Priyadarshini Vrikshamitra
Puraskar and Indira Gandhi Paryavaran Puraskar for environment
management, conferred on the company by the Ministry of

17
Environment & Forests, Govt. of India, bear further testimony to
NALCO’s commitment towards the environment.

COMMUNITY CARE :

Apart from producing products, NALCO is also transforming

the lives of local people. NALCO has comprehensibly addressed
issues related to rehabilitation of displaced families with adequate
compensation, housing and employment to the extent feasible.
Creation of infrastructure in the sur rounding villages for
communication, education, health care and drinking water gets
priority in the periphery development plans of the company. Apart
from this encouragement to sports, art, culture and literature are all
a part of NALCO.

CSR [Corporate Social Responsibility] :

Apart a socially responsible corporate, NALCO has so far

allocated Rs.146.85 crore for corporate Social Responsibility
(CSR) activities. The company has adopted a policy of playing a
catalytic role in improving the quality of life of people living in
peripheral villages, in collaboration with local government
authorities. Now prioritizing these efforts now. NALCO has come up
with a standalone foundation for CSR and has doubled its annual
CSR allocation to 2% from the year 2010 -11. NALCO foundation is
based on the Guidelines on Corporate Social Responsibility for
Central Public Sector Enterprises.

OUR ACHIEVEMENT:

 Indira Priyadarshini Vrikshamitra Award by Govt. of India in

18
 1994.

 First Capexil Export Award in 1988.

 London Metal Exchange Registration Award in May 1989.

 First EEPC Export Award in 1998-1999.

 Indira Gandhi Paryavaran Puraskar by Govt. of India in 2000.

 FIEO Niryat shree Award in 2005-06.

 Navratna Status in 2008.

 Premier Trading House Status in 2009.

 Best Listed CPSE Award in 2010.

 ISO 9001. 2000, ISO 14001, OHSAS 18001 and SA 8000

Certifications.

SWOT ANALYSIS :
The analysis involves matching internal capabilities i.e.
Strengths and W eakness with the environmental opportunities and
Threats in known as SW OT analysis. The SWOT analysis of
NALCO is given as under :

Strength :
 Internationally acclaimed and Asia’s largest integrated
aluminum complex.

 Easy availability of raw materials.

 Obtained ISO 9000;2001 certification of quality

 Modern technology

 High Quality products

 Energetic human resources

 IT friendly

 Expansion opportunity

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  Global trade

 Enters export market

 High share in the domestic market

Weakness :
 No flexible marketing

 Risk average (aging)

 Procedural and bureaucratic

 Limited product mix

 Diagnosed human resources

Threats :
 Large competitors

 Turn off in organization

 Scope of privatization

 Challenges posed from other aluminum

Opportunities :
 Huge demand of the product and the product -mix

 Large domestic market

 Export opportunities

 Large expansion plans to meet the huge markets

NALCO WORKS & OFFICES :

Nalco Bhawan, P/1, Nayapalli Mines Refinery :

Bhubaneswra-751061, India Damanjodi- 763008, Koraput,
Odisha
Phone- 0674-23019882301999/2303233
/2301550/2300013/2300976
Fax: 0674-2300521/2300580/2301290,

20
web- www.nalcoindia.com

Smelter Plant : Captive Power Plant :

Nalco Nagar- 759122, Odisha Angul: 759145, Angul,Odisha
Phone: 06764-220267/220158 Phone-06764220267/220158
Fax: 06764-220646 Fax: 06764-220646

Port facilities : Delhi :

Port Area, Visakhapatnam-530035 Core-5, 5 th floor, South tower
Phone: 0891-2561433/35 District centre, Scope Minar,
Fax: 0891-2561595 Laxmi nagar, Delhi-110092
Email- [email protected] Phone:01122010793/94/801
Fax: 011-22010790/800/792
E-mail:
[email protected]

Kolkata : Bengaluru :
J.K.Millenium Centre, 1 s t floor,46-D Resham Complex, 3 rd floor
(Farah towers)n 50M.G. Road,
Chowringhee Road, Kolkata-700071
Bengaluru-560001
Phone:033-
Phone: 080-
22877363/22870115/66224510
25550390/25587086/25587298
Fax: 022-24950500
Fax: 080-255861151
[email protected]
[email protected]

Mumbai : Chenai :
215, T.V. Industrial Estate 3E, Century Plaza, 560 Anna
salai Teynampet, Chennai-
S.K.Ahire Marg, Worli,Mumbai-400030
600018 Phone- 044-
phone-022-24939288/89/24961711 24349157/24344162/24335486/2
Fax: 022-24950500 4335493

[email protected] Fax: 044-24343495

[email protected]

Paradeep : Overseas Office :

‘V’ Point, Badapadia, paradeep-754142 Unit-1082, Tower-1, Puri
Emeperium JL Kunnigan madya
phone: 06722-221286
(JL Rasuna said) Jakarta 12890
Fax: 06722-221286 (Indonesia)
E-Mail:[email protected] Mob: 0062-81585000037
Fax: 0062-2183763048

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VISION : : To he reputed golabl company in the metals and
energy sectors.

MISSION : To achieve sustainable growth in business though

diversification, innovations and global competitive edge.

 To continuously develop human resources create sale

working conditions. Improve productivity and quality and
reduce and waste.

 To satisfy the share holding employees and all other

stockholders.

22
 C H A P T E R – III
HUMAN RESOURCE MANAGEMENT AND HRM
IN NALCO

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 HUMAN RESOURCE MANAGEMENT (HRM)
 Human Resource Management may be defined as the art of
procuring, developing and maintaining competent workforce to
achieve organizational goals efficiently.
 According to Invancevich and Glueck, “HRM encompasses
those activities that are designed to provide for and
coordinate the human resources of an organization”.
 According to Byars and Rue, “HRM encompasses those
activities that are designed to provide for and coordinate the
human resources of an organization”

NATURE OF HRM :
1. HRM is pervasive is nature.
2. HRM focuses attention on action.
3. HRM intends to develop the full potential of employees.
4. HRM tries to build and maintain cordial relations between
people working at various levels in the organization.
5. Managing human resources is a challenging.

FEATURESOF HRM :
1. HRM is a part of management discipline.
2. HRM is a process just like management process.
3. A process is a continuous phenomenon in which events and
relationships are seen as dynamic and flexible. HRM is a
continuous process and not a one-stop action.
4. HRM is concerned with people in the organization both
present and potential.

24
 5. HRM is directed towards achievement of organizational
objectives by providing tools and techniques of managing
people in the organization effectively.

OBJECTIVES OF HRM :
1. To help in Achievement of Organizational Goals.
2. To employ the skills and abilities of the workforce efficiently.
3. To provide the organization with Well-trained and well-
motivated employees.
4. To increase to the fullest the Employee’s job satsifactin and
Self-Actualization.
5. To develop and maintain a quality of work life.
6. To communicate HR polices to all employees.
7. To be ethically and socially responsi ve to the needs of
society.

HRM POLICES OF NALCO

HR policies required for rapid change in an organization. All
policies formulated to define the frame work of an organization,
possibly the most complex is the set of HR Policies, simply because
the Human Resource of the organization is the single most critical
resources that determines the effective utilization of all other
resources of the company. The rapidly changing business scenario
necessitates keeping the HRM policies well aligned not only with
the business policies of the company but also with the changing
needs and expectations of the employees.

Ever since inception NALCO has been a growing and forward

looking organization, aiming at exc ellence and to emerge as a role
model. Change is inevitable. We cannot avoid change; we can only

25
control our response to it. Continuous adaptation to change and
making the HRM policies transparent is the call of the day.

Human Resources in Nalco

Manning your Company, there are 7435 persons possessing a
variety of skills, qualifications and competence. Your Company is
truly youthful with the average age of the employees being below
45 years. Starting with a core group of 262 employees in 1982, the
progressive growth in manpower has taken place in a planned
manner, matching the needs of the different stages of the project.
Present strength of 7435 as on July,2010 is close to optimum
requirement against existing capacity.

26
 C H A P T E R – IV
THEORY OF TRAINING AND DEVELOPMENT,
TRAINING AND DEV. IN NALCO

27
 TRAINING AND DEVELOPMENT
Meaning and Definition of Training :

Training is the important subsystem of human resources

development. Training is specialized function and is one of the
fundamental operative functions of human resource management.
Training is a short-term process utilizing a systematic and
organized procedure by which non-managerial personnel acquire
technical knowledge and skills for a definite purpose. It refers to
instruction technical and mechanical operations, like operation of
some machine. It is designed primarily for non-managers, it is for a
short duration and it is for a specific job -related purpose.

 According to Dale S Beach : “Training is the organized procedure

by which people learn knowledge and for sill for a definite
purpose”.
 According to Dale Planting, Cord and Efferson : “Training is the
continuous, systematic development among all levels of
employees of that knowledge and their skills and attitude
which contribute to their welfare and that of the company”.
 According to Edwin B.Flippo : “ Training is the organized
procedure by which learn knowledge and skill of an
employees for doing a particular job”.

Features of Training :

 Training addresses both occupational skill requirements and

the academic or foundational knowledge, skills, and behaviors
that underlie them.
 Training supports forms of work organization that emphasize
broadening employee skills and empowering employees.

28
  Training activities are interactive and experiential, and include
regular opportunities to integrate the knowledge and skills
learned into solving problems commonly encountered on the
job.
 Training is modular so it can be adapted to workplace
schedules.
 Training uses technology and materials that are comparable
to those used on the job.
 Training builds the learner’s ability to transfer his skills to
different work settings.
 Trainer is well versed in job performance requirements and
has industry-based experience.
 Training is evaluated based on both performance outcomes
and the quality and effectiveness of the training process.

Objectives of Training :

Every organization, irrespective of the size or nature of

operations, needs to provide training to the organizational members
at various stages of their career with the following objectives.

1. Enhancing Employee Performance : Imparting new skills help in

performance enhancement of the employees assigned with
specific tasks. Training helps to bridge the gap between
actual performance and expected performance.
2. Updating Employee Skills : In the changing environment,
technological changes are taking place at a faster rate.
Organizations must keep a track of the speed and direction of
changes. It is the organizational and moral responsibility of
the management to keep employees equipped with the
knowledge and skills required to cope with technological
changes. Training systems enable employees to update their

29
 abilities and integrate the technological changes successfully
into organizational systems and processes.
3. Preparing for Promotion and Managerial Succession: A manger’s
inability to cope with technological advancements is referred
to as managerial obsolescence, as it is the management’s
failure to adopt new methods and processes. The
obsolescence, in turn, retards organizational performance.
Rapid changes affect the business scenario in regard to
technical, legal, and social environments, impacting the way
managers perform their jobs. Those who do not adapt become
obsolete and ineffective.
4. Preparing for promotion and Managerial Succession: An employee
acquires new skills in a training program; so can a manager.
He/she accepts challenging tasks and does not hesitate to
assume higher responsibilities. Training makes the transition
of the employee from the present job to the next job easier,
faster, and smoother.
5. Motivating and Preventing Employee Attrition: An employee needs
continuous development to move along the career path as per
the career planning. Training motivates and reinstates
organizational commitment. Managers must provide adequate
training facilities to all employees, particularly to the
promising ones.
6. Gaining Organizational Excellence: Knowledge, skills and
motivation are the dominant determinants of human
performance. A trained person needs less time and attention
from the supervisor as training makes him/her self -propelled.
Thus, training substantially saves the time of supervisors.
Training, additionally, reduces accident rates, break -down of
machines and facilities, rejections and wa stes, and enhances
labor and material productivity. These factors improve

30
 organizational stability through the creation of a reservoir of a
knowledgeable and skilled workforce who can help an
organization to sustain the competitive edge and advantages.

Definition of Development :

Development is a long-term educational process utilizing a

systematic and organized procedure by which managerial
personnel get conceptual and theoretical knowledge. In other
words, it refers not to technical knowledge and skill s in operation
but to philosophical and theoretical educational concepts. It
involves broader education and its purpose is long -term
development.

Management development is a systematic process of growth

and development by which the managers develop their abilities to
manage. So it is the result of not only participation in formal
courses 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.

 According to Flipoo, : “Management development includes the

processes by which managers and executives acquire non
only skills and competency in their present jobs but also
capacities for future managerial tasks”.
 According to Dale S. Beach,: Management development is a
systematic process of training and growth by which individuals
gain and apply knowledge, skills, insights and attitudes to
manage orientation effectively”.

Training and development need = Standard performance -Actual performance

Training and development programs are necessary in any

organization for improving the quality of work of the employees at
all levels, particularly in world of fast changing technology,
changing values, and environment. The purpose of both is similar.
31
The main difference between the two is in respect to the levels of
employees for whom these meant, and the contents and techniques
employed.

Manal Specific job Technique Concepts Philosophy

skills technique principles

Training-Development Continuum

Objective of Development :

Program of management development must aim at achieving the

following objectives:

1. To assure the organization of availability of required numbers

of managers with the required skills to meet the present and
anticipated future needs of the business.
2. To encourage managers to grow as persons and in their
capacity to handle greater responsibility.
3. To improve the performance of managers at all levels in the
jobs that they hold now.
4. To sustain good performance to managers throughout their
careers.

Areas of Training :

The areas of training in which training is offered may be

classified into the following categories:

1. Knowledge: Here the trainee learns about a set of rules and

regulations about the job, the staff and the products or
services offered by the company. The aim is to make the new
employee fully aware of what goes inside and outside the
company.

32
 2. Technical Skills : The employee is taught a specific skill (for
example, operating a machine, handling computer etc.) so
that he can acquire that skill and contribute meaningfully.
3. Social skills : The employee is made to learn about himself
and other, develop a right mental attitude towards the job,
colleagues and the company. The principal focus is on
teaching the employee how to be a team member and get
ahead.
4. Techniques : This involves the application of knowledge and
skill to various on the job situations.

Inputs of Training :

There are three basic types of inputs:

1. Skills,
2. Attitudes, and
3. Knowledge

Skills : Training activities nowadays encompass activities

ranging from the acquisition of a simple motor skill to a
complex administrative one. Trainin an employee for a
particular skill is undertaken to enable him to be more effective
on the job.

Attitudes : Through orientation (induction), programs,

organization develops attitudes in new employees which are
favorable toward the achievement of organizational goals.
Training programs in industry are aimed at molding employee
attitudes to achieve support for company activities, and to
obtain better cooperation and greater loyalty.

Knowledge : Training aimed at imparting knowledge to

employees in the organization provides for understanding of all

33
the problems of modern industry. This knowledge for a worker
is specific to his job, and related broadly to plant, machinery,
material product, and quality and standard of product.
Knowledge for managerial personnel may be related to
complexity of problems in organizing, planning, staffing,
directing and controlling.

Importance of Employee Training :

1. Reduction in cost of production : Efficient workers do their

works in the best possible manner. They make the m aximum
utilization of materials and machines. Thus, the cost of
production is reduced.
2. Maximum Utilization of Materials and Machines : Training
teachers the employees of the enterprise the method of doing
their job in the best possible manner. As a result of it they
make the best possible utilization of the materials and
machines of the enterprise available to them.
3. Stability in Organization : Training brings stability in
organization, because it reduces the rate of absenteeism and
labour turnover. It enables the workers to do their works in the
absence of any supervision. It brings stability in the
organization.
4. Improvement in the Quality and Quantity of Production :
Training increases the efficiently of employees which
increases the quantity of production and improves.
5. Minimum Need of Supervision : A trained worker can do his
work himself efficiently. Thus, the training reduces the need of
supervision to minimum.
6. High Morale: As the trained workers are capable in doing
their jobs in most suitable manner and can understood the

34
 procedures and methods easily, it increases their morale. It
gives them satisfaction in their work.

Limitations of Employee Training :

1. Time Consuming : Training is a time consuming process.

2. Increase In Responsibility : After training the responsibility
on the shoulder of employees; increases as they have to face
though targets. Since the training program makes the trained
employees responsible, the working time in organizations may
also increase.
3. Costly Affair: Training programs are a costly affair so special
care is needed when these programs are drafted.
4. Increases competition : Training also increase competition
between organizations.
5. Develop Feeling of Jealously and completion: Training
also develops a feeling of jealousy and completion among
employees.

TRAINING NEEDS ASSESMENT (TNA)

According to Allison Rossett, “Training need assessment is the

systematic effort that we make to gather opinions and ideas from a
variety of sources on performance problems or new systems and
technologies”.

A “Training needs assessment”, or “training needs analysis”, is the

systematic method of determining if a training need exists and if it
does, what training is required to fill the gap between the standard
and the actual performance of the empl oyee.

A needs assessment is the process of identifying performance

requirements and the “gap” between what performance is required
and what presently exists.

35
Purposes/Reasons of TNA:

The following are the reason of training needs assessment:

1. To identify performance requirement or need within the

organization in order to help in directing resources to the area
of greatest need.
2. To improve productivity of the employee.
3. To provide quality goods and services.
4. To fulfill the objective and goal of the organization.
5. It determines the benchmark for evaluation of training.
6. To identify the gap between the prevalent employee’s skills
and skills required for effective current performance.
7. To reduce the cost and time on training program.
8. To align the training activities with the overall strategic plan of
the organization.
9. It increases the motivation of the participants.
10. To identify the working environment for HRD activity.

Levels of Need Assessment :

There are three levels of needs assessment:

1. Organizational analysis
2. Task analysis, and
3. Individual analysis.

Organizational Analysis:

Training need analysis at organizational level focuses on

strategic planning, business need, and goals. It starts with the
assessment of internal environment of the organizati on such as,

36
procedures, structures, policies, strengths and weakness, and
external environment such as opportunities and threats.

After doing the SW OT analysis, weakness can be dealt with

the training interventions, while strengths can further be
strengthened with continued training. Threats can be reduced by
identifying the areas where training is required. And, opportunities
can be exploited by balancing it against costs.

Task Analysis:

Task analysis provides data about a job or a group of jobs

and the knowledge, skills, attitudes and abilities needed to achieve
optimum performance.

Training need analysis at operational level focuses on the

work that is being assigned to the employees. The job analyst
gathers the information on whether the job is clearly understood by
an employee or not. He gathers this information through technical
interview, observation, psychological test; questionnaires asking
the closed ended as well as open-ended questions, etc. Today,
jobs are dynamic and keep changing over the t ime. Employees
need to prepare for these changes. The job analyst also gathers
information on the tasks needs to be done plus the tasks that will
be required in the further. Based on the information collected,
Training Need Analysis (TNA) is done.

Individual Analysis:

Training need analysis at individual level focuses on each and

every individual in the organization. At this level, the organization
checks whether an employee is performing at desired level or the
performance is below expectation. If the dif ference between the
expected performance and actual performance comes -out to be
positive, then certainly there is a need of training.

37
 TYPES OF TRAINING
A multitude of methods of training are used to train employees. The
most commonly used methods are:

1. On-the-Job Methods
2. Off-the-Job Methods

On-the-Job Methods:

On-the-job-methods of training are very popular and are used

widely by majority organizations. These methods are popular
among trainees also. They are more effective and not boring as in
case of classroom method. These methods are most suited to
technical personnel and scientists. These are low cost methods.
Important on-the-job training methods are:

1. On-the job training (OJT)

2. Job instruction training
3. Coaching
4. Job rotation
5. Understudy
6. Apprenticeship

On-the-Job (OJT) Training:

An employees is placed in a new job and is told how it is to be

performed. It aims at developing skills and habits consistent with
the existing practices of an organization and by orienting him to his
immediate problems. Coaching and instructing is done by skilled
workers, by supervisors, or by special training instructors. A variety
of training aids and techniques are used such as procedure charts,
lecture manuals, sample problems, demonstrations, oral and written
explanations, tape recorders, etc.

38
Job Instruction Training (JIT):

It consists of a formal systematic program for conducting

training in the workplace; training is conducted by the supervisor,
includes apprenticeships, practicum and internships. It is the
responsibility of supervisors and managers to utilize available
resources to train, qualify and develop their employees.

Coaching:

Coaching is an activity of guiding a manager by a senior one.

A senior manager must play an active role in guiding and teachi ng
skills. He tells how to do a job and corrects the errors. A senior
manager referred to as a coach. So coach makes an analysis of
trainee’s work performance and tries to improve it with suitable
guidance. He renders advice, criticizes, makes necessary
suggestions and gives directions to the trainees executive for his
growth and development. This is a method of learning by doing. A
feedback is also taken by assign him to handle some complex
problem and observe his performance.

Job Rotation:

The job rotation is a very good method of transforming a

functional specialist into a generalist executive. The job rotation
refers to transfer of managers from one job to another or from one
department to another or from one section to another in a planned
manner. The transferred executive to new job has to assume the
full responsibility and duty. The object is to broaden the outlook and
acquire the diverse skills and knowledge needed to perform the
various jobs in the organization. The manager will learn new ideas
and gain new information underlying various jobs. It will motivate
him and help him acquire comprehensive knowledge and skills. He

39
will understand others difficulties and realize the circumstances
under which his colleagues are working. It will free him fro m the
monotony of working in the same position. Job rotation may be
horizontal or vertical. The horizontal job rotation is a lateral transfer
while vertical is a promotion. Many organizations in India use job
rotation technique to impart multiple skills to their executives. The
job rotation imparts multiple skills and broadens the outlook of
trainee executive. In increases the knowledge and skills of
performing various jobs in the organization and aids executive to
gain in experience.

Understudy:

It is a development technique to prepare a manager for taking

over the charge of his senior after his retirement, transfer,
promotion or death. This technique provides an equally competent
successor to a senior manager who is currently hodling the post.
the executive who is understudy acts as assistant to the superior
executive whom he will succeed. The senior executive teaches him
all the skills and imparts complete knowledge for the performance
of the job and gives him a feel of what his job is. The understudy is
developed in all respects such as decision making, leading,
problem solving, etc. The senior managers realize that unless they
develop their subordinates, they would not get promotion. Under
these circumstances they prepare their subordinates for taking over
their charge. The understudy is given an opportunity to see the job
into in absence of senior manager who is on leave. Only a care is
taken by the understudy that the decision making in critical matter
is delayed and is left to the manager currently holding the post.

Apprenticeship:

Apprenticeship is a formal agreement between an individual

who wants to learn a skill and an employer who needs a skilled

40
worker. Apprenticeship training is an “earning while learning”
apprentice receives knowledge and develops skills associated with
a designated trade through on-the-job training. The skills an
apprentice learns on-the-job are supplemented with a required
number of weeks each year of technical training. Upon successfully
completing an apprenticeship programme, the trainee is eligible for
applying for permanent job in an organization subject to availability
of vacancy. Apprentices are highly valued by people needing to
gain skills to enter a new occupation. Apprentices benefit from
having guaranteed employment while undertaking training and from
having the opportunity to learn skills from experienced, skilled and
qualified persons in their chosen occupation. Apprenticeships are
also popular with those employers who are involved in the system.
employers have the benefit of an employees who can be trained in
the particular skills their enterprise requires, who becomes more
and more productives time passes and who can be paid at a lower
rate than a fully qualified worker during the contract -of-training
period.

Off-the-Job Methods:

On-the-job development techniques are insufficient for the

total development of executives of any organization. This gap can
be bridged by adopting off-the-job development techniques. The
important off-the-job development methods are the following:

1. Lectures
2. Discussion method
3. Demonstration
4. Simulation
5. Case study
6. Role plays

41
 7. Brainstorming
8. Field trip

Lectures:

It is very popular and simple method. The concepts, ideas,

theories, principles are explained through lectures. The speak er is
an expert who collects the material and delivers a lecture to the
trainee executives. It is a direct, time saving, low in cost method of
explaining and presenting a viewpoint on any problem or subject to
the trainees.

Discussion Method:

This method uses a lecturer to provide the learners with

context that is supported, elaborated, explains, or expanded on
through interactions both among the trainees and between the
trainer and the trainees. The interaction and the communication
between these two make it much more effective and powerful than
the lecture method. If the discussion method is used with proper
sequence. i.e., lectures, followed by discussion and questioning,
can achieve higher-level knowledge objectives, such as problem -
solving and principle learning.

The discussion method consists a two-way flow of

communication, i.e., knowledge in the form of lecture is
communicated to trainees, and then understanding is conveyed
back by trainees to trainer.

Demonstration:

The dictionary meaning of the word “Demonstration” is the

outward showing of a feeling, etc,; a description and explanation by
experiment; so also logically to prove the truth; or a practical
display of a piece of equipment to show its display of piece of
equipment to show its capabilities. In short it is a proof provided by

42
logic, argument, etc. Demonstration is a physical display of the
form, outline or a substance of object or events for the purpose of
increasing knowledge of such objects or events. Demonstration
involves “showing what or showing how”. Demonstration is
relatively uncomplicated process which does not require extensive
verbal elaboration. W hen new products and equipments are being
introduced then demonstrations are excellent.

Simulation:

In this method trainee work in closely ‘duplicated’ real job

condition. This is essential in cases in which actual on-the-job
practice is expensive, might result in serious injury, a costly error or
the destruction of valuable material or resources, e.g. in
aeronautical industry.

Merits of Simulation:

i. Creates interest in the trainees and motivates them.

ii. This type of training is very useful to avoid any costly errors
of the destruction of valuable materials or resources.

Demerit of Simulation:

This type of training usually involves huge costs.

Case study:

Under this techniques the cases based on actual business

situations are prepared and given to the trainee managers for
discussion and arriving at a proper decision. Managers are given
opportunity to find out the latent problems a nd suggest alternatives
to tackle them. The selection of the best -alternative solution
trainees have to suggest. This technique helps in improving the
decision-making skills by making analytical judgment. Case study
was made popular at the Harvard Business School.

Role Playing:
43
 It is also a simulated exercise. The participants have to
assume a role of person in the simulated situation. They have to
react to one another in the similar manner as they would be doing a
job as manager in real situation. Participants are given a list of
learning points which they have to use during executive
subordinate encounter. They can take the help of videos for
improvement in management skills. Though this techniques the
human relations skills, marketing and sales manageme nt,
interviewing skills are acquired.

Brainstorming:

Brainstorming is a group creativity techniques designed to

generate a large number of ideas for the solution of a problem. The
method was first popularized by Alex Faickney Osborn in a book
called “Applied Imagination”. Osborn proposed that groups could
double their creative output with brainstorming.

Brainstorming is a process for developing creative solutions to

problems. It works by focusing on a problem and then deliberately
coming up with as many solutions as possible and by pushing the
ideas as far as possible. one of the reasons it is so effective is that
the brainstormers not only come up with new ideas in a session,
but also spark-off from associations with other people’s ideas by
developing and refining them.

Field Trip:

A fieldtrip or fieldwork or training in the field is a journey by a

group of people to a place away from their normal environment.
The purpose of the trip is usually observation for education, non -
experimental research or to provide students with experiences
outside their everyday activities. The aim of this research is to
observe the subject in its natural state and possibly collect
samples. It provides an understanding of the activities, the working
44
procedure or the management processes of an organization,
depending on the objectives set out for a trip. It enables the
participant to interact with a real field setting or situation, leading to
direct learning.

Advantages

On-the-Job
1. No special facilities needed.
2. No additional Staff Needed.
3. Real life situation; not simulated
4. Productive in terms of department’s work.

Off-the-Job
1. More time available
2. Trainees’ specific difficulties are easier to explore.
3. Easier to obtain full attention of trainees (distractions reduced to
minimum).
4. Relaxed atmosphere more conducive to learning.

Disadvantages

On-the-Job
1. Cost lost in departmental budget.
2. Risk to machines, equipment, etc.
3. Part-time instructor may lack skill in training.
4. Lack of time due to pressure of production.

Off-the-Job
1. Cost of external facilities.
2. Artificial sheltered environment
3. Difficulty of simulating work problems
4. Resistance of trainees being away from home.

45
TRAINING & MANAGEMENT DEVELOPMENT IN NALCO

Training is an expensive area of the Company’s Personnel Budget,

which requires due attention in correlating training functional necessities &
developmental needs of the individual & the organization.
The Company fulfills its task of training & development its employees to
the optimum extent by sponsoring them to various in-house programmes
and to the courses offered by the reputed institutes in the country and
abroad. A training proposal may either come from the department where an
employee is working or it may come in the form of a suggestion from the
Training Department based on the training needs reflected in the appraisal
and annual assessment reports. Besides short range & prospective training,
plans are also made for various groups of employees after elaborate
consultations with the departments. The training proposals including
proposals of participation in seminars & conferences are processed by the
Training department. After attending any course of training, it is necessary
for an employee to give feed-backs on the course to his superiors &
colleagues and to the Training department. Training feed-back can be given
through a formal meeting or by circulation of a written report on the course.
Training Objectives in Nalco

• Maximising Operational Efficiency

– Finalising the Need, Plan and its Implementation
• Adopting Internal Customer Focus
– Feedback from participants regarding effectiveness of
Training
• Continual improvement of systems, processes and practices
– Improving Training Programme, reference Material,
facilities, infrastructure etc.
Prime Activities in Nalco

46
 • Review and assessment of individual and organizational
training
• In-Company & Development Programme
• Training and Development though external programmes in
India & Abroad
• Summer / Research and Project Trainees
• Training under Apprentices Act
• Induction Training of GETs / MTs
• Hospitality & Administrative arrangements for conducting In -
house Programmes.

Training Plan

47
In-House Training Administration

• Programme formulation
• Target Group
• Programme Module
• Faculty Selection
• Training Method
• Training Schedule
• Conference facilities
• Conduct of Training Programme
• Evaluation Procedure through Feedback
• Feedback Analysis
• Corrective measure

SCOPE OF IN-HOUSING TRAINING

• General Management & Behavioural Skills

• Quality Management
• Social Issues at Work Place
• Vigilance Management Programme
• Finance Management
• Office Productivity & Self Development
• Developmental Training
• Information Technology & ERP
• OD Intervention
• Induction Programme for GETs / MTs

48
In house training plan for year 2010-11

Programme No.of Prog Persons Mandays

A General Mgt. & Behavioural Skills 08 160 340

B Quality Mgt. Programmes 03 65 215

C Social Issues at Workplace 01 20 40

D Vigilance Mgt. Programme 04 100 200

E Finance Mgt. Programme 01 20 40

F Office Productivity & Self 03 60 120

Development

G Developmental Programme 16 320 600

H New Thrust Areas 05 100 200

I Safety, Health & Environment 04 80 280

J Information Technology 05 100 400

K OD Interventions 08 160 110

L Induction Programme for 02 60 1740

GETs/MT

Total 60 1245 4285

External Training
Areas of Training
• Business & General Management including Quality
Management
• Functional Area(Tech & Non-Tech)
• Developmental Training and Behavioural Training

49
 • Seminar & Conference including paper presentation etc.
• Visit to other Orgn. Survey, Interactive Meet etc.
• Customer Training

Selection of Agency For External Training

• Reputed Institutions / Organization
• Institutions recognized by GOI – ISTM, ISTD, NSC, CBWE
etc.
• Autonomous bodies like MDI, ASCI, IIM, XLRI, XIM B, ESI etc
• Approved Institutions / Organizations by the Company

Criteria for External Training

Basic

• Need based, Organisational Priority etc.

Specific

• Usefulness of the course with respect to the job assigned

• Justification for selecting the person for thi s training (in terms
of educational. Background, potential for growth, past
experience, capacity to learn etc. as compared to other
eligible)

50
 EXTERNAL TRAINING PLAN

Sl.No Programme Level Plan/ No. of employees to be covered /

Category Attended Covered

Apl- Jul- Oct- Jan- Total

Jun Sep Dec Feb

1. Business & Exes/NE P 15 30 30 25 100

General Mgt.
including
Quality
Management A 08 45 53
Functional
Area(Tech/Non-
Tec)
Devetl Trg and
Behavioural
Trg.

P Indicates Proposed Plan

A Indicates Actual Implementation
Total Mandays : 300 / 176

Foreign Training
Areas of Training
• Visit-cum-work experience to Alumina / Aluminium Industry
Abroad.
• Functional / Developmental including Customer Training.
• Advanced Management Programme / Other Govt. sponsoring
programme.
• Seminar & Conference including paper presentation etc.
Criteria for foreign training.

51
 • Frequency :
• 2 in 3 yrs (Trg/Workshop/Study tour/Plant Visit)
• 1in2yrs.(Seminar/Conf/Symposium/Convention/
Open house meet/Annual meet)
• Completed at least one year service in the Company
• Should have not been on foreign training during last 3 years
• Should possess qualification and experience sufficient to
enable him/her to benefit from the training abroad.
• Should be clear from the Vigilance angle.
• Nominating same person for Foreign Training / Seminar /
Conference again and again should be avoided

SUBMISSION OF BOND FOR FOREIGN TRAINING

Sl.No Duration of Stay for Bond Amount of Bond

Higher Study/ Period
Training

1. Up to 30 days 1 year Rs. 1,00,000/- or cost to the

company for the training
whichever is lower

2. More than 30 3 years Rs. 2,00,000/- or cost to the

days up to 60 company for the training
days whichever is lower

3. 61 days & above 5 years Rs. 3,00,000/- or cost to the

company for the training
whichever is lower

52
 FOREIGN TRAINING PLAN

Sl.No Programme Level Plan/ No. of employees to be covered / Covered

Category Attended

Apl-Jun Jul- Oct- Jan-Feb Total

Sep Dec

1. Business Exes P 02 03 03 02 10
trips, Study
tours, A 02 05 07
Seminars,
Training and
Workshop

P Indicates Proposed Plan

A Indicates Actual Implementation
Total Mandays : 50 / 59

53
 CHAPTER–V
QUESTIONNAIRE ANALYSIS

54
 QUESTIONNAIRE ANALYSIS

1. Your organization considers training as a part of

organizational strategy. Do you agree with this statement ?

1 Strongly agree 10 50
2 Agree 6 30
3 Some where agree 3 15
4 Disagree 1 5
Total 20 100

In the organization 50% employees strong ly agree, 30% employees

agree, 15% employees some where agree & 5% employees totally
disagree in the above question.

55
 2. To whom the training is given more in your organization ?

1 Senior employee 4 20
2 Junior Employee 2 10
3 New employee 8 40
4 Based on requirement 6 30
Total 20 100

In the organization 20% employees are given their opinion that

training is given to senior employee 10% to Junior employee 40%
to new employee 30% bashed on requirement.

56
 3. How many training programmes you have atte nded during
2010-11.

One 9 45
Two 6 40
Three 2 10
Four 3 5
Total 20 100

45% of employees are say that they attend one training programme
in this year 30%, attend two training programme 10%, attend three
training programme & 5% attend four training programme.

57
 4. The time given for me training is ?

Sufficient 7 35
To be enenttended 3 15
To be shortened 2 10
Manageable 8 40
Total 20 100

For the above question 35% employee say that the time is suffi cient
15% say to be eretended 15% say to be shortened 40% say it is
manageable .

58
 5. How the workplace of your training centre is physically organized ?

Excellent 2 20
Good 3 40
Average 7 35
Bad 1 5
Total 20 100

The opinion of the employees are 20% say Excellent, 40% say
good, 35% say average, 5% say bad.

59
 6. What type of training is being important for new recruitments in your

Organization?

Induction 2 10
Job related 5 25
Functional development 3 15
Need based 10 50
Total 20 100

The opinion for the above question are 10% give important to
induction 25% for job related, 15% for functional development 50%
for need based.

60
7.reason for shortage of skilled manpower atworkplace are:

Lack of planning 7 35
Lack of support from 2 10
senior staff
Lack of proper guidance 8 40
& training at work place
Lack of quality education 3 15
at primary & secondary
level
Total 20 100

The opinions of employees for the above question are 35% say lack
of planning, 10% say lack of support from senior staff 40% say lack
of proper guidance & training at work place 15% say lack of quality
education at primary & secondary level.

61
 8.Comment on the degree to which the training objectives have been
met during sessions attended by you.

All the objectives are met 2 10

Some objectives are met 7 35
Met according to the need 8 40
None of the objectives are 3 15
met
Total 20 100

In the organization 10% employees are say all the objectives are
met 35% say some objectives are met 40% say met according to
the need 15% say none of the objectives are met.

62
Should possess only technical skill 4 20

People skill or soft skills are mo re 9 45

important than technical skill
Generalist makes better personnel 4 20
managers that specialist
Export of talking to people 3 15
Total 20 100

9.What are the skill that the trainer should posses to make the training
effective.

20% employees are agree with should possess only technical skill
45% agree with people skill or soft skills are more important than
technical skill 20% agree with generalist makes better personnel
managers that specialist @ 15% agree with fort of talking to people.

63
 Leadership training 4 20

External degree study 7 35

10.
Formal meeting procedures 3 15

Need bashed 6 30

Total 20 100

What type of training will help your career aspirations to come true?

64
In the organization 20% agree in leadership training 35%
agree in external degree study 15% agree in formal meeting
procedures 30% agree in need based training.

C H A P T E R – VI
LEARNING SUGGESTION AND CONCLUSION

65
 LEARNING

I have learned during my project time period in NALCO Ltd. Are as follows:

 I got the knowledge about the importance of Training & development

programmes which is sub-system of achieving the organization goals.

 Programme I know about various Training & Development

 I go the knowledge about how training & development programmes

develop employees’ skill.

 I go the knowledge about recording system of employee’s data base.

 To know the company HRM Policy.

 I go the knowledge about time management.

 I got the experience about the company product, structure, promotion

and work.

 I got the knowledge about the corporate world which is totally new

things for me.

66
 SUGGESTIONS
 Review of Training programme should be done that each doubt of

participants should be clarified.

 Reward system should give to those participants who will give better

suggestions for training.

 Behaviour inputs should give to Trainees.

 Training emphasis is given on need based not policy based.

 All programmes should exercise based.

 Programme certificate should be given after written exams that have

passed the examination.

 Involvement of everybody in presentation should be made

compulsory.

 All internal trainers must be exposed to a scientific training method.

 After matching the pre-training and post-training programme result

should evaluate that programme is successful our nut.

 More time should be provided in imparting to the employees of the

Nalco Ltd.

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 CONCLUSION

To describe the term impact of Training & Development on work

culture is very much large. Proper training and well development is the next

meaning of customer satisfaction.

Training and Development is very much essential and a vital part for

an organization and to maintain itself in present scenario. To bridge up the

gap between present and future, training and development is a systematic

tool, but very often we find that sometimes people in the organization are

hesitate to involve themselves in the process of change or we can say they

are not interested to change the work culture because of various fear i.e.

Loss of job, fear of replacement etc. in this situation proper moral situation

is essential to success the total system. A proper training and development

system not only help the organization to make in the right path but also

prepare the organization to face the future changes. So to adopt the

process of change the proper training and development is very much

needed, therefore, here we conclude that training and development is an

important weapon to modify the work culture and has great impact to

develop the society. So, a proper and valuable planning is essential for its

success and development.

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C H A P T E R – VII

BIBLIOGRAPHY

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 BIBLIOGRAPHY

 nalcoindia.com

 google.com

 Human resource management VSP Rao

 Human resource management LM Prasad

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