APROJECT REPORT

ON

“Analysis of Training Needs“

AT

SUNFLAG IRON & STEEL CO. LTD

SUBMITTED INPARTIAL FULFILLMENT OF 2 YEARS FULL TIME COURSE

POST GRADUATE DIPLOMA IN HUMAN RESOURCE MANAGEMENT

SUBMITTED BY

SAURABH GUPTA (PGDM-HR)(BATCH 2010-12)

UNDER THE GUIDANCE OF

Prof. Mrs. Samita kher

SINHGAD INSTITUTE OF MANAGEMENT VADGAON, PUNE-411041

DECLARATION

I, the undersigned, hereby declare that the Project Report entitled “A Study Of Training need analysis” at SUNFLAG IRON & STEEL CO. LTD, written and submitted by me to Sinhgad Institute Of Management, Pune in partial fulfillment of the requirement for the award of degree of PGDM-HR (AICTE) PROGRAMME under the guidance of Prof.Samita kher is my original work and the conclusions therein are based on materials collected by myself.

Place:

Date: Signature of Student

ACKNOWLEDGEMENT

Any accomplishment requires the effort of many people and this work is no different. This report bears imprint of many people who are directly or indirectly involved in its successful completion.

I am very much thankful to “SUNFLAG IRON & STEEL CO. LTD”, for giving me an opportunity to do my project and I express my sincere regards to Mr.KALEEF ANSARI (Asst. Manager-HR), my company guide who gave painstaking and untiring help by providing me insight into the subject, and helped clarify my thinking on several issues. In absence of his valuable guidance this project would have never been possible.

I would also like to avail the opportunity to express my deepest sense of gratitude to Mrs. Samita kher, Sinhgad Institute Of Management, Pune for his valuable support and for giving me the opportunity to make this study possible.

PREFACE

As we are stepping into the 21st century with the era of modernization & globalization, organizations are seeking to bring continuous improvement and required changes in all fields of activities.

One key area is to build a pleasant working environment within the organization and to study the behavior of the employees for the purpose of identifying the scope of improvement in the organizational effectiveness.

The main objective of this project is to get the hands on experience of the office and management and various systems and procedures on effective working.

Particulars Page No.

Chapter I INTRODUCTION 1

Chapter II PROFILE OF THE ORGANISATION 5

Chapter III CONCEPTUAL BACKGROUND 15

Chapter IV RESEARCH DESIGN & METHODOLOGY 28

Chapter V DATA PRESENTATION , ANALYSIS AND INTERPRETATION

32

Chapter VI FINDINGS , SUGGESTIONS AND CONCLUSION 46

ANNEXURE 48

BIBLIOGRAPHY 57

INDEX

Chapter I

INTRODUCTION

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1.1. EXECUTIVE SUMMARY

The proposed research entitled “Training need analysis”, was carried out under the guidance of Prof. Mrs. Samita Kher in a Sun flag Iron & Steel. In this report I have analyzed the training needs in Company.

Here, I assessed various employees and the training department of the company who are providing training to the employees. The reasons for imparting various trainings and even their absence were analyzed. I used techniques like formal interviews and survey methods through designing a questionnaire that helped me gain the information I needed.

In this study the survey of different departments of the company was conducted to figure out the different training needs needed by the employees of the company for their better performance. The questionnaire was designed to understand the current training and development trends in respective departments.

The objective in mind the survey was conducted as for the betterment of the company as well as the employees for the better future of the company and the workers.

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1.2. OBJECTIVE OF THE PROJECT

The main objective of the project is to analyze the training needs of the employees in Company. I

also tried to find out the reasons for low training requirements and formulating & implementing

new strategies and study the current trends in the training and development sector. The major

objectives of this study are

1. To find out various technical and behavioral trainings offered in Company.

2. To identify overall effectiveness of the trainings conducted by Sun Flag Iron & Steel

3. To identify the kind of employees imparted with trainings

4. To make a training calendar.

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1.3. SCOPE OF STUDY

Conceptual Scope:

Research on training need analysis in Company helps collect valuable information about the on-going trends in the training and development for this vast market that may help in changing its approach towards it and capturing entering it with bigger potential to succeed.There are many advantages that the company gets from this project report. The findings will help the company in following ways:

To understand the expectation and requirements of training needs in the respective sector To offer what they are looking for To help survive in such major competition To know the requirement of the companies and take immediate action to make good

profit.

Preparing a project by its nature was quite an interesting task and challenging. I had to sincerely work since the start to gather relevant information.

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Chapter II

COMPANY PROFILE

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Company profile

The Sunflag group, founded by Shri Satyadev Bhardwaj in Kenya in 1937, today has its operations spread over 6 countries spanning 3 continents and a diversified range of activities.

Sunflag has established the state-of the-art special steel mill in India built in technical collaboration with Mannesmann Demag and Krupp Industrietechnik, West Germany

 

Since inception Sunflag has firmly believed that geographical boundaries do not limit the growth of human progress.

In furthering its commitment to narrow the gap between developed and the developing countries, Sunflag has succeeded in transplanting advanced technologies into third world nations.

Sun flag’s activities range from making artificial leather, synthetic fibers, spinning, weaving, manufacturing of sophisticated garments to agriculture and agro based industries.

With a pragmatic investment policy, professional management and a commitment to maintain the highest standards of business ethics, Sunflag looks forward to playing an ever-increasing role in enriching the industrial environment of the countries with which Sunflag's destiny is so

closely entwined.

Sunflag Iron and Steel Co. Ltd. is a prestigious unit of the SUN FLAG GROUP. It has set up a state-of-art integrated plant at Bhandara, IndiaThe plant has a capacity to produce 200,000 tonnes per annum of high quality special steel using iron ore and non coking coal as basic inputs.

The plant comprises a 1,50,000 tonnes per annum Direct Reduction Plant, to produce sponge iron for captive consumption in the Steel Melting Shop. This shop comprises a 50/60 tonnes ultra high power Electric Are Furnace with Eccentric bottom arrangement; a Ladle auto mould level controller and electromagnetic stirrer. The

billets produced at the steel melting shop are rolled at the Mannesmann Demag Designed ultra modern 18 stand Continous mill.This mill has a walking hearth reheating furnace, quick roll-changing facilities, a 65 metres long walk and wait type modern cooling bed and above all computerised process control linking and controlling the various stages.

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Within a short period of its inception in 1989, the SUNFLAG STEEL has established itself as a major global force. This modern complex pulsating with world-class technology, expert human resources and a commitment to excellence, has created a distinct niche in spring steel and attained the position of market leader in the segment. Today SUNFLAG STEEL has also embarked on an export thrust and is regularly receiving prestigious orders from Japan and many other Far East, Afro-Asian and Middle-East countries.

The ASM commenced production in the year 1997, enabling Sunflag to expand their product range upto 90 mm dia Rounds; 75 mm RCS and upto 120x25 mm Flats. Production capacity of rolled product is also enchanced by 60, 000 MT. per annum. In order to save energy, a captive Power Plant of 15 MW capacity has already been comissioned using waste gases.

The SUNFLAG STEEL is an ISO/TS 16949:2009 and ISO-9001:2008 approved, NABL accrediated AD 2000 Merkblatt WO Certified from TUEV-NORD, backed up with sound management practices and a highly motivated team. It is a small wonder the Sunflag products are exported to a number of countries

The products include:

 

Flats: The spring steel that goes into the automobile and railway suspension. The grades include Silico Manganese, Chrome, Vanadium steel. In   specifications like: DIN, SAE/AISI, BS The sizes from 44 mm wide to 120 mm wide; and 5mm  to 25mm thick. Size details

 

 

Rounds: In carbon, free-cutting, spring and alloy steels. In specifications like: DIN, SAE/AISI, BS et cetera. In sizes from 15 mm to 90 mm in diameter. For the forging, automobile, spring industries. Size details

 

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Round Cornered Squares (RCS): In carbon, free-cutting and alloy steels. In specifications like: DIN, SAE/AISI, BS et cetera. In sizes from 45x45 mm to 90x90 mm. For the forging, automobile industries. Size details

 

SUNFLAG STEEL uses the (Sponge iron + Liquid Pig Iron)--Electric arc furnace--Ladle heating furnace--New Continuous casting machine--Rolling mills route, backed up by the state-of-the-art technology and computerized process control.

The production facilities include:

 

Sinter Plant (SINTER):  A 33 M2 sinter plant, designed by Beijing Sino-Steel industry & trade Group Corp.(SSIT) and Jiangsu Province Metallurgical Designing Institute (JSMDI) Co. Ltd. The technology of it is based on principle of economical, applicable safe and operational. The annual production is expected to be 4,70,000 Tonnes.

 

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Mini Blast Furnace (MBF):  A Blast furnace of working volume 350 M3 designed by MECON Ltd. to produce 2,30,000 MT / annum of basic grade hot metal has been installed and sucessfully commissioned. The hot metal is mainly used in the steel melting shop as a raw material and surplus hot metal poured in pig casting machine. The Pig casting machine is designed by KBS Paramount & capacity 800 Tonnes per day (TPD). The Blast furnace gas is used for stoves heating, heating of preheating furnace of bar and section mill, heating of boiler ,sinter plant. Slag which is a byproduct .

 

 

Direct Reduction Plant (DRP):  Based on Krupp's Codir process. The DRP can produce 150,000 tones per year of Sponge iron from iron ore and coal. Additionally, the flue gases help generate 30 MW of Electric power.

 

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Power Plant (PP):  A 30 MW Captive Power Plant is having two turbine set and two boilers. One boiler operates on Waste Gas from the DRP and another on Coal fludised bed .

 

 

Electric Arc Furnace (EAF):  A Mannesmann Demag make 50/60 tones Ultra--high--power and Eccentric-- bottom-- tapping EAF with computer controlled continuous charging and dynamic energy management system. It ensures low tramp elements like bismuth, copper, tin etc. and at low cost.   

 

 

Ladle Heating Furnace (LHF):  A Mannesmann Demag make 50/60 tones, rating 9 MVA, continuous Argon purging in the ladle bottom through porous plug, equipped with Continuous Alloy Feeding System, Weighment System and Calcium silicide wire feeder to refine and control morphology.

 

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Vacuum Degassing Unit (VD):  G.A. Danielli, India has supplied a 60 tonnes capacity Vacuum Degassing Unit having 8 ejectors which deliver a pump down time of 5 minutes to 1 m bar. Liquid metal is treated for removal of Hydrogen, Oxygen and Nitrogen. Lower pump down time ensures consistent and predictable drop in temperature during the VD process- Avoiding the re-heating of metal completely.

 

 

Continuous Casting Machine (CCM):  Double (10.25/18 meters) radius, 3 strand CCM is equipped with automatic mould level control, automatic powder feeder with liquid metal controlled at +/-3 mm, auto start up of cast & uniform rate of powder feeding, special tundish design, computerized secondary cooling, infra-red therometers for surface temperature monitoring, ceramic and bellow shrouds to prevent re-oxidation and Electro-magnetic stirrer for homogenization.

 

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Bar and section mill (BSM):  The 60 tones per hour, 18 stand, 2 high continuous Mannesmann designed rolling mill is equipped with walking hearth type re-heating furnace, process control through real-time computers, Closed circuit TV system for billet and bar movements.

 

 

Alloy steel mill (ASM):  This specialty 3 Hi reversible cross country mill meets the product sizes above 45 mm upto 105 mm diameter and 110 mm Round Corner Squares, in alloy, carbon, spring and free-cutting steels. The Alloy Steel Mill consists of Pusher type re-heating furnace of capacity of 14 ton/hr.Five stands woth one stand of 3 Hi roughing, two stands of 3 Hi intermediate and one stand of 2 Hi finishing. Rake type cooling bed and one hot saw cutter.

 

  Block Mill:  Supplied by Danieli Morgardshammar of Sweden. Wire Rod Block (with 10 roll stands-vertical and horizontal configuration) with 2 DC motors is facilated with Water Cooling Line for cooling the wire rod to desired laying temperature & Vertical Mandrel for coil formation. The min and max rolling speed

 

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varies between 6 m/s to 90 m/s. Products Range is from 4.6 mm to 16 mm dia wire rods and 8 & 10 mm dia TMT; 1 MT coil weight. Coil ID/OD ~ 900/1200 mm. Grades manufactured are Carbon steel, alloy steel, spring steel, free cutting steel, stainless steel etc.

 

Garret Coiler:  Supplied by Danieli Morgardshammar of Sweden. Garret Coiler with Rockwell control system, oil circulation for lubrication, 3 pinch rolls, coil unloader & Swiveling Elevator with hydraulic motor, 2 Slat conveyor. Product ranges from 12 mm to 38 mm coils, Grades manufactured are Carbon steel, alloy steel, spring steel, free cutting steel & stainless steel.

 

Besides these there are other finishing facilities available at SUNFLAG.In-house bright bar making facilities with a capacity of 2000 MT per month.Both peeled and drawn bright bars can be manufactured.100% Magnetic particle & Ultrasonic inspection is being done for all bright bars.Heat treatment facilities are available for(a)  Normalizing(b)  Spherodized Annealing(c)  Annealing(d)  Stress relieving(e)  Solution Annealing(f)   Hardening & Tempering(g)  Bell Furnace for Coil annealingBrand saw cutting facilities for supply of material is specific length.

All above facilities has assisted Sunflag to crescent its market share and the tonnage of steel that Sunflag can sell.All this has brought the Sunflag on par with any of the alloy steel plant in India.

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Chapter III14 | P a g e

CONCEPTUAL BACKGROUND

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4. Conceptual Background

Training and Education: Training may be differentiated from education in ways such as:

Education TrainingContent and Scope Broad and General Narrow and specific, Job

relatedNature Pure, General & Theoretical Applied and PracticalDuration Long Duration Short DurationResult Delayed and In apparent Quick & Apparent

Training and Development: Though both training and development are processes of increasing the knowledge, skills and capabilities of people, there is a slight amount of difference training and development as described below:

Training DevelopmentContent Technical, Mechanical &

OperationalConceptual & Philosophical

Participants Non-managerial persons Managerial personsTime period Short-term and is one-shot

affairLong term and is a continuous process

Purpose Specific, Job related skills Total personality improvementInitiative From management & external

motivationFrom individual and internal motivation

Nature and process Reactive process to meet the current need

Pro-active process to meet the future needs

Importance of Training:

a) Higher Productivity: Training helps to improve the level of performance, increasing the

productivity if employees resulting in the growth and profitability of the organization.

b) Better quality of work: In training the best methods are taught thus reducing the

likelihood of occurrence of operational mistakes thereby increasing the quality of product

or service.

c) Less Learning Period: A systematic training program helps to reduce time and cost

involved in learning thus reduces wastage of time and efforts.

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d) Cost Reduction: Trained employees make more economical use of the materials and

machinery thus reducing the maintenance and production cost which leads to

organization’s profitability.

e) Reduced Supervision: Well trained employees tend to be self reliant and motivated.

They need less guidance and control to perform their duties.

f) Low accident rates: Trained personnel adopt right work methods and make use of

prescribed safety devices thus reducing the frequency of accidents.

g) High Morale: Proper training can develop the morale, job satisfaction and positive

attitude towards the job and organization.

h) Personal Growth: Training helps the person to grow faster in their career and attaining

managerial skills for higher post.

i) Organizational Climate: A sound training program helps to improve the organization

culture and climate.

Training & Development Objectives:

Individual Objectives – help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization.

Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness.

Functional Objectives – maintain the department’s contribution at a level suitable to the organization’s needs.

Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society 

Along with these there must always be some terminal objectives defined for Trainings:

Reduction in Attrition Rate Increased efficiency resulting in financial gains Decreased need for supervision

Training and Development Process18 | P a g e

Strategy

Management

Development

Learner

Delivery

Points to be considered before drafting training policy:

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Review Business Strategies & Direction

Conduct Need Assessment

Select Delivery Methods

Develop Training Content

Design Curriculum

Prepare Training Strategy Document

Design Training Organization

Develop Courseware

Schedule Individual Training

Prepare Individual Development Plan

Assess Individual Competencies

Prepare Operations Plan

Secure Resources

Deliver Training

Evaluate Performance

1. Purpose and Scope: Every training program must have a definite purpose and scope

defined for it.

2. Objective: Write the objectives of the training that will be imparted to the employees.

3. Applicability: To whom it applies.

4. References and Definitions: References of other policies or documents which might be

mentioned in the policy. Definitions of technical words used.

5. TNA: Jot down the methods that will be used for doing the TNA.

6. Training Material: Mention from where all the training material or content will be

delivered. In case of internal content development, mention who will be approving the

content made. Mention about training curriculum i.e. what all trainings will be imparted;

whether soft skills, sales, technical or all.

7. Mode of delivery: Mention what will be the mode of delivery i.e. online, classroom, on-

job or off-job.

8. Costing

9. Documentation: What all kind of report and documents will be maintained and for how

long they will be kept.

10. Training feedback and evaluation: This might include any specific benchmark for

trainers, any assessment that might be conducted after the training to judge the

participant’s knowledge.

11. Training environment: What kind of seating arrangements will be there in the training

room, white boards or projector required?

12. Tracking, Training & Certification: This includes how the training imparted will be

tracked (any specific software will be used or not) or hard copies to be maintained, on

what basis employees performance will be tracked and will employees be given a

certification after the training or not.

13. Training Development Support System: Mention the responsibilities and co-ordination

required by the different departments, trainees and MGT.

14. Lastly: List of templates or forms that will be used in training. Like nomination form,

attendance form, training feedback forms, etc.

TNA

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A Training Needs Analysis (TNA) is used to assess an organization’s training needs. The root of the TNA is the gap analysis. This is an assessment of the gap between the knowledge, skills and attitudes that the people in the organization currently possess and the knowledge, skills and attitudes that they require to meet the organization’s objectives.

The training needs assessment is best conducted up front, before training solutions are budgeted, designed and delivered. The output of the needs analysis will be a document that specifies why, what, who, when, where and how. More specifically, the document will need to answer these questions:

•why do people need the training?

•what skills need imparting?

•who needs the training?

•when will they need the new skills?

•where may the training be conducted? and

•how may the new skills be imparted?

Constructing a Training Calendar

When constructing an annual training calendar, be wary of simply asking managers what training they want delivered. The training calendar is a charted schedule of all the types of trainings to be conducted in future with the name of the internal trainer/vendor trainer, the level of participants, their number, the course period, the commercials etc. It is very essential for the firm to conduct a TNA and TNI before preparing a training calendar. Thus for a company such as Sun Flag Iron & Steel, it turns out to be of great help to study such a calendar. Generally, such calendars specify on the kinds of trainings carried out in that sector. Hence, this gives us a heads-up on what all we can offer to such companies that they can’t say no to. Training calendars are generally constructed by the HR’s in the Training & Development department of the firm.

Data Sources

In conducting your training needs analysis, you may have a variety of data sources available to you. Which data sources you use will depend on a number of factors. These factors include:

1. The amount of time you have available2. The human resources you have available3. The level of accuracy you require4. The reliability of each data source5. The accessibility of each data source

The data sources that you have available includes :

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1. Interviews/surveys with supervisors/managers2. Interviews/surveys with employees3. Employee performance appraisal documents4. Organization’s strategic planning documents5. Organization/department operational plans6. Organization/department key performance indicators7. Customer complaints8. Critical incidents

Once a trainer is been chosen, the HR has to pay attention to all the minute details which includes the vendor-trainer co-ordination, his time schedules, his travelling schedule, his accommodation and mobility plans, arranging for various software pre-requests given by the trainer for conducting the training, booking his tickets etc. Even before finalizing the trainers, during the selection procedure an HR has to schedule con calls with the trainer of the project managers, getting their availability, forwarding it to vendors, arranging for a negotiation for the same, freezing his dates for training and finalizing the official documents of the deal.

An HR should never depend on just one source; back-ups are a must. It is always advisable to have around three other possible best options just in case the trainer doesn’t show up. Also relying one one vendor is not a wise choice. An HR must go through different choices available in the market and get them assorted and shortlisted as well. By doing this one ascertains that even though due to some technical difficulties the trainer chosen is not available, atleast the trainings are being conducted as per schedule by the second best alternative trainer. For example, there is a training requirement in a company. Being the HR one should share this requirement with all the vendors available in the market. Now the vendors would respond to this requirement with the various trainer profiles that they have. Again with the profile comes the content of the training and the commercials. The content is initially looked upon by the concerned department heads which clear it or make modifications and forward it to the HR. The HR then shortlists the selected vendor trainers on the basis of their commercials. Here, the negotiation procedure begins. As per the requirement of training in the company, the training calendar and the trainer’s availability the HR has to inform the vendor with a confirmation of the selection of the trainer and fix a meeting with the trainer of the concerned department head.

In an organization there are various departments. These departments have various projects running within them. All these projects have different training requirements, for example BI tools trainings, Microsoft related trainings, Oracle etc. With this information, the HR forms a training calendar which can either be monthly, quarterly, half annually or annually. Following is a format of a training calendar:

Date of Training

Name of Trainings

Name of Trainer

In-house or External

Name of Vendor (if any)

Location Commercials

Nearest Availability

Content

Even after publishing a training calendar, the HR has to keep updating his database with all this information, they need to take feedbacks from the employees, have a record of the same and

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forward it to the vendors as well. These are all need-based trainings. But sometimes HR managers have to be a bit pro-active and a step ahead. One should come up with different training alternatives for a project so that they know what the latest treads are and what all there is to offer. This can be done by conducting surveys in the departments of arranging meetings with the project manager and giving the options that you think may turn beneficial for them. One can also talk to the vendors and enquire about the out-of-box programs like lateral thinking, inner potential etc. This kind of survey can be given as a presentation of even published infront of the board members of the company and asking nominations by various projects.

In-house TNI generation:

The process of TNI depends upon the industry type. TNI can be either skill-based or attitude-based(Behavioral). But there are some standard procedures.

Process or Procedure TNI

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Define Competencies (Role Specific)

Evaluate the man power on different competencies

Identify the gap

If training is required? (could these gaps be fulfilled by giving training or not )

Define the trainings to map the gaps

Arrange the training workshops or calendar the trainings

TNI Closure

This is a part of organizational cultural change i.e. wherein one tries to change the climate/culture of the organization by studying the processes defined. For instance, if in an organization work is not completed in time, reports are not delivered in time, discipline issues, interpersonal issues or the required output is not being generated then there is a huge possibility that the processes have a problem. There can be gap in the process or the procedure that is being followed. For example, hiring process; the procedure for recruiting employees, the process of training them, the process on-job, admin’s work etc. SOP’s of different verticals are thus studied so that one can identify the gaps. This is a part of change management.

If there is a part of the organization that deals with client interactions, say sales team, here the TNI would be different wherein the HR may have to go with them on sales calls, check how it is being done, evaluate it, map it, take client feedbacks and then again evaluate it. This is basically data-generated TNI herein one analyses the data and make suggestions for corrective measures. Same procedure is done as a vendor as well but then that is external which has to be customized based on the company’s requirement.

For example, if a company wishes to do a TNI for the HR department, then the process would include generating the competency table for HR (competency mapping & competency analysis), gap analysis is next to patch up the loopholes, then TNI generation and TNI closure are the terminal points. So at first one analyses the problem (the execution) and the outcome is TNI(generated output). Thus once the training needs are identified you get to the training closure.

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Preparation of Training Calendar on the basis of Training Need Analysis:

Types of Training:

a) Orientation Training: Induction/Orientation training seeks to train the newly appointed

employee with the work environment also known as pre-job-training.

b) Job-Training: Training provided with a view to increase the knowledge and skills of the

employees for improving performance on the job.

c) Safety Training: Training provided to minimize the accidents and damage to machineries.

It creates consciousness towards use of safety devices.

d) Refresher Training: Employees are trained to use latest technology and methods to make

them adaptable towards changing technological up-gradation.

e) Remedial training: Such trainings are arranged to overcome the shortcomings in behavior

and the performance of existing employees.

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What are the key organizational What skills and competencies goals/objectives? are required to meet the What skills does the organization business objectives? need to have in future?

What courses are What are currentavailable to close training gaps? capabilities of the employees?Now we are going to know we have Formulate company and individualsuccessfully closed training gaps training plans

Training Need Analysis

Training methods and techniques:

Training and Development activities can be evaluated before, during and after the activities:

A. Before the implementation phase

Will the selected training and development method really result in the employee’s learning the

knowledge and skills needed to perform the task or carry out the role?

Have the employees used the methods and been successful?

Consider applying the methods to a highly skilled employee. Ask the employee of their

impressions of the methods.

Do the methods confirm to employee’s preferences and learning styles?

Have the employee briefly review the methods, e.g. documentation, overheads, etc.

Does the employee experience any difficulties understanding the methods?

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TRAINING METHODS AND TECHNIQUES

On the Job Techniques Off the Job Techniques

Coaching Under Study Position/Job Rotation Project Assignment OJT Committee Assignments Multiple Management Selective Readings Vestibule Training Apprenticeship Training Internship Training

Classroom Training Lectures Audio/Visual Training Case Study Group Discussions Seminars and conference Role Playing Management Games In Basket Games Sensitivity Training Workshops Seminars E-learning

B. During the implementation of training

Ask the employee how they’re doing. Do they understand what’s being said?

Periodically conduct a short test,

Is the employee enthusiastically taking part in the activities?

Active participation through discussions, role plays, acts activities, exercises

Recap by trainees or participants

Learning diaries by trainees

Test or quiz at the beginning or the end of the program

Moral conduct between the trainee and the trainer to implement the learnings

Formal action plan for organization and self by trainees

Project and its presentation using learning by trainees

Case study presentations learning by trainees

End of the day feedback from the trainees

C. After the completion of the training

Conduct tests before and after the training and development, and compare the results.

Interview him or her before and after, compare results.

Watch him or her perform a task or conduct the role.

Assign an expert evaluator to evaluate the learner’s knowledge and skills

Keep a track of what and how much the trainees are implementing

Keeping a track of personal action plan of each trainee periodically and presentation by trainee

on their behavioral changes

Departments involvement during building action plan after their training and tracking ny

department and also by their trainer

Refresher courses

Post program reading by the trainees guided by the trainer and the department

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Chapter IV

RESEARCH METHODOLOGY

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3. RESEARCH METHODOLOGY

  The word ‘research’ from the Latin word means ‘to know’. It is a systematic and a

replicable process that identifies and defines problems, within specified boundaries. It employs

well-designed method to contribute to generalized knowledge. 

3.1. RESEARCH DESIGN:

A research design is the logical and systematic planning and directing of piece of

research. It attempts to integrate various aspects of the research study. It brings the various

phases of research under the control of the researcher. The design also takes in account the

availability of time, energy and other resources at disposal. The word design suggests a research

plan or design in purposive. It also brings out the interrelationship between all these phases and

highlights the implication of every step with reference to the previous as well as further steps in

study. It thus helps the researcher to better appreciate the study in its totality.

1. Research approach – Survey

2. Data source – Primary & Secondary

3. Research instrument – Questionnaire

4. Sampling plan

5. Data analysis

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3.2. Sources of Data Collection:

A. Primary Source

In primary data collection, you collect the data yourself using methods such as interviews

and questionnaires. The key point here is that the data you collect is unique to you and your

research and until you publish, no one else has access to it.

There are many methods of collecting primary data and the main methods include:

Questionnaire

Interview

Observations

Focus Groups

Case-study

I collected the primary data for the research by formulating a questionnaire and also

interviewing my samples to get a much precise and in-depth knowledge about my subject.

B. Secondary Source

Secondary data is data collected by someone other than the user. Common sources of

secondary data collection include censuses, surveys, magazines, websites, newspapers,

journals, organizational records and data collected through qualitative methodologies or

qualitative research. Primary data, by contrast, are collected by the investigator conducting

the research.

I collected the primary as well as secondary data for the research from discussion forums on

the internet and through organizational records.

3.3. Sample Description:

I have collected my sample on a Random basis from the training & development department

of the company. As my sample size was 30.

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Sampling Method:

The technique of Judgment and Random Sampling was used as the respondents were

selected on the basis of their availability that filled our required criterion.

3.4. Tools for Data Analysis:

Data Analysis was done using graphical representation using the Pie Charts, Bar Charts with the

help of MS-Excel, MS-Word.

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Chapter V

DATA ANALYSIS

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1) How frequently do you provide training?a) Weekly/15 daysb) Monthlyc) Quarterlyd) Half yearlye) Yearly

Training period No. of respondents % of RespondentsWeekly/15 days 0 0

Monthly 2 7

Quarterly 15 50

Half yearly 10 33

Yearly 3 10

TOTAL 30 100

7%

50%

33%

10%

Training period

Weekly/15 daysMonthlyQuerterlyHalfyearlyYearly

Interpretation: Mostly the Training is imparted on Quarterly basis as well as on Half yearly basis. As 50% training is imparted on Quarterly and 33% is on half yearly.

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2) Whom do you prefer to provide training?a) Workersb) Civil Engineersc) Supervisorsd) Account departmente) Sales departmentf) Admin Staff

Trainees No. of respondents % of RespondentsWorkers 2 7Civil Engineers 10 33Supervisors 5 16.5Account department 6 20Sales department 2 7Admin Staff 5 16.5TOTAL 30 100

7%

33%

17%20%

7%

17%

Trainees

WorkersCivil EngineersSupervisorsAccount departmentsSales departmentAdmin staff

Interpretation: Mostly technical training is preferred to the trainee who deals with the Manufacturing part. As it’s a manufacturing company.

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3) How much should be the average amount spent annually on a trainee?a) Less than 20 K b) 20-50 Kc) 50-80 Kd) 80 Ke) 100 K +

Expenditure on Training No. of respondents % of RespondentsLess than 20K 15 5020-50 K 7 23.650-80 K 4 13.280 K 2 6.6100 K + 2 6.6TOTAL 30 100

50%

24%

13%

7%7%

Expenditure on Training

Less than 20K20-50 K50-80 K80 K100 K +

Interpretation: Less than 20 K is spend on most of the employees for their training.

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4) Where do you conduct your trainings?a) In-house trainingb) Out-bound trainingc) Both

Place of Training No. of respondents % of RespondentsIn-house training 18 60Out-bound training 7 23.3Both 5 16.6TOTAL 30 100

60%23%

17%

Place of Training

In-house training Out-bound training3rdBoth

Interpretation: Company prefers both In-house and Out-bound training programs but In-house is mostly preferred.

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5) How do you look for trainers?a) Hire them/on payrollb) Freelancersc) Training firm

Trainers No. of respondents % of RespondentsHire them/on payroll 10 33.33Freelancers 5 16.6Training firm 15 50TOTAL 30 100

33%

17%

50%

Trainers

a) Hire them/on payrollb) Freelancersc) Training firm

Interpretation: Mostly Training firms are contacted for providing training.

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6) What kind of training do you conduct?a) Technical Trainingb) Behavioral Trainingc) Both

Type of Training No. of respondents % of RespondentsTechnical Training 12 40Behavioral Training 15 50Both 3 10TOTAL 30 100

40%

50%

10%

Type of training

a) Technical Trainingb) Behavioral Trainingc) Both

Interpretation: Both the trainings are imparted but Behavioral training is mostly preferred.

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7) What type of technical trainings do you conduct?a) MS project 2003 Trainingb) Logistics and Warehousingc) Safety and Health-OHSISd) Maintenance trainingse) Inventory Managementf) Other Technical Trainings

Type of Technical Training No. of respondents % of RespondentsMS project 2003 Training 10 33.33Logistics and Warehousing 2 6.60Safety and Health-OHSIS 7 23.33Maintenance trainings 5 16.66Inventory Management 1 3.33Other Technical Trainings 5 16.66TOTAL 30 100

33%

7%23%

17%

3%17%

Types of Technical trainings

MS project 2003 Train-ing Logistics and Warehous-ing Safety and Health-OHSIS Maintenance trainings Inventory ManagementOther Technical Trainings

Interpretation: As it’s a manufacturing firm so safety and health training is mostly preferred.

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8) What behavioral trainings do you conduct?a) Communication Skillsb) Problem Solvingc) Team Buildingd) Decision Makinge) Time Managementf) Leadership Skills

Behavioral Training No. of respondents % of RespondentsCommunication Skills 7 23.33Problem Solving 3 10Team Building 5 16.66Decision Making 7 23.33Time Management 4 13.33Leadership Skills 4 13.33TOTAL 30 100

23%

10%

17%23%

13%

13%

Behavioral Training

Communication Skills Problem SolvingTeam BuildingDecision Making Time ManagementLeadership Skills

Interpretation : Mostly Behavioral trainings are provided to employees.

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9) How effective was the training?a) Poorb) Averagec) Good

Effectiveness No. of respondents % of RespondentsPoor 4 13.33Average 10 33.33Good 16 53.33TOTAL 30 100

13%

33%

53%

Efectiveness

PoorAverageGood

Interpretation: The training provided are mostly effective.

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10) How good was the trainer?a) Poorb) Averagec) Good

Effectiveness of the Trainer No. of respondents % of RespondentsPoor 9 30Average 10 33.33Good 11 36.66TOTAL 30 100

30%

33%

37%

Effectiveness of the Trainer

PoorAverageGood

Interpretation: The feedback for quality of trainer was average.

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11) How far did it improve the trainee’s output?a) Not muchb) Moderatec) As expectedd) Very Much

Effectiveness of the Trainer No. of respondents % of RespondentsNot much 3 10Moderate 15 50As expected 2 6.66Very Much 10 33.33TOTAL 30 100

10%

50%7%

33%

Effectiveness of the Trainer

Not much ModerateAs expected Very Much

Interpretation: There is a fair satisfaction with the improvement in output of the trainees after trainings.

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12) How can it be more effective?a) Better trainerb) Better infrastructurec) Better Contentd) Better Training aidse) More interactive

Effectiveness of the Trainer No. of respondents % of RespondentsBetter trainer 9 30Better infrastructure 2 6.66Better Content 8 26.6Better Training aids 3 10More interactive 8 26.6TOTAL 30 100

30%

7%27%

10%

27%

Effectiveness of the Trainer

Better trainer Better infrastructureBetter Content Better Training aids More interactive

Interpretation: Maximum responses wanted a better trainer for improving the training quality.

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Interpretations

1. Civil Egg, Acc dept, sales team and admin staff are trained more as compared to other.2. Company spend 20-100 K per year on trainings3. Company prefer both In-house and Out-bound training programs4. Company hire the trainers &/ have tie-ups with training firms5. Company conduct both technical as well as behavioral trainings6. ERP/SAP, MS project, and safety trainings are given much preference7. Sales/Marketing and Negotiations trainings are the behavioral trainings that are

commonly conducted8. The feedback for quality of trainer was average.9. There is a fair satisfaction with the improvement in output of the trainees after trainings.10. Maximum responses wanted a better trainer for improving the training quality

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Chapter VI

FINDINGS

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Findings

The major finding of my study included:

The company mostly prefers In-house training. The trainers are mostly hired from the outside training firms. The trainers for technical trainings in this sector are mostly the well experienced

Engineers and technicians that have through knowledge of the field On the job training is preferred by the supervisors.

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A N N E X U R E

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Questionnaire: Analysis of Training Need

1. Name:2. Organization:3. Designation:4. E-mail:5. What is the turn-over of your company?

a) 0-10 crsb) 10-50 crsc) 50-250 crsd) 250-2000 crse) 2000 crs +

6. Total no. of employees in your company?a) 0-50b) 51-100c) 100-500d) 500-1000e) 1001-2500

7. How frequently do you provide training?a) Weekly/15 daysb) Monthlyc) Quarterlyd) Half yearlye) Yearly

8. How much do you annually spend on training?a) Less than 20Kb) 20-50 Ka) 50-100 Kb) 100-500 Kc) 500 K +

9. Where do you conduct your trainings?a) In-house trainingb) Out-bound trainingc) Both

10. How do you look for trainers?a) Hire them/on payrollb) Freelancers

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c) Training firm

11. What kind of training do you conduct?a) Technical Trainingb) Behavioral Trainingc) Both

12. What type of technical trainings do you conduct?a) ERP Trainings b) MS project 2003 Trainingc) PMPd) Logistics and Warehousinge) Safety and Health-OHSISf) XL,Databasesg) Tallyh) Craft and supervisory trainingsi) Maintenance trainingsj) Inventory Managementk) Supply chain mgmtl) Advance scaffolding/riggingm) Autocadn) SPC, MSA

13. What behavioral trainings do you conduct?a) Communication Skillsb) Negotiation Skillsc) Sales/Marketing Skillsd) Problem Solvinge) Team Buildingf) Decision Makingg) Time Managementh) Leadership Skills

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BIBLIOGRAPHY

Websites:

www.sunflagsteel.com www.projectexport.com www.pagalguy.com www.wikipedia.com www.citehr.com

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