NALCO Project Report Training & Development

8/19/2019 NALCO Project Report Training & Development

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CERTIFICATE OF THE PRINCIPAL

This is to certify that the project entitled “Training and Development at NALCO,

Bhuanesh!ar" is a onafide record of interim report carried out y #iss #onali Dangua, a

student of $our%ela &nstitute of #anagement 'tudies, $our%ela, earing (niversity $oll

Numer )*++*BBA)+ -'ession .)+./.)+0, has successfully completed her 'ummer

&nternship 1roject for the partial fulfillment of the re2uirements of the a!ard of the degree of

Bachelor of Business Administration of 'amalpur (niversity, Odisha3 To the est of my%no!ledge and elief, this project is the original effort and contriution !hich she has

!or%ed sincerely under the guidance of faculty memers3 The summer internship project

report has not een sumitted earlier to this (niversity or to any other (niversity4&nstitutions3

& !ish her good luc% for a successful career and all future endeavors3

Date: Dr. K. K. Patra

RIMS,

Rourkela

Rourkela Institute of Management Studies, Rourkela+


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& ta%e this opportunity to e6press my deep scenes of gratitude to Prof. Gayatri Kurup for

their continuous encouragement, time and ound guidance and help for completing the

research !or% they een a source of inspiration to me and i am indeted to them for initiating

me to complete this project3 & ta%e this opportunity to articulate my deep sense of gratitude to

the staffs and especially our company guide for their timely help and encouragement3 7e

!ish to e6press a special than%s to all teaching and non teaching staff memers of collage of

engineering huanes!ar for their support3 Their encouragement and valuale guidance are

the source of inspiration for me3 Last ut not least i am than%ful to the family NACLO and

friends for providing me moral support to do this project successfully3

DECLARATION

Rourkela Institute of Management Studies, Rourkela*


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&, #onali Dangua a student of $our%ela &nstitution of #anagement 'tudies, $our%ela, do

here y declare that the summer project report entitled “Training and Development at

NALCO" is a onafide !or% done y me at NALCO Bhuanes!ar in partial fulfilment for

the a!ard of degree in Bachelor of Business Administration3 No part of this report has een

copied or sumitted at any!here else for the a!ard of any other degree3

#ONAL& DAN8(A

$egd3 No3/ )*++*BBA)+

$', $O($9:LA

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CHAPTER !

INTRODUCTION

No! a days every organi


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Therefore to e very effective, the training function is re2uired to e organi


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No! NALCO is right e6ample of &ndia@s industrial capaility3 >e considered to e a turning

point in the industry of &ndian aluminum industry NALCO consistent trac% record in capacityutilience, !e have ta%en an insight

at the performance of the employees and also through evaluation of performance of the

employees and through 2uestionnaires and data received y the management3Rourkela Institute of Management Studies, Rourkela


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TRAINING PROGRAM& CON&I&T OF FI%E &TEP&:

The first step or need analysis step is identifies the specific jo performance s%ills needed,

assesses the protective training s%ills, and develops specific, measurale %no!ledge and

performance ojective ased on any deficiencies3

&n the second step, instructional design and you decide on complete and produce of the

training program content3

There is a third validation step in !hich ugs are !or%ed out of the training program y

presenting into a small representative audience3

The fourth step is to implement the program y actual training of the targeted employee

group3

5ifth step an evaluation step, in !hich management assesses the programs for successes or

failures3

E%ALUATION OF THE TRAINING PROGRAM&

• To identify the program@s strength and !ea%ness3

• To assesses !hether the content, organi


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• To compare the costs and enefits of different training program to choose the est

program3

&TEP& OF THE TRAINING

!. I'e(tifi)atio( of trai(i(*.

The training needs are identified y concern validation studies -C'0 and the gaps are

filled y providing training3 Training needs can e identified y the immediate superior or

y the employees performance appraisal3

The training needs are identifiedE

• At the time of intervie!3

• Annual appraisal

• Training identification format3

• 'pecific recommendation y function head3

". De)i'i(* t+e o,-e)tie of trai(i(*.

The gathered information is for!arded to human resources official for consultation and

then the training ojective are estalished3 The training ojective is prepared after finding

the re2uirement of training !hether the gaps are aout %no!ledge, s%ill or attitude3 Then

the ojective of training estalished and efforts to accomplish started3

/. Trai(i(* p0a(:

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Based on the collected data and discussions !ith the >$ manager training plan is

prepared3 The calendar is prepared monthly !ith the name of the trainees and the trainer3

1. Trai(i(* 2et+o'3 a(' too03:

Considering the types of training, a suitale training method and re2uired tools and

e2uipment@s are finali


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ORGANI5ATIONAL PROFILE

8loal society faces a great challenge to shift human economics activity and lifestyleto a sustainale path in the .+st century, including meeting threats from climate change3 The

story of the aluminum industry over the decades ahead must e one of ho! it is part of the

solution for a sustainale future3 The metal aluminum has a vital role to play in successfully

addressing this sustainaility challenge3

Aluminum is the third most aundant element in the earth@s crust and constitutes 3*G

y mass3 The e6istence !as first estalished in +) ut there !ere a fe! historical mentions

of aluminum use3 The aluminum metal !as e6tracted from the ore after many years of

research3 &t !as possile only in the year +; to develop a viale commercial production

process of aluminum3

• 1rimary aluminum is the hot molten metal that is produced in the smelter3

•

'econdary aluminum is a finished goods made from primary aluminum3

Aluminum is a young material and in the little more than a century since its

first commercial production, it has ecome the !orld@s second most used metal after steel3

The demand for aluminum products is increasing year y year, so !hy is aluminum a metal

in such demand and !hat is its role in the lives of future generation H

W+y A0u2i(u26

#odern life is a full of advantages rought aout y the use of aluminum3 'ome of the

major enefits of this uni2ue metal areE

&tre(*t+

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Aluminum sprayed on a polymer forms a thin insulting sheet3

F0e7i,i0ity

&ts comination of properties ensure aluminum and its alloys can e easily shaped y

any of the main industrial metal!or%ing processes I rolling e6trusion, forging and casting3

I2per2ea,i0ity

Aluminum has e6cellent arrier function !hich ma%es it ideal for food and drin%

pac%aging and containers3 &t %eeps out of air light and microorganisms !hile preserving the

contents inside3

Li*+t8ei*+t

Aluminum used in transport reducing the !eight of the vehicles, hence in providing

fuel efficiency, reducing energy consumption and greenhouse gas emissions3

Corro3io( 9 re3i3ta(t

The metal@s natural coating of aluminum o6ide provides a highly effective arrier to

the ravages of air, temperature, moisture and chemical attac%, ma%ing aluminum a useful

construction material3

Re)y)0a,0e

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Once made, aluminum can e recycled again and again, using only a very small

fraction of the energy re2uired to ma%e “ne!@ metal3 $ecycling saves aout FG of the

energy re2uired for primary production3

Ot+er

Aluminum is a super conductor of electricity !hich has een replaced copper in

many electrical applications3 &t is also non/magnetic and non/comustile , properties

invaluale in advanced industries such as electronics or in offshore structures3

GLO#AL PRODUCTION

8loal production of primary aluminum rose from *. million tons -#T0 in .)), *;

#T in .))? and jumped at the rate of ?G in .)), it further increased to * #T, an increase

of at the rate +.G3 Chain alone accounted for .FG of gloal primary aluminum production3

1rimary aluminum production is concentrated in relatively fe! countries3 China, $ussia,

Canada, the united states and Australia I accounted for FG of the !orld output that year3

1roduction is found !here energy is cheap ecause ma%ing aluminum uses large 2uantities of

construction in Duai, !ill have its o!n .?))/mega!att po!er plant3

NAME NATIONAL ALUMINUM COMPA ;NALCO<

LOCATION : ORI&&A

REGI&TERED OFFICE: #HU#ANE&WAR

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REGIONAL OFFICE : #ANGLORE= CHENNAI= MUM#AI= #I&AKHAPATNAM=

KOLKATA= NEW DELHI=

OWNER&HIP PATTERN : CENTRAL &ECTOR= A WHOLL OWNED GO%T. OFINDIA COMPAN

MAIN PROMOTOR : MINI&TER OF MINE& GO%T OF INDIA

TOP MGMT : MR C.R. PRADHAN= IN9CHARGE= CMD

FORIGN COLA#ARATION : M>& ALLUMINUM PECHINE= FRANCE

PRODUCTION CENTER : DAMN$ODI= ANUGUL ;ORI&&A<

PORT FACILITIE& : PARADIP= CHENNAI= %I&AKPATTNAM

I&O9?@@" : ALLUMINUM REFINAR NO%ERM#ER ?1= &MELTER PLAT FE# ?4=

#AUITE MINE& $AN ?B

I&O9!1@@!: #AUITE MINE& $AN ?B= ALUMINUM REFINAR FE# ?= &MELTER

PLANT MA ?

&A9@@@:"@@: CORPORATE AFFIAR& AND &ER%ICE& MAR "@@?9@9""

NATURE OF #U&INE&&: MINING MANUFACTURING OF A CIT IN THE

ALUMINUM &ECTOR

OTHER AREA OF #U&INE&&: CAPTI%E POWER PLANT RAIL TRAN&PORT

&&TEM= PORT FACILITIE&.

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N.#: COMPANIE& HA& IT& OWN PORT FACILITIE& AT %I&HAKHEAPATNAM.

T+e3e are t+e 0o)atio( of a0u2i(u2 p0a(t i( I('ia.

CHAPTER 1

LITERATURE RE%IEW

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NALCO O%ER%IEW

&ncorporated in +F+, as a pulic sector enterprise of the 8overnment of &ndia3

National Aluminum Company Limited -NALCO0 is Asia@s largest integrated aluminum

comple6, encompassing au6ite mining, alumina refining, aluminum smelting and casting,

po!er generation, rail and port operations3

Commissioned during +F/, under e6tremely difficult logistics of project

management, that too !ithout time of cost over/runs3 NALCO has emerged to e a star

performer in production and e6port of alumina and aluminum and more significantly, in

propelling self/sustained gro!th3

Leveraging the technical collaoration !ith Aluminum 1echiney of 5rance, &'O

F)))E.))+ certification of 2uality management, L#: registration of production, environment

care conforming to &'O +;))+, lo! cost operations international customer ase, NALCO has

continued to add value and is posed to gro! further3

Transparent and successful operations of NALCO, as !ell as its contriutions have

rought aout remar%ale socio/economic progress in the t!o underdeveloped districts of

Orissa, !here the company@s plant and factories are located3

CO(NT$J CON'(#1T&ON &N 9g'!it


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ene


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/. A0u2i(u2 P0a(t :

Anugul, Orissa

*,;,))) taps

• Advanced +) 9A cell technology3

• #icro/1rocessor ased 1ost/$egulation system3

• 5ume raiment !ith dry/scruing system3

• &ntegrated anode ma%ing aluminum casting and rolling facilities

1. Po8er P0a(t :

Anugul, Orissa

F?) #7

• #icro/processor ased urner management3

• Automatic turine runs up system

• 'pecially designed high pressure oilers3

• Advanced electrostatic preceptors3

4. Port Fa)i0itie3

isage, Andhra 1radhesh

• 5or e6port of Alumina and import of caustic soda Lye3

• #echani


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• Capacity to handle ships up to *))) D7T3

PRODUCTION

UNIT

ORIGINAL

CAPACIT

EPANDED

CAPACIT

UNDER

EPAN&ION

#au7ite Mi(e3 "1=@@=@@@ TP 1=@@=@@@ TP B/=@@=@@@ TP

A0u2i(a Refi(ery =@@=@@@ TP !4=4=@@@ TP "!=@@=@@@ TP

A0u2i(u2 P0a(t "=/@=@@@ TP /=14=@@@ TP 1=B@=@@@ TP

Captie Po8er

P0a(t

"@ MW ?B@ MW !"@@ MW

Port Fa)i0ity /=4=@@@ TP

A0u2i(a E7port

A('

!=1B=@@@ TP

Cau3ti) &o'a

I2port

?=!"=@@@ TP

A0u2i(a E7port

A('

!=1B=@@@ TP

Cau3ti) &o'a

I2port

Our A)+iee2e(t3

• 5irst #ines 'afety A!ard/+F y D8#'

• &ndira 1riyadarshini ri%shamitra -&1#0 A!ard/+FF; from #O:5, 8ovt3 of &ndia,

for afforestation and !asteland development

• Best :co/friendly 5actory A!ard +FF;/F to the #ines and $efinery Comple6 y

Orissa 'tate 5actory &nspectrate

• 'tate A!ard/+FF to Captive 1o!er 1lant from state 5actory inspectorate for

:nvironment #anagement

Rourkela Institute of Management Studies, Rourkela+F


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• 5&CC& :nvironment A!ard for :nvironment Conservation and 1ollution Control/

+FF?/F

•

7:C/&&::/&A:71 :nvironment a!ard /+FF for contriuting to!ards environment protection

• 8em 8ranite :nvironment A!ard for /+FF/F y 5&, Ne! Delhi for #ines

• 'hri 'ita $am $ungta #emorial 'ocial A!areness A!ard/+FF/F y 5&, Ne!

Delhi

• 1ollution Control :6cellence A!ard / +FF y Orissa 'tate 1ollution Control Board

for #ines

• 'pecial Commendation under 8olden 1eacoc% :nvironment #anagement A!ard

+FF 'cheme y 7orld :nvironment 5oundation

• 'tate A!ard for Best Occupational >ealth Centre to '=1 Comple6/+FF

• Best 'afety 1erformance A!ard to C11 y C&& -:$0/ +FFF/.)))

• .nd Best 1ractice in :nvironment, 'afety = >ealth in industries of Orissa a!ard y

C&&/:$ to C11 /.))?/)3

• Best :nvironment #anagement A!ard to C11 for .))?/)3

• Best 1erformance in Accident 1revention, 'afety management = communication

'ystem to C11 for .))?/)3

• 1ollution Control :6cellent A!ard .)) to 1anchpatmali Bau6ite #ines from 'tate

1ollution Control Board, Bhuanes!ar3

• .nd Best 1ractice in :nvironment #anagement instituted y Confederation of &ndian

&ndustry -C&&0 to Alumina $efinery for .))/)F3

• 1ollution Control :6cellence A!ard .))F y O'1CB to Alumina $efinery3

TRAINING AND DE%ELOPMENT

MEANING

Training is a process of learning a se2uence of programme ehavior3 it is an application of

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%no!ledge 3&t gives people an a!areness of rules and procedures to guide personal ehavior3

Development is a relational and rational process3 &t covers not only those activities, !hich

improve its performance, ut also those, !hich aout the gro!th of the productivity, helps

individual in the progress to!ards maturity and actuali


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information dissemination is the ojective, it has not een highly successful in modifying

human ehavior or in uilding commitments in the audience@s minds3 An improvisation of

this method is the lecture/cum/demonstration method in !hich the lecturer reemphasi


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taught using more comple6 simulations3 The methods are indirect ut could also e

e6pensive3 The method calls for a certain level of grasp and information processing

capaility and transfer of learning on the part of the trainees3

1. Ro0e P0ayi(* Met+o':

$ole is a set of e6pectations around a given position and is determined y the role partners3

$oles are al!ays reciprocal and descried in pairs such as trainer/trainee, uyerseller,

intervie!er/intervie!ee and so on3 1laying roles !ould entail practical prolems li%e inter/

role conflicts, intra/role dilemmas, role overloads and role under loads3 As a result of these

hurdles, role confusion ensues3 &n order to e trained to perform roles, trainees must attain

role clarity3 This may involve negotiation among the role senders and role receivers !ith

regard to their e6pectations !ith counter e6pectations upon one another3 1articipants in role/

play method are re2uired to respond to specific prolems and e6pectations of people that

they might actually encounter in their jos3 $ole/playing is often used to teach such s%ills as

intervie!ing, negotiating, grievance handling, performance appraisal, and uying and selling

and effective communication3 &t promotes healthy human relations s%ills among people3

4. Ca3e &tu'y Met+o':

&t is a !ritten do!n, narrative description of a real situation or incident relating to an

organi


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stimulating cases that actually represent the real life situations of the trainees3

B. &e(3itiity Trai(i(* or T Group Trai(i(* or La,oratory trai(i(* Met+o':

&t is a set of e6periences in unstructured agenda/less groups designed to ma%e people a!are

of themselves -self/insight0, their immediate situation and their o!n impact on others3 (nli%e

many other programs, T/groups are concerned !ith the real prolems e6isting !ithin the

group itself3 1eople are helped to ecome more responsive to others@ sensitivities and !or%

more harmoniously and responsily together y encouraging them to interact freely and

actively3 The memers are enaled to recogni


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to the company or in reference to the intangile organi


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On/the/jo training is not successful !hen used to avoid developing a training program,

though it can e an effective part of a !ell/coordinated training program3

Lectures are used ecause of their lo! cost and their capacity to reach many people3Lectures, !hich use one/!ay communication as opposed to interactive learning techni2ues,

are much critici


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4. &i2u0atio(3

Training simulations replicate the essential characteristics of the real !orld that are necessary

to produce oth learning and the transfer of ne! %no!ledge and s%ills to application settings3Both machine and other forms of simulators e6ist3 #achine simulators often have sustantial

degrees of3 physical fidelityM that is, they represent the real !orlds operational e2uipment3

The main purpose of simulation, ho!ever, is to produce psychological fidelity, that is, to

reproduce in the training those processes that !ill e re2uired on the jo3 7e simulate for a

numer of reasons, including to control the training environment, for safety, to introduce

feedac% and other learning principles, and to reduce cost3

LIMITATION ON TRAINING AND DE%ELOPMENT

-+0 Training is a costly affair and e6pensive process3

-.0 Training may result dislocation of !or% and loss of output ecause regular office !or% is

li%ely to e interrupted or delayed ecause of the time spent in training3

-*0 'ometimes, it is difficult to otain good training instructors and leaders3

-;0 'elf/reliance and capacity for ne! ideas might e stiffed3

UE&TIONNAIRE

&n this method ,a list of 2uestion related to the suject is prepared and given to the

participant 3the 2uestionnaire contains of 2uestions and space is provided for the ans!ers to

e !ritten3 A re2uest is made to participants to fill up the 2uestionnaire and sent it ac%

!ithin a specified time period 3

AD%ANTAGE&

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• Can reach many people in a short time3

• &s relatively ine6pensive3

• 8ives opportunity of e6pansion !ithout fear of emarrassment 3

• Jield data easily summarised and reported3

LIMITATION&

• Little provision for e6pression of unanticipated responses3

• #ay e difficult to construct3

• &t has limited effectiveness in getting at the causes of prolems and possile solutions3

TOPIC: To 2ap pro)e33 of )apturi(* Trai(i(* effe)tie(e33 i( t+e or*a(i3atio( .

+3 Numers of employees in your organisation3.3 >o! many training days per employee provided in a year

*3 Training provided in your organisation is E

a3 1lanned and systematically administrated3

3 1rovided only !hen prolem occurs3

c3 'pontaneously as a reaction to !hat compositors doing3

;3 7hat are methods to identify the training needs in your organisationH-!rite “yes"

!hatever applicale0

'elf Ireport 2uestionnaire oservation individual intervie!s chec% list 4 jo

description 1erformance Appraisals technical e6pert conference opinion surveys

critical incident

5or any other, please give detailsE

3 7hat mode of training method is normally used in your organisationH

-$ate each from scale of + to +), !here +) mean you e6tensively use that mode and +

means you do not use that mode of training0

Class room training from senior staff jo rotation to :6ternal consultants training

institutes role ased training case studies are Business 8ames Online training ,:/

learning senior management share their %no!ledge and e6periences to find out !hat is

needed and !hat is not needed

5or Any Other, please give detailsE

?3 7hat is the percentage nature of Trainers in your esteemed organisationH

G&nternal

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G:6ternal

GTraining institute

GConsultants

3 5or ho! long have een !or%ing for this companyH

a3 Less than + year c3 /+) years

3 +/ year d3 ++/+ year

3 7hy do you need to undergo trainingH

a3 To get promotions in the same department

3 To laterally move in the office

c3 To effectively learning ne! technologies and implement them

F3 7hich one !ould you preferH

a3 7or%ing part time at the office and undergoing training at the same time

3 8etting trained at a time full time asis+)3 >o! !ould you rate the training process on a scale of +/+)H

-+Pvery poor, +)Pe6cellent0

++3 7hy do you feel the need for a training and developmentH

a3 5or etter prospects

3 To evaluate other streams in !hich you can test your s%ill

c3 5or more challenging office duties

d3 5or a rounded and holistic approach to!ard !or%e3 All of the aove

+.3 Do you thin% that an online program is est suited to your needsH &n !hich !ay

a3 :asy accessiility 3 Comprehensive design

c3 Tailored to your needs

d3 Latest and updated

e3 Any other reason

+*3 After undergoing this training, are you eing ale to perform your duty in the

organisationH

a3 Jes very much 3 Almost ineffective

c3 'ome!hat

d3 Not at all, its highly

+;3 !as the training program !ell plannedH

a3 #ost certainly

3 The planning !as not really up to the mar%

c3 The training program !as rather disorganised

+3 After the training , has your contriutions to!ards achieving the goal of the

organisation increasedH

a3 Jes, asolutely

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3 & have made significant contriution

c3 #y contriution have remained at the same

d3 The training did not teach me anything & did not %no! already

Opportu(itie3 i( Trai(i(*

One %ey factor in employee motivation and retention is the opportunity employees !ant to

continue to gro! and develop jo and career enhancing s%ills3 &n fact, this opportunity for

employees to continue to gro! and develop through training is one of the most important

factors in employee motivation3

There are a couple of secrets aout !hat employees !ant from training opportunities,

ho!ever3 1lus, training opportunities are not just found in e6ternal training classes and

seminars3 These ideas emphasi


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company riefings, and in your confidence3

E2p0oyee Trai(i(* Optio(3: I(ter(a0 Trai(i(* a(' Dee0op2e(t

:mployees appreciate the opportunity to develop their %no!ledge and s%ills !ithout ever

leaving !or% or the !or%place3 &nternal training and development rings a special plus3

:6amples, terminology, and opportunities reflect the culture, environment, and needs of your

!or%place3

• :nale the employee to attend an internally offered training session3 This session can

e offered y a co!or%er in an area of their e6pertise or y an outside presenter or trainer3

• As% the employee to train other employees !ith the information learned at a seminar

or training session3 Offer the time at a department meeting or lunch to discuss the

information or present the information learned to others3 -#a%e this an e6pectation !hen

employees attend e6ternal training and conferences30

• 1erform all of the activities listed efore, during, and after a training session to ensure

that the learning is transferred to the employee@s jo3

• 1urchase usiness oo%s for the employee3 'ponsor an employee oo% clu during

!hich employees discuss a current oo% and apply its concepts to your company3

• Offer commonly/needed training and information on an &ntranet, an internal company

!esite3

• 1rovide training y either %no!ledgeale employees or an outside e6pert in a ro!n

ag lunch format3 :mployees eat lunch and gain %no!ledge aout a valuale topic3 -'ome

ideas includeE investing in a ;)+-%0, ho! to vary and alance investments, tips for pulicspea%ing, ho! to get along !ith the oss, and updates on ne! products that ma%e !or%

easier3 These opportunities are unlimitedM survey employees to pinpoint interests30

• The developers and other interested employees at a client company recently put on a

day long conference !ith lunch and all of the trappings of an e6ternal conference at a local

conference center3 Attended y interested employees, the conference sessions !ere almost

all taught y internal staff on topics of interest to their internal audience3 1icture a real

Rourkela Institute of Management Studies, Rourkela*+

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day long conference and youll see the opportunity3 :mployees !ere pumped up eyond

eliefM they learned and enjoyed the day and gained ne! respect for the %no!ledge and

s%ills of their co!or%ers3

E2p0oyee Trai(i(* Optio(3: E7ter(a0 Trai(i(* a(' Dee0op2e(t

:specially to develop ne! s%ills and ideas, employee attendance at e6ternal training is a

must3 Attaining degrees and university attendance enhance the %no!ledge and capailities of

your staff !hile roadening their e6perience !ith diverse people and ideas3

• :nale the employee to attend an e6ternal seminar, conference, spea%er, or training

event3

• 1erform all of the activities listed efore, during, and after a training session to ensure

that the learning is transferred to the employee@s jo3

• 1ay for the employee to ta%e online classes and identify lo! or no cost online -and

offline0 training3

•

1ay for memerships in e6ternal professional associations !ith the understanding thatemployees !ill attend meetings, read the journals, and so forth and regularly update

co!or%ers3

• 1rovide a fle6ile schedule so the employee can ta%e time to attend university,

college, or other formal educational sessions3

• 1rovide tuition assistance to encourage the employees pursuit of additional education3

Typi)a0 Rea3o(3 for E2p0oyee Trai(i(* a(' Dee0op2e(t

Training and development can e initiated for a variety of reasons for an employee or group

of employees, e3g3,E

• 7hen a performance appraisal indicates performance improvement is needed

Rourkela Institute of Management Studies, Rourkela*.

http://humanresources.about.com/od/trainingtransfer/a/training_work.htmhttp://humanresources.about.com/od/trainingtransfer/l/aatraining_dur.htmhttp://humanresources.about.com/od/trainingtransfer/l/aatraining_post.htmhttp://humanresources.about.com/u/sty/managementdevelopment/training_ideas/http://humanresources.about.com/od/glossaryf/g/flex_schedule.htmhttp://humanresources.about.com/od/glossaryt/g/tuition.htmhttp://humanresources.about.com/od/trainingtransfer/a/training_work.htmhttp://humanresources.about.com/od/trainingtransfer/l/aatraining_dur.htmhttp://humanresources.about.com/od/trainingtransfer/l/aatraining_post.htmhttp://humanresources.about.com/u/sty/managementdevelopment/training_ideas/http://humanresources.about.com/od/glossaryf/g/flex_schedule.htmhttp://humanresources.about.com/od/glossaryt/g/tuition.htm


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• To enchmar% the status of improvement so far in a performance improvement

effort

•

As part of an overall professional development program

• As part of succession planning to help an employee e eligile for a planned change

in role in the organi


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of the organi


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This article loo%s at ho! to use '7OT in a usiness conte6t3

#u3i(e33 &WOT A(a0y3i3

7hat ma%es '7OT particularly po!erful is that, !ith a little thought, it can help you

uncover opportunities that you are !ell/placed to e6ploit3 And y understanding the

!ea%nesses of your usiness, you can manage and eliminate threats that !ould other!ise

catch you una!ares3

#ore than this, y loo%ing at yourself and your competitors using the '7OT frame!or%,

you can start to craft a strategy that helps you distinguish yourself from your competitors, so

that you can compete successfully in your mar%et3

Ho8 to U3e t+e Too0

Originated y Alert ' >umphrey in the +F?)s, the tool is as useful no! as it !as then3 Jou

can use it in t!o !ays I as a simple icerea%er helping people get together to %ic% off

strategy formulation, or in a more sophisticated !ay as a serious strategy tool3

To help you to carry out your analysis, do!nload and print off our free 8orJ3+eet, and !rite

do!n ans!ers to the follo!ing 2uestions3

'trengths

• 7hat advantages does your organi


36/42

Also, if youre having any difficulty identifying strengths, try !riting do!n a list of your

organi


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• 7hat are your competitors doingH

• Are 2uality standards or specifications for your jo, products or services changingH

• &s changing technology threatening your positionH

• Do you have ad det or cash/flo! prolemsH

• Could any of your !ea%nesses seriously threaten your usinessH

CHAPTER B

RE&EARCH METHODOLOG

$esearch #ethodology is systematic !ay of investigation directed to the discovery of some

facts ny careful study of a suject, a course of critical and scientific in2uiry3

Rourkela Institute of Management Studies, Rourkela*


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CHAPTER

DATE ANAL&I& AND INTERPRETATION

Training program in usiness organi


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recruitment of an employee and follo!ing through the life span of jo of each employee of

that organi


40/42

Rourkela Institute of Management Studies, Rourkela;)


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CHAPTER !@

CONCLU&ION

To descrie the term impact of training = development on !or% culture is very much large3

1roper training and !ell development is the ne6t meaning of customer satisfaction3 Training

and development is a very much essential and vital part for an organi


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CHAPTER !!

#I#LIPGRAPH

#ooJ3 Referre':

$ao3 3'31 >$# :B pulication, first edition .))+, Delhi

1arichaya/a monthly maga

NALCO Project Report Training & Development

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