Final Report

A SUMMER PROJECT

ON

“A STUDY ON TRAINING AND DEVLOPMENT PRACTICES”

At

SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENTS FOR THE AWARD OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

GUJARAT TECHNOLOGICAL UNIVERSITY

AHMEDABAD

Submitted To:

INDUS INSTITUTE OF TECHNOLOGY & ENGINEERING

RANCHARDA

Submitted by:Ruchika Jain (10MBA009)

2011

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ACKNOWLEDGEMENT

I take the opportunity to express our gratitude to all the concerned people who

have directly or indirectly contributed towards completion of this project. I extend my

sincere gratitude towards Electrotherm India Ltd. for providing the opportunity and

resources to work on this project.

I am extremely grateful to Ms. Sneha Pancholi, my mentor in Electrotherm

India Ltd. for her guidance and invaluable advice during the projects. I would like to

thank Mr. Ashish Joshi Head of the MBA Department of the IITE providing me the

opportunity to work with one of the prestigious organization.

I also want to show my gratitude to Ms. Jinal Shah whose insight helped me to

complete this project.

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PREFACE

The global economy of the day has endangered the survival of every

organization and in particular those who want to have a competitive edge over the

others. The competitive edge may be a distant dream in the absence of Superior Quality

Products which otherwise is the function of well-trained employees. Today resources are

scarce and have to be used carefully and trainers of all kinds are required to justify their

position and account for their activities. Training activities, which are ill directed and

inadequately focused, do not serve the purpose of the trainers. The trainees or the

organization hence identification of training needs becomes the top priority of every

progressive organization. Identification of training needs, if done properly, provides the

basis on which all other training activities can be considered and will lead to

multiskilling, fitting people to take extra responsibilities increasing all round

competence and preparing people to take on higher level responsibility in future.

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Executive Summary

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

the activities that have to be done. If current or potential job occupants can meet this

requirement, training is not important. When this not the case, it is necessary to raise the

skill levels and increase the versatility and adaptability of employees.

It is being increasing common for individual to change careers several times

during their working lives. The probability of any young person, learning a job today

and having those skills go basically unchanged during the forty or so years if his career

is extremely unlikely, may be even impossible. In a rapid changing society employee

training is not only an activity that is desirable but also an activity that an organization

must commit resources to if it is to maintain a viable and knowledgeable work force.

Here I have discussed what would be the input of training if we ever go for and

how can it be good to any organization in reaping the benefits from the money invested

in terms like (ROI) i.e. return on investment. What are the ways we can identify the

training need of any employee and how to know what kind of training he can go for?

Training being covered in different aspect likes integrating it with organizational culture.

Development is integral part of training if somebody is trained properly and

efficiently the developments of that individual and the company for whom he is

working. Here we discussed about development of employee, how to identify the needs,

and after developing how to develop executive skill to sharpen their knowledge.

Learning should be the continuous process and one should not hesitate to learn any

stage.

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TABLE OF CONTENT:

No. Particular Page No.

Ch – 1 About Electrotherm 6

Ch – 2 Introduction of Training and Development 23

Ch – 3 Training and Development process at Electrotherm 37

Ch – 4 Research

Objective Limitation

44

Ch – 5 Analysis 51

Ch – 6 Conclusion /Suggestions 53

Bibliography & Weblography 55

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CHAPTER-1

ABOUT ELECTROTHERM (INDIA) LTD.

COMPANY PROFILE

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COMPANY PROFILE

ENGINEERING, A GLOBAL VISION

Electrotherm (India) Ltd. Has had been engineering metal melting industry since

1983. In Electrotherm from inception, R&D has been our core competency with a common

focus on developing and adopting technologies to customize customer needs making it a key

driver in our Multi-Divisional growth story. Electrotherm is the only Indian company with

indigenously developed world class technologies of global scale. Our team focused with a

Customer First attitude believes technology should be right-sized, with the process designed to

minimize waste and selected to enhance product performance with an embedded attitude of

customizing engineering and metallurgical solutions to customers that made Electrotherm grow

into one of the market leaders in the metal melting industries in India and globally. Electrotherm

today is a Multi-divisional ISO: 900:2000 certified global Company holding a 2,500,000 kW

market share in the metal melting industry globally. Electrotherm is a research driven company

with an appreciating asset in intellectual capital its primary source of our multi-divisional

growth story. The company has developed robust processes with inbuilt learning and continuous

improvements in every job performed. This develops effective product lifecycle management

and is the foundation of our product innovations to ensure our customers achieve their top line

growth. Engineering innovations for the global metal melting industry has been possible due to

our focused 2,607 employees with a State-of-the-art manufacturing facilities and R&D centre

manufactures a wide spectrum of products for the metal melting industry and electric vehicles &

are manufactured in four different divisions of the company. Our products continually

undergone research and development leading to innovations of global scale to suit the changing

global environment or the customer requirements. The Customer Focus of each division in

manufacturing is in tandem with the R&D to ensure our customers achieve their objectives for

top line growth.

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The major critical customized parts are manufactured in house under stringent

quality control management and the finished products tested to withstand laid out

quality parameters with Just-In-Time delivery management principle to prevent

customer installation & operational cost overruns make achieving deadlines a reality.

The real responsibility at Electrotherm is to care for your installed equipments work

with a zero down time objective. This principle of servicing our customers any time

anywhere has made us a truly global company. We cater to the domestic market while

exports form is major component of our turnover. We service the global markets

around the world with specific focus upon Middle East, Turkey, Pakistan, Bangladesh

& Africa while catering to 31 countries around the world. Electrotherm commands

more than 50% market share in induction melting equipments used by the engineering

and automotive industry in India. Electrotherm is a truly global company taking social

responsibility in its stride as 'No engines means no pollution' says Mr. Mukesh

Bhandari, Chairman & Chief Technology Officer, Electrotherm (India) Ltd. A socially

responsible Corporate Professional, who dreams to electrify the automotive and power

sector-major polluters of the environment? Electrotherm has taken the first step in

committing to making a pollution free world by introducing the YObyke electric

scooters and setting up the wind farms and solar power plants and is also working upon

to introduce electric three wheelers and hybrid bus.

Transformer

Vision

To be a nimble dynamic and admired group with global presence to achieve profitable growth through customer centric products and services and technological leadership.

Mission

Always innovate for a better tomorrow.

Core Values

Mutual Respect and Trust Integrity

Value Drivers

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Empowerment Performance Oriented Culture Customer Success Technological Differentiation Social Responsibility and Environment

CORPORATE OBJECTIVE

Business Portfolio Growth

• To further consolidate Electrotherm position as a leading supplier of metallurgical equipment in

national and international market.

• To grow its engineering capabilities by providing turnkey solutions to the customers and

implement projects from concept to full commercialization.

• To diversify across the electric vehicle business to become a leading player in battery operated

vehicles in the country.

• To establish a strong product and service brand in the domestic and international market

HISTORY

Before Electrotherm was a company, it was a dream. This dream came true in 1983 with

passion, persistence and performance of promoters. The mission was simple: to serve Indian

Steel Industry by providing cutting-edge technology and pass on the benefits to the customers.

The Company ventured into manufacturing of equipments for melting metals at a

time when capability of multinationals was accepted as a norm in India. Soon, Electrotherm

envisioned the gap in technology and took upon them the task of indigenous development of

Medium Frequency Induction Melting Furnace at a time when these furnaces were imported

into India at exorbitant prices. But after Electrotherm’s inception, multinationals were

compelled to open local assembly shops and offer reasonable terms and better services. The

result was more convenience for the customers.

Soon, Electrotherm envisioned the gap in technology and took upon them the task of

indigenous development of Medium Frequency Induction Melting Furnace at a time when these

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furnaces were imported into India at exorbitant prices. Electrotherm also took upon servicing

induction furnaces in far-flung areas of the country.

Today, approximately over 25 million MT of steel is melted in India on Electrotherm furnaces.

Electrotherm also has the distinction of manufacturing 3T to 40T Medium Frequency Induction

Melting Furnaces for first time in the country. Electrotherm (India) Limited Factory

MILESTONES

1983

ELECTROTHERM received its - first order - of 350 KW/ 500 KG.

1984

Designed and developed India’s first Indigenous Solid State Generator of 1200 KW.

1989

ELECTROTHERM enters GLOBAL MARKET – Received orders from Ethiopia and

Bangladesh.

1992

Developed & commissioned India’s first Integrated Stainless Steel manufacturing line

incorporating MF Induction Melting Furnace, Metal Refining Converter and DC Ladle Refining

Furnace at Viraj Alloys Ltd.

1995

Developed & Commissioned a 12MT MF Induction Melting Furnace, 15 MT Metal Refining

Converter and 18 MT Twin Electrode DC Ladle Refining Furnace at Stainless India Jodhpur, a

project of Mukand Ltd.

1995

Developed & commissioned the then Largest M.F. Induction Melting Furnace of the country at

Shah Alloys Ltd. (7500KW /15 MT).

1996

Developed & Commissioned India’s First Indigenous DC Arc Furnace of 22 MT.

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1997

Supplied three large MF Induction Melting Furnaces with DC Ladle Refining Furnace for world’s

largest billet manufacturing facility through the route of Induction Melting Furnace at M/s

Vishwas Steels Ltd, Goa.

1999

Developed & Commissioned Bent Rail Hardening System at Digvijay Steel Industries, Batala.

1999

Developed & Commissioned India’s largest M.F. Induction Melting Furnace of 20 MT at Shah

Alloys Ltd.

2001

Developed & Commissioned a 50MT Metal Refining Converter at Shah Alloys Ltd., Ahmedabad.

2004

Developed & Commissioned India’s largest M.F. Induction Melting Furnace of 25 MT at

Bhagyalaxmi Steels, Aurangabad.

2005

AMA-Outstanding Entrepreneur Of The Year Award – 2005” in recognition of the contribution to

industrial developments in India

2007

Automotive Product of the Year (Yo Bykes)

2008

Developed & Commissioned India’s largest Induction Melting Furnace of 30 T for Kalika Steels,

Aurangabad

2009

Developed India’s largest Induction Melting Furnace of 40 T for Mahalaxmi Steels, Aurangabad

ACHIEVEMENTS

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Hard work, passion, talent and performance together mean only one thing– Success. We have received several National Awards • IMM-Binatone Award• National Award Udyog Patra• IEEMA Award• Vasvik Research Award and Dhatu Nayak Award for designing• State-of-the-art India’s largest MF Induction Furnace for 20 MT• And many many more…

Organization chart

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Management audit

MD

Chairman

CSR

Technology Cell CTO

Corp. Strategy cell

Resources (mines, Land etc)

CEPV cell

JMD ED – Finance & CFO

Corporate affairs

Investor Relations Head

Office of strategy Mgmt. And Organizational transformation

IT Group CIO

Corp.Communication

SBU Head TLT division

Sr. VP & SBU Head HEV

Executive director & SBU Head steel

SBU Head & president E & PDirector new

businesses

SBU Head Renewable division

SBU Head transformer division

DIFFERENT DIVISIONS

ENGINEERING & PROJECT DIVISION

Electrotherm has state-of-art manufacturing complex sprawling over 96,000m2. Its

manufacturing facilities include well-equipped machine shop with special purpose machines,

Panel assembly shop, quality control labs and testing facilities for its entire range of products.

Most of the critical components are manufactured in-house to ensure world class quality

standards.

In order to provide alternative raw material to the steel industry, Electrotherm

collaborated with world renowned Hylsa, S.A de C.V. of Mexico for supply of Micro Modules

of HYL process plants for producing Gas Based DRI. Today, Electrotherm is the only Induction

Furnace manufacturing company in the world that has its own Steel Plant (with an installed

capacity of 360,000TPA), Ductile iron pipe plant (with an installed capacity of 100,000TPA),

Coal Based DRI (Sponge Iron) plants (with an installed capacity of 200,000TPA), and Mini

Blast Furnaces as well.

Induction Melting Furnaces for Steel Plants

Electrotherm gradually developed larger and larger furnaces for steel making and these

furnaces were the largest indigenously made furnaces at that given point of time. Today,

Electrotherm offers Induction Melting and Holding Furnaces from 5 kg to 40 T with Solid State

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Power Supply Units from 5 kW to 14000 kW. And due care for minimizing the Total Harmonic

Distortion is taken by introducing 12 Pulse and 24 Pulse Systems from 1500 kW onwards!!

Induction Melting & Holding Furnaces for Foundries

Electrotherm has received worldwide recognition for designing, developing and

manufacturing state-of-art induction melting systems. The key ingredient for success is its

Solution Engineering approach that provides a range of techno-economical solutions to its

customers for meeting their foundry demands.

Electric Arc Furnaces

Realizing the needs of larger Steel Plants, Electrotherm has entered into collaboration

with a leading Chinese company for design, manufacture and supply of AC Electric Arc

Furnaces from 20 T to 150 T capacity.

Metal Refining Converter and Ladle Refining Furnaces

Electrotherm enjoys the distinction of being the first manufacturer to have the vision and

provide equipment for producing Stainless Steel through the Induction Furnace-Converter

Route. These Metal Refining Converters (a superior version of the conventional AOD) are

capable of treating batches of as low as 20 T to as high as 100 T capacities post melting.

Both AC and DC Ladle Refining Furnaces for producing high quality steel are available in

Electrotherm’s range of products. DC Ladle Refining Furnaces are suitable for operation on a

weak power source like Captively Generated Power viz. Generating Sets (these can be either

Diesel/Gas based) or on power that is produced by Power Plants using WHRB and FBC. The

DC version of LRF finds its suitability for smaller heat sizes of 15 T also. AC Lade Refining

Furnaces are also available for treating batches from 15-150 T capacity.

Ladle Refining Furnaces improve overall productivity of Steel Plants apart from their

significant contribution in desulphurization process.

Submerged Arc Furnace for Ferro Alloys

For smelting and Ferro Alloy production from 1200 to 80,000kVA (1.2MVA-80MVA)

Electrotherm has already executed a Ferro Alloy plant of 16.5 MVA in Bahrain.

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Induction Heating & Hardening Equipment

Custom built Heat Treatment equipment is an integral part of ever growing Engineering

and Automotive sector. Electrotherm specializes in design, development and manufacture of

induction Heating and Hardening machines for a variety of applications like Rail Hardening,

Gear Hardening, Crank Shaft Hardening, Axle Hardening, Bar/Billet Heating, Cookware

Bottom Brazing, Tube Welding, Annealing, Epoxy Coating, Pipe Bending etc.

Turnkey Project

They offer turnkey project solutions, from concept to commissioning, layouts to detailed

engineering, incorporating a variety of technical and non-technical services and processes. A

service that helps you get exactly what you want without stretching your limits.

Turnkey Gas based DRI Project

Electrotherm offers turnkey solutions in collaboration with HYLSAMEX, Mexico.

Electrotherm can comfortably offer total project for micro-mini modules of 200,000 TPA,

400,000 TPA and 600,000 TPA Capacities. These projects use compact space and have reduced

manpower utilization producing high quality DRI with metallization of 95% and carbon up to

4%. Electrotherm has a shorter implementation schedule and we can train your manpower at

HYLSAMEX, Mexico.

STEEL DIVISION

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Electrotherm has a Steel Plant with 360,000 TPA capacity for producing structural steel, alloy

steel and stainless steel. This plant has three induction furnaces of 20 Ton capacity, one DC

LRF and one 2-Strand CCM in SMS 1; and two induction furnaces of 20 T capacity, one 25 T

MRK, one AC LRF, Vacuum Degassing and 2-Strand CCM in SMS 2.

Steel Billets and rolled Products Projects

“Electrotherm is among the best solution provider in the world for Mini Steel Plants up

to 500,000 TPA through various routes for meetings variety of applications.” And in its journey,

it has so far executed more than a dozen turnkey projects in India and abroad. With its own

experience of supplying and commissioning more than 2000 installations for various steel plants

and foundries, Electrotherm is able to convert ideas in to reality by offering customized turnkey

solutions, making every project better than the previous!!

Ductile Iron Pipe

The lessons learnt while setting up its own Ductile Iron Pipe Manufacturing facility

coupled with its experience of steel plants and foundries has encouraged Electrotherm to offer

turnkey projects for producing ductile iron pipes through latest heat treatment process to

increase tensile and yield strength while simultaneously reducing elongation and improved

corrosion resistance.

STEEL PLANT

Special Steel Division

Electrotherm continuous TMT bar mill has capacity of 1, 50,000 Tones per annum to

supply high quality TMT bars for construction and infrastructure projects. The products are BIS

certified and command a premium in the market due to superior shape, quality, mechanical and

metallurgical properties.

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Electro DI Pipe

Introduction of Electrotherm range of Ductile Iron pipes is a result of our constant

endeavour towards ensuring better quality of life. DI pipes developed by Electrotherm provide

the excellent means of transporting water keeping its quality intact.

Sponge Iron & Pig Iron

Electrotherm with its Sponge & Pig iron production serves the entire requirement of its

Steel melting and Di pipes plants. Facilitated with its captive production the Sponge and Pig

iron production at Electrotherm meets the best quality grades serving nations across the globe.

High Quality Steel Billets

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Electrotherm’s Steel plant spreads on a green belt with 3, 60,000 TPA capacity. The

Steel Billets manufactured at Electrotherm are consumed around the globe by various

Industries. The high quality refining of steel ensures the strength making our products a superior

quality touch.

Electro TMT Plus Bars

Electro TMT plus’ bars are high quality construction steel with superior shape, quality

and better mechanical & Mellatturigical properties.

Electro TMT CRS Gold Bars

Corrosion is the biggest enemy of construction. It is a slow Killer attacking houses,

bridges, dams and industrial plants. Electrotherm has developed corrosion Resistant Steel (CRS)

Bars for ensuring longer life costly structures.

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Stainless Steel

Electrotherm quality stainless steel caters to international specification for world wide

application from utensils to industry.

TLT DIVISION

Transmission Line Towers are made from high quality and high tensile angles and other

structures. Electrotherm has set up a state of the art structural rolling mill for rolling angles

suitable for transmission line tower and other engineering applications.

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AUTO DIVISION

The competence and expertise of the company in power electronics and an intensive R&D effort

of more than 3 year the company has developed and launched Electric bikes and scooters under

the brand name Yo Bykes with a installed capacity of 2,50,000 unit-per annum. The company is

also developing an electric 3 Wheeler and a hybrid Electric Bus.

It is personal electric two wheeler, that is pollution free, silent and with only a battery

connected to an electric motor, with a feel of smooth riding all weather vehicle with zero

maintenance and nominal cost operation.

With invincible price rise in crude oil, Electrotherm offers the nation by manufacturing

electronic vehicles. Ranging from Electronic Bicycles to Electrical Buses. The R&D team at the

Electronic Vehicle Division with its recent development will now soon offer Electric Rickshaws

to the nation.

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Renewable Division

s

The Thermal power plant of Electrotherm will be soon in the pipeline which will be providing

power supply throughout the city, meeting the public’s rising needs.

ELECTROTHERM RENEWABLES DIVISION mainly engaged into solar water heating

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system, solar process heating, air-conditioning systems and large as well as utility scale

concentrated solar power plants.

ELECTROTHERM RENEWABLES DIVISION is committed to deliver Quality Products and

Services employing the latest technology available worldwide in the area of Renewable Energy

in general and Solar Energy in particular. ELECTROTHERM RENEWABLES DIVISION’s

products and services shall offer cost effective solutions to the customers and help in improving

the environment and living conditions of the people, especially in rural India.

ELECTROTHERM RENEWABLES DIVISION's full-fledged state-of-the-art manufacturing

and testing facilities are spread over an expansive area of 4800 sq. meters at Vatva GIDC,

Ahmedabad.

Products

•‘Electra’ - Solar Water Heaters

•Process Heating Solutions

Wind Farm

Electrotherm with its far sighted vision develops its own

Wind Farm which will generate power using Windmills, providing

electricity to the city and industries at large.

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Transformer Division

Electrotherm has started manufacturing of transformers with high and lower ratings as a

contribution in a ramp-up in distribution infrastructure including the replacement market.

Electrotherm conscious effort to maintain quality and keep up with the growing demand by

enhancing production capacity.

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CHAPTER- 2

INTRODUCTION

TO

TRAINING & DEVELOPMENT

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Introduction to Training and Development

Training refers the Process of teaching new employees the basic skills they need

to perform their job. Training is a hallmark of good management, and a task that

managers ignore at their peril.

Employee training tries to improve skills, or add to the existing level of

knowledge so that employee is better equipped to do his present job, or to prepare him for

a higher position with increased responsibilities. However individual growth is not and

ends in itself. Organizational growth need to be measured along with individual growth.

Training refers to the teaching learning activities done for the primary purpose of

helping members of an organization to acquire and apply the knowledge skills, abilities,

and attitude needed by that organization to acquire and apply the same. Broadly speaking

training is the act of increasing the knowledge and skill of an employee for doing a

particular job. It is a subsystem of an organization. It ensures that randomness is reduced

and learning or behavioral change takes place in structured format.

Traditional and modern approach of training and Development

Traditional Approach – Most of the organizations before never used to believe in

training. They were holding the traditional view that managers are born and not made.

There were also some views that training is a very costly affair and not worth.

Organizations used to believe more in executive pinching. But now the scenario seems to

be changing.

The modern approach of training and development is that Indian Organizations have

realized the importance of corporate training. Training is now considered as more of

retention tool than a cost. The training system in Indian Industry has been changed to

create a smarter workforce and yield the best results.

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The need for training and development is determined by the employee’s performance deficiency, computed as follows:

Training and Development need = Standard performance – Actual performance

Training is activity leading to skilled behavior

• It’s not what you want in life, but it’s to know how to reach it

• It’s not where you want to go, but it’s knowing how to get there

• It’s not how high you want to rise, but it’s knowing how to take off

• It may not be quite the outcome you were aiming for, but it will be an outcome

• It’s not what you dream of doing, but it’s having the knowledge to do it

• It's not a set of goals, but it’s more like a vision

• It’s not the goal you set, but it’s what you need to achieve it

Nature/Importance of Training and Development

• Optimum Utilization of Human Resources – Training and Development helps in

optimizing the utilization of human resource that further helps the employee to achieve

the organizational goals as well as their individual goals.

• Development of Human Resources – Training and Development helps to provide an

opportunity and broad structure for the development of human resources’ technical and

behavioral skills in an organization. It also helps the employees in attaining personal

growth.

• Development of skills of employees – Training and Development helps in increasing

the job knowledge and skills of employees at each level. It helps to expand the horizons

of human intellect and an overall personality of the employees

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•Productivity – Training and Development helps in increasing the productivity of the

employees that helps the organization further to achieve its long-term goal

• Team spirit – Training and Development helps in inculcating the sense of team work,

team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within

the employees

• Organization Culture – Training and Development helps to develop and improve the

organizational health culture and effectiveness. It helps in creating the learning culture

within the organization.

• Organization Climate – Training and Development helps building the positive

perception and feeling about the organization. The employees get these feelings from

leaders, subordinates, and peers.

• Quality – Training and Development helps in improving upon the quality of work and

work-life.

• Healthy work-environment – Training and Development helps in creating the healthy

working environment. It helps to build good employee, relationship so that individual

goals aligns with organizational goal.

• Health and Safety – Training and Development helps in improving the health and safety

of the organization thus preventing obsolescence.

• Morale – Training and Development helps in improving the morale of the work force.

• Image – Training and Development helps in creating a better corporate image.

• Profitability – Training and Development leads to improved profitability and more

positive attitudes towards profit orientation.

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• Training and Development aids in organizational development i.e. Organization gets

more effective decision making and problem solving. It helps in understanding and

carrying out organizational policies.

• Training and Development helps in developing leadership skills, motivation, loyalty,

better attitudes, and other aspects that successful workers and managers usually display.

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal.

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.

Importance of Training Objectives

Training objective is one of the most important parts of training program. While some people think of training objective as a waste of valuable time. The counterargument here is that resources are always limited and the training objectives actually lead the design of training. It provides the clear guidelines and develops the training program in less time because objectives focus specifically on needs. It helps in adhering to a plan. Training objectives tell the trainee that what is expected out of him at the end of the training program. Training objectives are of great significance from a number of stakeholder perspectives.

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1. Trainer

2. Trainee

3Designer

4. Evaluator

Trainer – The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustments. Also, trainer comes in a position to establish a relationship between objectives and particular segments of training.

Trainee – The training objective is beneficial to the trainee because it helps in reducing the anxiety of the trainee up to some extent. Not knowing anything or going to a place which is unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the participants aware of the happenings, rather than keeping it surprise.

Secondly, it helps in increase in concentration, which is the crucial factor to make the training successful. The objectives create an image of the training program in trainee’s mind that actually helps in gaining attention. Thirdly, if the goal is set to be

29

challenging and motivating, then the likelihood of achieving those goals is much higher than the situation in which no goal is Set. Therefore, training objectives helps in increasing the probability that the participants will be successful in training.

Designer – The training objective is beneficial to the training designer because if the designer is aware what is to be achieved in the end then he’ll buy the training package according to that only. The training designer would then look for the training methods, training equipments, and training content accordingly to achieve those objectives.

Furthermore, planning always helps in dealing effectively in an unexpected situation. Consider an example; the objective of one training program is to deal effectively with customers to increase the sales. Since the objective is known, the designer will design a training program that will include ways to improve the interpersonal skills, such as verbal and non verbal language, dealing in unexpected situation i.e. when there is a defect in a product or when a customer is angry. ,

Therefore, without any guidance, the training may not be designed appropriately.

Evaluator – It becomes easy for the training evaluator to measure the progress of the trainees because the objectives define the expected performance of trainees. Training objective is an important to tool to judge the performance of participants.

Training Methods

There are two broad types of training available to small businesses: on-the-job and off-

the-job techniques. Individual circumstances and the "who," "what" and "why" of your

training program determine which method to use.

On-the-job training is delivered to employees while they perform their regular jobs. In

this way, they do not lose time while they are learning. After a plan is developed for what

should be taught, employees should be informed of the details. A timetable should be

established with periodic evaluations to inform employees about their progress. On-the-

job techniques include orientations, job instruction training, apprenticeships, internships

and assistantships, job rotation and coaching.

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Advantages

Tailor-made course content with use of REAL company situations/examples.

It is usually less expensive than off-job training

Learning will take place using the equipment which will be actually used

Trainees acclimatize more rapidly

Disadvantages

Training takes place under production conditions that are stressful, i.e. noisy, busy, confusing and exposing the trainee to comments by other workers.

Off-the-job techniques include lectures, special study, films, television conferences or

discussions, case studies, role playing, simulation, programmed instruction and

laboratory training. Most of these techniques can be used by small businesses although,

some may be too costly.

Advantages

Cross- fertilization of ideas between different companies.

Disadvantages

Can result in transfer of learning difficulties when a trainee changes from training equipment to production equipment.

No training can be entirely off-job as some aspects of the task can only be learned by doing them in the normal production setting, with its own customs and network of personal relationships. Can be more expensive.

Carrying out the training

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Orientations are for new employees. The first several days on the job are crucial in the

success of new employees. This point is illustrated by the fact that 60 percent of all

employees who quit do so in the first ten days. Orientation training should emphasize the

following topics:

The company's history and mission.

The key members in the organization.

The key members in the department, and how the department helps fulfill the

mission of the company.

Personnel rules and regulations.

Some companies use verbal presentations while others have written presentations. Many small businesses convey these topics in one-on-one orientations. No matter what method is used, it is important that the newcomer understand his or her new place of employment.

Lectures present training material verbally and are used when the goal is to present a great deal of material to many people. It is more cost effective to lecture to a group than to train people individually. Lecturing is one-way communication and as such may not be the most effective way to train. Also, it is hard to ensure that the entire audience understands a topic on the same level; by targeting the average attendee you may under train some and lose others. Despite these drawbacks, lecturing is the most cost-effective way of reaching large audiences.

Role playing and simulation are training techniques that attempt to bring realistic decision making situations to the trainee. Likely problems and alternative solutions are presented for discussion. The adage there is no better trainer than experience is exemplified with this type of training. Experienced employees can describe real world experiences, and can help in and learn from developing the solutions to these simulations. This method is cost effective and is used in marketing and management training.

Audiovisual methods such as television, videotapes and films are the most effective means of providing real world conditions and situations in a short time. One advantage is that the presentation is the same no matter how many times it's played. This is not true with lectures, which can change as the speaker is changed or can be influenced by outside constraints. The major flaw with the audiovisual method is that it does not allow for questions and interactions with the speaker, nor does it allow for changes in the presentation for different audiences.

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Job rotation involves moving an employee through a series of jobs so he or she can get a good feel for the tasks that are associated with different jobs. It is usually used in training for supervisory positions. The employee learns a little about everything. This is a good strategy for small businesses because of the many jobs an employee may be asked to do.

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

Internships and assistantships are usually a combination of classroom and on-the-job training. They are often used to train prospective managers or marketing personnel.

Programmed learning, computer-aided instruction and interactive video all have one thing in common: they allow the trainee to learn at his or her own pace. Also, they allow material already learned to be bypassed in favor of material with which a trainee is having difficulty. After the introductory period, the instructor need not be present, and the trainee can learn as his or her time allows. These methods sound good, but may be beyond the resources of some small businesses.

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

TRAINING AND DEVELOPMENT PROCESS:

NEED ANALYSIS: It is identifies the specific job performance skills needed assesses the prospective trainees’ skills, and develops specific measurable knowledge and performance objectives based on any deficiencies.

INSTRUCTIONAL DESIGN:

It is compile and produce the training program content , including workbooks, exercises and activities.

VALIDATION:

33

It is consist the bugs are worked out of the training program by presenting it to a small representative audience.

IMPLEMENT:

It refers targeted employee group.

EVALUATION:

It consists management assesses the program’s successes or failures.

TRAINING NEEDS FOR EMPLOYEES

1. NEW RECRUITS TO THE COMPANY

These have a requirement for induction into the company as a whole in terms of

its business activities and personnel policies and provisions, the terms, conditions and

benefits appropriate to the particular employee, and the career and advancement

opportunities available.

2. TRANSFEREES WITHIN THE COMPANY

These are people who are moved from one job to another, either within the same

work area, i.e. the same department or function, or to dissimilar work under a different

management. Under this heading we are excluding promotions, which take people into

entirely new levels of responsibility.

3. PROMOTIONS

Although similar to the transferee in that there is a new job to be learned in new

surroundings, he is dissimilar in that the promotion has brought him to a new level of

supervisory or management responsibility. The change is usually too important and

difficult to make successfully to permit one to assume that the promotes will pick it up as

34

he goes along and attention has to be paid to training in the tasks and the responsibilities

and personal skills necessary for effective performance.

4. NEW PLANT OR EQUIPMENT

Even the most experienced operator has everything to learn when a computer and

electronic controls replace the previous manual and electro-mechanical system on the

process plant on which he works. There is no less a training requirement for the

supervisors and process management, as well as for technical service production control

and others.

5. NEW PROCEDURES

Mainly for those who work in offices in commercial and administrative functions

but also for those who we workplace is on the shop floor or on process plant on any

occasion on which there is a modification to existing paperwork or procedure for, say the

withdrawal of materials from stores, the control of customer credit the approval of

expense claims, there needs to be instruction on the change in the way of working in

many instances, a note bringing the attention of all concerned the change is assume to be

sufficient, but there are cases, such as when total new systems in corporations. IT

updates are installed, when more thorough training is needed.

6. NEW STANDARDS, RULES AND PRACTICES

Changes in any one these are likely to be conveyed by printed note or by word of

mouth by the manager to his subordinates, and this can be the most satisfaction way of

dealing with the change from the point of view of getting those affected to understand

their new responsibility. However not all changes under this heading can be left to this

sort of handling. Even the simplest looking instruction may be regarded as undesirable or

impracticable by whoever has to perform it he may not understand the purpose behind the

change and lose confidence in a management which he now believes to be ‘messing

about’, or he may understand the purpose and have a better alternative to offer if it is not

too late.

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7. NEW RELATIONSHIP AND AUTHORITIES

These can arise, as a result of management decisions, in a number of ways. In

examples, the recognition of the accounts department can result in a realization of

responsibilities between the section leaders of credit control, invoicing and customer

records, although there is no movement of staff between the sections (i.e. no transfers).

Although the change in work content for each clerk and supervisor is defined clearly for

each person in the new procedures, there is nevertheless a need for each person to know

where he stands in the new set up, which is responsible for what, and where to direct

problems and enquiries as they arise in the future.

8. MAINTENANCE OF STANDARDS

We are here concerned with maintenance of standards through training, for it

must be remembered that supervision and inspection and qualify control are continuously

responsible for standards and exercise their own authorities to this end. Although it is

generally agreed that some retraining from time to time, taking varied forms even for the

on group of employees, does act as both a reminder and a stimulus, there is not much

agreement on the next frequency and form that such retraining should take, of there is as

yet little scientific knowledge on this subject which is of much use in industrial

situations.

9. THE MAINTENANCE OF ADAPTABILITY

Again, whilst there is little scientific study of the loss of ability to learn new skills

in those cases where people spend a long time without change, and without the need to

learn, there is increasing evidence in current experience to suggest that this is the case in

industrial employment. Add, of course, there is the inference arising from the laboratory

experiments of psychologists.

10. THE MAINTENANCE OF MANAGEMENT SKILLS & STANDARDS

Skills in supervising, employee appraisal, communications, leadership etc are

important in all companies. Some of these skills are seen to be critical to major

36

developments in company organization, culture, employee empowerment and so on.

Initial training in these skills is not uncommon in the largest companies on appointment

into management and supervision. But continuous training and performance monitoring

is rare, despite the common knowledge that standards are as varied as human nature.

11. RETIREMENT AND REDUNDANCY

Employees of any position in the company who are heading towards retirement

will benefit from learning about health, social life, work opportunities money

management etc. Internal or external courses are best attended a year or two before

retirement date, in a few companies a member of Personnel will act as a counselor as

required.

37

CHAPTER-3

TRAINING & DEVELOPMENT

PROCESS

AT ELECTROTHERM

38

Four Types of Training given by Electrothem to their employees:

They are giving four types of training to their employees:

Functional

Induction

Behavioral

Technical

Functional:

Functional training involves movements that are specific — in terms of mechanics, coordination and/or energetic — to one’s activities of daily living.

Name of training E&P Steel

Auto TLT

Solar TRF

Financing of Solar Power Projects In Gujarat

1

Balanced Scorecard Workshop

17 1 2 7 8

Balanced Scorecard Workshop

4 16 8 2 1 1

Breach of Employment Contract - Law, Legal Remedies & Practice

2

Product Development, DOE & Cost Management

3

Effective Presentation Skills

1

Supply Chain Management

68 27 17 1 9 8

Supply Chain Management

2

Goal Setting Workshop

6 2 1

39

Induction:

This training is given to new employees in their company. It is involve Introduction to the business/department and its personnel/management structure, Layout of the buildings (factory / offices). Relevant personnel policies such as training, promotion and health and safety, Business rules and procedures, Arrangements for employee involvement and communication, Welfare and employee benefits or facilities.

Behavioral:

They give this type of training to improve employees personality and communication skills. It is develop the positive attitude of employees, time management, creativity and innovation.

Name of training

E&P Steel Auto TLT Solar TRF

English Speaking & Personality Development

1

Excelling in Sales & Customer Service

39 1 3

Technical training:

Employees who undergo technical training, whether before or during a job, are typically more valuable to their company than employees who do not. The knowledge and skills they have will often lead to more innovation in the company and more opportunities for completing tasks or activities more efficiently

Name of training

E&P Steel Auto TLT Solar TRF

Hydraulics &

Pneumetics

12 32 1

Machinary Lubrication

2

Cranes Lifting

Machines & Lifting Tackels

2

Pneumatic System &

Equipments

10 15 1

40

Pump Selaction

Basic Engg.

29 6

Pneumatics 29 1

PROCESS:

Preparation of calendar :

This training calendar is a core part of T&D Dept. The training calendar is designed based on the organization's structure. They prepare quarterly calendar for future training. They make BEFOR and AFTER calendar for every training like functional, technical, behavior and induction in their organization and they also make changes in the calendar when it needed. With this details, their HOD can be recognized about detail of training.

Need identify :

To identify the training need in they use performance measurement system. They feel they have difficulties and thus want to improve their performance and find out the no of nominations for training.

1. Type of training, year of graduation, specialization, etc.2. current activities (setting, clinical/research/prevention, etc)3. Orientation, network, multidisciplinary approach, etc.4. type of supervision

HOD & SBU head approval:

Apart from training need identification, if any employees demand for other training then it must be approved by the HOD and SBU of that department. If a Proposal of training is rejected by HOD or SBU then it may be cancelled.

Concern places /trainees / consultants :

If HOD approves the training then it looks for the no. of persons require the training in organization and then it search for the suitable place and hire consultant.

Registration :

41

After the stage of search for trainees, suitable place & consultant they do the final registration for the training, set suitable time & day for the training .

Internal mail:

After the registration for the training program HR department send mail to each and every concern trainee. Every trainee should have to follow all the guidance or command given by HR department.

Payment :

After above procedure they make the payment to the concern selected place for training and also take the receipt.

Feedback and attendance :

In the mean time when training is going on they give the feedback form to the trainee to take their view regarding training session this also taken as attendance proof. It must be necessary for fill the attendance of employees who are going for training programme. This will help to know what the participant require with regard to training topics, content depth, presentation infrastructure etc.

Summary record:

They maintain log book for database preparation which can be use as past data and also use full to review the entire training program at the end of the quarter or year.

Training effectiveness form: After every six months they give effectiveness form to trainees to be filled by them to find out the effectiveness rate of training program.

Training process for summer internship project:

If any student wants to take training or want to do the project in any department than the approval of head of the department of that particular department is needed and on that basis it is decided whether the trainee is to be appointed or not.

42

After that they do a formal interaction with trainee and they ask educational profile, his field of interest, about his project.

After the selection of the trainee for the training program they issue confirmation letter and with that they make trainee inform about the training rules.

After the starting of training of they keep the daily record of trainee’s work and attendance.

A trainee has to do daily reporting to the authorized guide which is assigned by the company for giving him training.

After completion of training period we issue completion letter to him and the remarks are given by HOD of that department.

Training process as per ISO requirement

Competency framework

Skill matrix

Training need

Attendance sheet

Training feedback

Induction training calendar

Training calendar

Training effectiveness Summary report of training activities

43

TRAINING SESSIONS CONDUCTED AT ELECTROTHERM:

Pneumatics’ Training In-house by Janatics

44

Chapter -3

RESEARCH

OBJECTIVE:

45

The objective of my study about employees training and development to improve

the current process of employees training and development at Electrotherm India Limited

1. Understand the concept of training and development existing in industry.

2. Understand the process of training and development.

3. Find out the limitation of existing training and development program.

4. To systematically analysis the process of training and development.

5. To identify important factors for training need identification.

Limitation:

46

1. The process implementation time and execution of training and development

program is lagging by the lack of efforts, knowledge, skills of trainers.

2. The program should not disturb current operation program for the individuals as

well as whole operation of company.

3. The process is time consuming and costly.

4. The shy nature, lack of interest of individuals would impact on training and

development program.

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TRAINING CALENDAR OF THE YEAR (Q1-FY2011-2012)

48

49

Training ProgramDate Duration Time Venue Faculty Who should attend

Batch Size

B – German Language Program

05.02.11to

05.06.11

18 Weeks(Weekend)

Sat:6:30 pm to 8:00 pm

Sun:10:00 am to 2:30 pm

Goethe Zentrum,

Ahmedabad

Ms. Dhara Shah

Sr. Engineer & Above

2

B – Public Speaking & Personality Development

21.03.11to

06.05.11

7 Weeks (Mon,Wed,

Fri)

6:30 pm to 8:00 pm

AMAMr. R. K. Chopra

Manager & Above 1

T - Hydraulics & Pneumatics

04.04.11to

08.04.115 Days Full Day Kutch

Mr. Harish Kathaley

_ 55

T- Machinery Lubrication 2011

06.04.11to

07.04.112 Days

9:00 am to5:00 pm

MumbaiMr. Mike Johnson

Engineer & Above 2

B - Excelling in Sales & Customer Relations

10.04.11 1 Day9:00 am to

5:00 pmAMA

Mr. Bomie Doctor

Sales and Service Engineers

46

T - Basics ofPLC & SCADA

12.04.11to

17.04.116 Days

9:30 am to 5:00 pm

ET-TTDC Indus Campus

VariousFresh Graduates /

Final Year Students - Engg.

15

F – Financing of Solar Power Projects in Gujarat

18.04.11 1 Day Full DayCambay Spa

Resort, Gandhinagar

Various AGM & Above 1

T - Cranes Lifting Machines & Lifting

Tackles

18.04.11to

19.04.112 Days

9:00 am to 5:00 pm

Mumbai Mr. M. S. RaoDy. Managers and

above2

T - Basic Engineering Practices (Mfg. & Design)

19.04.11to

20.04.112 Days

9:00 am to 5:00 pm

ET-TTDC Indus

CampusVarious

Mechanical Engineers

20

T - Maintenance of IMF in Steel Plant

26.04.11to

28.04.113 Days

9:30 am to 5:00 pm

ET-TTDC Indus Campus

VariousMaint. Engineers from Steel Plant

(ET’s Customers)15

F - Breach of Employment Contract

30.04.11 1 Day9:30 am to

5:00 pm

Taj Gateway Hotel,

Vadodara

Dr. R. Krishna Murthy

Sr. Executive & Above

2

T - Supervisors’ Competency Improvement

03.05.11to

04.05.112 Days

09:30 am to 5:30 pm

ET-TTDC Indus Campus

VariousSupervisors (Prod.,

Planning & QC) 15

T - Elements of IMF & New Products Development

10.05.11to

14.05.115 Days

09:30 am to 5:30 pm

ET-TTDC Indus Campus

Various Service Engineers 20

Basic Electrical For Technician

24.05.11 to

27.05.114 Days

9.00 am to 6.00 pm

KutchMr. Harish Kathaley

Technician & Engineers

32

T - Basics of PLC & SCADA

24.05.11to

28.05.115 Days

9:30 am to5:00 pm

ET-TTDC Indus Campus

VariousFresh Engineering

Graduates / Industry People

15

T- Product Development, DOE & Cost Management

27.05.11 1 Day9.00 am to

5.00 pmCII House

AhmedabadMr. Ravindra

BiswasEngineer & Above 3

T – Pneumatics System & Equipments

01.06.11 1 Day9.30 am to

5.00 pmPrakash

AuditoriumMr. Amish Bhavsar

Engineer & Above 26

B-Effective Presentation Skills

01.06.11 to

02.06.112 Days

9.30 am to 5.00 pm

AMAMs. Rama Moondra

Manager & Above 1

T - Know Your IMF02.06.11

to03.06.11

2 Days9:30 am to

5:00 pmET-TTDC

Indus CampusVarious

Engineers from Foundry

(ET’s Customers)15

INDUCTION TRAINING CALENDER:

50

T – Electrical Automation & Control

13.06.11to

16.06.114 Days

9:00 am to6:00 pm

KutchMr. Harish Kathaley

Engineers and Above

19

T – Pump Selection Basic Engineering

14.06.11 1 Day3:30 am to

5:00 pmPrakash

AuditoriumMr. Riyaz Admani

Engineers and Above

19

T - Industrial Exposure to Engineering Teachers

14.06.11to

16.06.113 Days

9:30 am to5:00 pm

ET-TTDC Indus Campus

Various

Engineering Teachers (EEE, EC,

Instrumentation, Power Electronics)

20

F – Principles on Supply Chain Management

17.06.11to

18.06.11

2 Half Days

Day 1- 2:30 to 6.30

Day 2- 9:30 to 1:00

Indus Auditorium

Mr. Stephan Willigens

Engineers, Officers, Executives & Above

140

T - Basics of PLC & SCADA23.06.11

to27.06.11

5 Days9:30 am to

5:00 pmET-TTDC

Indus CampusVarious

Fresh Engineering Graduates / Industry

People15

51

Chapter -4

Analysis

FINDINGS:

52

They have done 24 training program in the FY- Q1 2011-12.

They have planned different trainings for different dept.

They have classified trainees into batches and different program is planned for

each batch.

In the calendar training program they have specified time, coach, duration.

Through this schedule planning for training of 501 batches was been planned.

53

CHAPTER -5

CONCLUSIONS/ SUGGESTIONS

CONCLUSIONS

54

By the training and development program the company should get bellowed benefits:

The individual is getting better confidence and due to training he/she would

increase his/her efficiency.

Due to better technology available in Electrotherm for training and development a

trainee is getting better understanding for operation and growth opportunities.

Training and development program provides the company to enhance the desire

project level output by the individuals.

SUGGESTIONS:

In the coming future, the following trends are likely to be seen:

Increased use of virtual reality, the internet and multi- media training

Emphasis on cross-cultural development

Remote learning to reflect changing patterns of work

Bibliography &Weblography

55

Human Resource Management, Gary Dessler, Florida International University

Human Resource and Personnel Management, K. Ashwasthapa Tata Mc Graw – Hill Education

www.google.com

www.electrotherm.com

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