On the job traning program @ bagalkot shakti cement project report mba hr

ON THE JOB TRANING PROGRAM AT BAGALKOT SHAKTI CEMENT

EXECUTIVE SUMMARY

The Bagalkot cements and industries ltd was incorporated on 6th September

1955.it was started by late shri. A.G.Tendulkar. the Company started its

production with installation of wet process kiln with a capacity of 300TPD in

1960. Initially it was started with one Kiln, one raw mill and one cement mill as its

machinery assets, 1200 strong workforce and 990 acres of landed property.

Project title: Study on impact of on the job training provided to mid-level

employees at Bagalkot cements and Industries ltd.

Statement of the problem:

This particular topic is selected because in today’s competitive environment

every organization is more focused on their Human resource and there is a lot of

scope for improvement in the performance of an organization through training, in

this regard I have selected this topic to understand the importance of HR activity

particularly the on the job training which can increase the skills and competency

of employees.

Scope of the study:

The study is conducted for the employees working in organization and it is only

restricted to the employees of BCIL.

FINDINGS:

Most of the employees are fresher i.e. 66% are new comers so lack the

experience at BCIL.

99% employees have attended the training programme i.e. almost all are

given training.

57% employees are given with 1-3 trainings where as only 10% are

provided with 7-9 trainings.

According to rating of efficiency only 37% employees feel that it is average

rest feel that it is below the average level

BABASAB PATIL Page 1


From rating of effectiveness 40% feel it as average effectiveness rest feel

it is below average.

SUGGESTION:

.

It is recommended to enhance the duration of practical training programs

for clear understanding of the skill.

Appointment of internal or external career counselors provides direction to

employees in navigating their career by choosing the appropriate training

programs based on their interest, need and aspiration

Though the employees are getting training programs it is found that there

is a need to improve or introduce new training methods like off job

training, Cross functional, role plays which will help them in improving their

knowledge & performance.

CONCLUSION: Taking the organization to its zenith is a very challenging and very

toughest job where employees and officials face lot of problems like resistance of

the workforce and lack of readiness to cope up with changes in workplace. So

we can say that to rebuild any organization commitment and hard work is very

essential so to cope up with these changes we have to train them according to

the needs of the organization which will push organization in a right direction and

also helps in achieving success.



The method of training is well received by the employees. The training in the

organization is having greater impact on the efficacy and morale of the

employees and also instrumental to increase the overall quality of work

The techniques of on the job training provided by the company are average and

up to the mark as more no of employees are satisfied by training.

INDEX

S.NO. PARTICULARS

Chapter 1

Chapter 2

Chapter 3

Chapter 4

Chapter 5

HISTORY OF THE CEMENT INDUSTRY

INDUSTRY PROFILE

COMPANY PROFILE

MISSION

SWOT ANALYSIS

ORGANISATION STRUCTURE

DEPARTMENTAL FUNCTIONS

PRODUCT PROFILE

PRODUCTION PROCESS PROCESS CHART

GROWTH OF THE BCIL

DESIGN OF STUDY

Research methodology

Sample size , units, elements



Chapter 6

.

ABOUT THE TOPIC

Introduction of HRM

Need of HRM

Scope of HRM

Training

Objectives of training

Methods / Techniques of Training

Evaluation of Training

ANALYSIS AND INTERPRETATION

FINDINGS

SUGGESTIONS

CONCLUSION

QUESTIONNAIRE

BIBLIOGRAPHY





Chapter 1

HISTORY

HISTORY OF CEMENT INDUSTRY:

The history of Cement can be reviewed from the olden days of Babylonia and

Assyria. The Egyptians used clay motor in the Pyramids, and the Romans

produced the type of cement by combination and mixture of Volcanic Ash with

Quicklime which today , is often entirely free from fissures whenever manual

work is to be carried on . It has been found that some form and some part

of Cement is an indispensable construction material.

Before the invention and usage of Portland cement the main and

core Cements were Natural Cement and Puzzolan. Natural Cement is prepared

from Cement rock, naturally existing limestone which needs only to be burned

and pulverized. Puzzolan Cement is a mixture of slaked lime and granulated

blast furnace slag.



The history of Portland cement takes us to past back to 18th

Century when a patent for making of Portland cement was obtained by

Joseph,who was a brick layer of Leeds,at England in 1824. The Cement was

named as Portland cement because when it was hardened it formed a yellowish

Grey mass which looked like the stone from the famous quarry of Portland,

England. The new Cement did not receive instant acceptance because of the

reputation of the natural Cements. it was only after the 1850 that Portland

cement came into existence and by 1860 the industry had developed to a large

extent in the Europe, particularly in Belgium, Germany and France. The industry

was perfectly established in Europe before the first patent to produce Portland

cement was permitted and granted in 1872 in the US.It was only after the year

1904 when the Portland cement entered to our country and from then till now it is

one of the leading industry in our economy and contribute a major share..

INDUSTRY PROFILE:

India is 3rd largest producer of cement with total production capacity which

is more than 102.2 MT, including mini sector. China ranks 1 and japan ranks 2 in

the world for production of cement.

The cement industry has more power of centralization and control over the

industry as compared to any other sector or any other industry in our country.the

industry has well established roots all over the country i.e it has very strong

existence..

Cement plays an important role in the development of the country. Usage

of cement is from quite long past i.e it is being used from more than 150 years for

the purpose of various man made things like roads,houses,buildings,bridges,etc.



The consumption of cement evaluates and determines the infrastructure,

strength and development,and position of the country.

Since the manufacture of cement require huge raw materials like

limestone, clay & gypsum. The industry has been attracted at the point of

minimum transportation costs in relation to raw materials .Lime stone of excellent

quality exists in abundance in many parts of the country.

The history of cement industry in India started when the first plant was set

up in 1904 at Chennai (Madras) in their earlier stage.

Now-a-days cement has become the essential unit used for the

construction works. The cement industries have been growing with global

competence for quality and satisfaction of the products.



CHAPTER-2

COMPANY PROFILE

COMPANY OVERVIEW

Name of the company: Bagalkot cements and Industries Ltd

Chairman : Ajay Kanoria



Board of directors : K.A.Kandelwala Vinayak Kanoria D.B.Mundra Shettar

Location : Bagalkot Dist, Karnataka.

Registered office : Air – India Building 14th floor, Nariman Point.Mumbai-400021

Year of establishment: 6th September 1955.

Products : Bagalkot Shakti Bagalkot supreme

Website : www.bagalkotudyoglimited.com

MISSION STATEMENTS

a. We will provide products of superior Quality at competitive price and

ensures sustained profitability and growth.

b. We will protect the interest of all concerned Promoters, Shareholders,

Customers, Distributors, Employees, Community.

c. We believe in fair trade practices, principles of integrity standard and

strive for total customer satisfaction, keeping the environment friendly.


http://www.bagalkotudyoglimited.com/


d. We believe that our people are the most valuable assets, personal and

organizational growth synonymous.

e. We will treat our people with dignity, look after the safety, welfare of

individuals and their Families.

f. We will be a World Class organization through leadership, in production,

efficiency, cost of leadership by achieving the lowest consumption levels

of fuel energy and raw materials.

g. We will continue to be a moving force in our national progress.

SWOT ANALYSIS

STRENGTH:

Abundance of Lime stone (raw material) available in the region.



Its local brand & can be supplied and distrubuted around Bagalkot

surrounding area.

It has a formal technical collaboration with M/S Blue Circle

Industries Ltd., PLC,UK

WEAKNESS:

Problems due to old machinery i.e the plant is old so it requires lot

of traditional manual work which affects the production speed so

as to compete with other brands.

Due to night shifts employees get teeth aches and dental

problems.

OPPORTUNITIES:

By utilizing existing dealer’s network and skill force, they can look

forward for more ventures in coastal areas.

Until Company attains reputation in the market and captures the

heart and mind of people, company should promote there brand by

selling at lower price than their rivals brands.

THREATS:

Due to more consciousness towards pollution control social groups

in the region will provoke public to stop the production.

Due to environmental problem and global warming there is

shortage of rain in the state, which will effect the generation of

power. The company has to solely depend on its DC

.



Compared to other company the technology of the plant is quite

old..As the utilization of Slag in the production of Bagalkot

ORGANISATION STRUCTURE


Mktg Mgr

System

Regional

Manager

Area Sales Manager

Sr. Sales Officer

Sales Representatives

Sales Asst

A/C Mgr

A/C Officer

Asst

Peons

L&P

Personal OfficersSecurity Officer

Clerk

Workers

HRD

OfficerHR

D

R/M Officer

Mgrs(stores)

Asst Mgr

Purchase Officer

Asst

Clerk

VP (Power)

Mgr Elect

Asst Mgr

Elect

Jr. Engg

Workers

Mgr Elect

Mgr DG

Asst Engg

Operator

Workers

Mgr

Mgr Kiln

Burner Engg

Worker

Sr. Mgr Mines

Asst Mines

Mgr

Asst Engg

Foreman

Workers

Sr.Mgr Mec

Sr.Plant Engg

Plant Engg

Asst Engg

Junior Engg

Mgr Instr

Asst Engg

Mechanic

Worker

Sr. Mgr(P&QC)

Asst

Chemist

Tester

Worker


PRO

ORGNISATION ENVIRONMENT




GoalsStrategiesStructurePoliciesSystemsRewardPunishmentOwnership

Culture Management style Interaction process Informal patterns network Individual attributes

Tools, equipment Machinery Information tech

Job design

Workflow design

Technical expertise

Technical procedures

Technical system


DEPARTMENTAL

OVERVIEW



HUMAN RESOURCES DEPARTMENT

HR FUNCTIONS

1. Meetings:

HR functions the first and basic part which the organization performs on daily

basis is meetings,these are the meeting carried on between the managers of

the organization.i.e the HR manager,finance and rest all executives the

meeting is conducted from 11:30 to 12:30.

2. Recruitment & Placement:

Firstly the notifications are made by the Company based on the vacancies

present among different units of the organization. Then further procedure is

carried on by deputy general manager Mr Asit Chakravorti

3. Induction:



The fresh candidates are firstly oriented i.e they are made known about

various aspects of the organization and in this they are guided by supervisors

under whom later on they start working as trainee.

4. Training& Development:

The selected candidates are treated as trainees and are given training

depending upon their capability and requirements.Not only to freshers they

also provide training to the senior staff by using both on the job and off the job

methods, for learning skills, information and attitude related to job for existing

employees.

5.Performance appraisal:

In this the performance of employees is being supervised and monitored

by HR department periodically with the time intervals.the appraisal forms are

prepared then the employees are listed to whom performance appraisal is to

be rewarded it is then appraisals are sent to respective HOD then it is

approved by them and resent back to HRD for its appraisal.The criteria on

which appraisal is done is attendance,behaviour,discipline,skills,punctuality

etc.

6. Compensation & Benefits

Company provides many kinds of benefits to their employees such as the

insurance,accident funds,promotions,bonus etc.

FINANCE DEPARTMENT:



Finance is the main aspect i.e the most important part of any Organization

and therefore managing this dept efficiently leads organization to greater

altiudes and zenith. The functions and various sections of the finance dept

are listed below:

1. MAIN ACCOUNTS: This deals with accounts of the official assets,

interplant reconciliation, MIS etc.

2. PURCHASE ACCOUNTS: This account deals with the payments and

supplies Bills of purchase of raw materials and also the bills of goods

supplied.

3. CASH ACCOUNTS:This acconunt deals with the cash affairs and matters

of the organization,and also the receipt of cash as per bills passed by the

officers of various sections..

4. PROVIDENT FUND A/c: Deals with the accounting of provident

fund, gratuity etc.

PRODUCTION DEPARTMENT:

It is the one of the essential unit of the organization, which converts

available raw material into saleable goods. It looks after the production of the

cement and without this department there is no question of running the industry.

All the functions like crushing, kiln, heating, packing will be taken care by

department.

LABORATORY AND QUALITY CONTROL DEPARTMENT:



He laboratory of BCIL, is well equipped with all modern instruments of

testing cement, here the cement sample is taken for test & is tested on the base

of specialization as recommended by the ISI & cement association of India. The

features like setting time, compressive strength, color limestone, quality, clinker

quality, gypsum, iron & grade of cement is tested to its satisfaction & the similar

process is carried on for all production of cement tones.

STORE DEPARTMENT:

In store department the things, which are required by the various

department of factory, are stored in proper way & in systematic racks. Every item

from pin to bag is stored & made available to the department as & when required

so that there won’t to be any stores manager & is assisted by this staff ever

requirement of the employees like dress etc stored.

ELECTRICAL DEPARTMENT:

It is the department which stores the power so generated in & center of

power supply & thus it regulates the power supply to the department in an

economical way.



ENVIRONMENT PROTECTION

The Company is situated in a full greenery atmosphere and has given

prime importance for environment protection.

At the time of installation and modernization of the plant, adequate

measures were taken to install pollution control equipment for the all

process equipment’s. Two number of Electrostatic Precipitators (ESP), one

each for Kiln and Raw mill. Number of pulse jet bag type dust collector

were installed for cement mill, coals mills and packing house etc., at an

expenditure of over Rs 1.25 Crs, to maintain dust emission level within the

stipulated levels. Apart from this, the company has invested in the most

modern and advanced equipment’s for blasting operations. In order to

operate all the pollution control equipment’s about 97kw of electric power

is required. Therefore the Company has installed second DC set in 1989

and with this the pollution control equipment’s has been monitoring strictly

in spite of power cuts from KEB by utilizing installed DC sets.

The company has planted about 65000 trees to give aesthetic look to the

plant and protect the environment. The company has fulfilled all the

obligations of statutory and non-statutory requirements of pollution control

and obtained consent from the pollution control board, Government of

Karnataka.



CHAPTER -3

PRODUCT

PROFILE



PRODUCTS OF THE COMPANY

Bagalkot Cements & industries division produces two types of cement

namely,

1. BAGALKOT SHAKTI (PSC Portland slag cement) it does not have any

grade. As even after the final reading on 28th day, the strength will

increase so the grade is not assigned, In this the slag is added as extra

material.

2. BAGALKOT SUPREME (OPC Ordinary Portland cement) it is 43-Grade

cement, on 28th day the final reading is taken, Thereafter the strength of

the cement remains the same.

Features of Bagalkot Shakti:



long term strength

Resistance to attack by sea water

No risk of early Thermal cracking

Highly resistant

Application of cement:

Bridges & Fly-over

Roads & pathway

Deep Foundation & Marine works

Water storage tanks & Reservoirs

Marine constructions like Ports, Harbors & Jetties

Effluent treatment plants & swages treatment plants

Chemical factories where acids & alkali aggregates are present.

Canal Linings



PRODUCTION PROCESS OF CEMENT PLANT

Cement is manufactured from various methods for like wet process and dry

process. Bagalkot Cement Industries Ltd., manufacturers cement adopting Dry

process method. Various processes in the production are as follows.

1. Limestone:

The process starts with quarry where the limestone is found. Lime stone is

chief raw materials used. The contents of limestone are calcium carbonate

(caco3 98%).



Lime is formed after heating the limestone & carbon dioxide is released as

by product. Further the limestone has to be processed by reducing them

in there size. This is done by feeding the limestone into the crusher. The

limestone is reduced to the size round about 20-25mm.

2. Stockpile/blending:

The crushed raw materials are stored ready for use in many plants; a

buildings stockpile is used in order to assist in checking any chemical

variations in the raw materials coming from quarries. A stocker builds up a

layer upon layer to from the stockpile.

Depending on area of the quarry it comes from each layer may have

slightly different composition.

3. Raw milling/Ball mill

After milling in the correct proportions the limestone & the shale are fed to

a mill where they are ground to a fine powder called raw meal. In most

modern plant, a closed circuit hall milling system is used.

The ball mill basically a steel tube containing steel balls ranging is size

typically from 90mm downwards. The balls gradually grind the raw

materials to a fine powder. The mill is usually of single chamber design &

may be fitted with a classifying liming.

The lining has the effect of grinding the ball sizes of that the larger balls at

the inlet end when the larger pieces of raw material have to be broken &

smaller balls at the outlet end where the finger grinding takes place

4. Raw meal blending

The raw meal is then conveyed to silos for the future blending. It is

essential for raw meal to be of consistent chemical quality, if problems at

the kiln stage are to be avoided.

The base of the blending silo is divided into segments covered with

porous tiles or canvas blending is achieved by arranging for up to three

times as much air to be blown through one action of the base compared to



the others tumbling mixing action is imported the raw meal after

predetermined mixing time, or when the technical department is satisfied,

that the raw meal is of consistent chemical composition.

5. Raw meal storage

The raw meal is from blending silo’s blow. It is now ready to be

introduced to the next stage of the process, the kiln system.

6. Pre-heater (4 stage suspension):

The raw meal passes through a pre-heater. This 4 stages suspension pre-

heater is just one of the many types in use. It consists the 4 stage of

cyclones. Hot exhaust gases from the kiln enter the bottom of the pre-

heater column at the stage 4 cycle one & travel upwards through each of

the other stage. The raw meal is fed the gas dust from the stages 2

cyclone. The meal is immediately picked up by the hot gas & carried into

the stage 1.

This process continues until the meal falls from the stage 4 cyclone & into

the kiln in let chute or hearth. At reaching pre-heat stage, heat from the

hot gases is transferred to the meal. Then gases from the kiln enter the

pre-heater at about 1000 degree centigrade & leaves stage 1 at about

350*c the raw meal leaves stage at about 800*c.

7. Calcinations

At this temperature of 800 c, the calcinations of the calcium carbonate in

the raw meal, that is conversion of cac3 to line has started. About 30% of

calcinations will have take place by the time the raw meal reaches the kiln

8. Dust control electrostatic precipitators:

To prevent dust from the kiln or raw milling system entering the

atmosphere, the gas is passes through electrostatic precipitators. To

condition the dust laden gas using a water spray, either in the preheater or

in as external conditioning lower.



As the dust laden gas enters the chamber in which electrodes & earthed

collector plates By vibrating the collector plates periodically the dust drops

into the happer & is returned with the raw meal to the kiln system.

The cleaned exhaust gas, mainly carbon dioxide nitrogen & water vapour,

can then be safely released into the atmosphere.

The kiln:

The partially pre-heated clacinized raw meal is fed to kiln through a steel

tube typically with a length to diameter ratio of 16:01 & in clined at an

angle of about 3*.

It rotates at a speech of 3rpm on a system of rollers & is driven through a

mounted belt around the circumference. The seals at either end of the kiln

are designed to prevent the ingress of cold air & to accommodate

expression & rotation. The kiln is lined refractory bricks & fired either by oil

or gas at the lower end.

If coal is used, it must be pulverized often using a ring roller mill such as

this. If heavy fuel oil is used, it must first be heated to reduce its viscosity

& aid atomization. Raw meal from the pre-heater enters at the end &

gradually moves down that the kiln

rotates. At firstly of the calcination takes place so that the feed consists

mostly of lime, silica, alumina & iron all in a hot reactive state.

The hottest part of the kiln is near the tip of the frame. This is the burning

zone where the feed as at temperature of around 1450*c & is in a partially

molten state it is here that the four main constitutes of the feed by

chemical reaction from cement clinker.

9. Clinker:

A mix of complex compounds referred to in cement chemist’s nations as

c2s, c3a and c4af.



10.Grate cooler:

Another type of cooler is commonly used in the grate cooler. There is an

empty cooler; the reciprocating grate through which air is blown is visible.

As the clinker moves along the grate air cools it & the air itself cools the

pre-heater prior to relating the kiln as secondary combustion air. However,

more air is required for combustion is blown through the gate some of this

excess hot air is used to dry & cool the fired plants after cooling the clinker

is stored ready for grinding into cement.

11.Cement milling:

The mixture of clinker & gypsum now passes to the cement mill.

Ordinarily, the cement ball mill is similar to the raw mill. The cement mill is

divided into 2 or 3 chambers by perforated steel diaphragms, each

chamber containing a range of ball sizes, but because cement required

finer grinding the smallest balls is smaller than those in a raw mill.

Classifying lining are often used in the 2nd chamber mill to separate the

ball size.

12.Open circuit milling:

Open circuit milling is often used for ordinary Portland cement (opc). Here

the cement is ground to required fineness in one pass through the mill.

Open circuit mills are generally longer than closed circuit mills for this

reason. The ground cement is conveyed directly away & the mill is vented

in a dust filtration system.

13.Closed circuit milling:

In a certain circumstances closed milling can have advantage consuming

less power overall. The closed circuit system is similar classifier to that

used raw milling a separating out the coarse fiction of the mill production &

returning it to the mill for further grinding. This particularly suitable for

hardening cement RHC that has to be ground very finally.



14.Storage:

From milling the system, the cement is often pumped through pipes by

what is basically a screw fed blower. The speed screw delivers the

cement into a high volume airflow provided by compressors. The air

conveys the cement along a pipeline to storage silos.

16. Dispatch:

Cement is bagged, prior to bulk dispatch by either rail or road. The latest

packing plants are fully automatic. For packing, various types of the bags are

used like HDPE, polythene bags, paper bags.

PROCESS CHART





GROWTH OF THE COMPANY

The present Management of Kanoria Group Keeping in view of the good

prospect for the Cement Industry has made many changes. In order to

economize the Cost of production, Management modernized the machinery’s

and changed the production process from Wet to Dry method. As a result, its

capacity of production changed from 90 thousands tones/ annum to 3.3 lakh

tones/annum. To bring more Technological changes in production the

management reached an agreement with M/s Blue Circle Industries PLC in 1985.

Under the services of BCI, it has been envisaged that the existing capacity

1000TPD will reach to 1200 to 1500 TPD under existing resources only.

To meet the growing needs of the nation, another Wet process Kiln of

300TPD was installed. The entire machinery for the two kilns was imported from

M/s Krupps of West Germany. In order to upgrade the capacity of the Kiln and

bring operational improvement, the company entered into a technical agreement

with PLC UK, who is one of the largest operating cement companies in the world.

The chief advantages of this technical agreement with Blue Circle are:-

1. Sustained increased production of cement.

2. Improved thermal efficiency of the Kiln.

3. Energy conservation.

4. Training.

5. Improved method of plant maintenance

In September 1982, to achieve fuel saving, the two wet process Kilns were

replaced by a new 1000TPD dry process Kiln, supplied by ACC Ltd. The

precision and care observed at bagalkot cements and Industries Ltd., throughout

the manufacturing process, reflects in quality and product which surpasses the



specifications laid down by the Indian Standards Institution (ISI).The cement

produced undergoes a number of physical tests such as Compressive strength,

Fineness, Setting time, Soundness etc.

In order to overcome the chronic power shortage of the state electricity

grid, Bagalkot has installed a Diesel Generator set of 4000Kw capacity from

Japan. With the assistance of M/s Blue Circle BCI Ltd as set up a separate

training department in the company, which caters to complete training needs of

the managerial, supervisory & operating staff? BCI Ltd enjoys a unique

distinction of offering cement in a variety of packing bags viz. jute, & paper bags

etc. according to customer needs & preferences.

Chapter 4BABASAB PATIL Page 33


DESIGN

OF

STUDY



As per the requirement of the modern era human resource is recognized as an

important tool for the development of the company. Proper utilization of human

resources is interlinked to the utilization of other resources in any organization.

So we can say that it is essential to manage the human resource in any

organization to achieve the organizational objective.

Hence, “HUMAN RESOURCE DEVELPOMENT” has become an essential

function of any organization in the world today.

In developing human resources, personal department of the company plays an

important role and the personal manager who heads the department plays

pivotal role in employment of skilled employees and their proper development

through various training programs.

As knowledge expanded in this role, the manager began to understand the

necessity for ascertaining and accommodation to the needs of human beings

who constituted that work force. In today’s modern, dynamic and fast phased life

and cut-throat competition, a company simply cannot do without a personnel

manager and a personnel department, which takes care of personnel in the

company by taking proper and effective care of their grievances and

shortcomings and seeing to it that their problems and grievance do not affect the

company in any way, either during the process of sales or during any other

process, and also seeing to it that the company in any given point of time does

not incur losses because of the personnel’s shortcomings.

After the employee has been recruited, selected and inducted he or she must

next be developed to better fit the job and the organization. No one is perfect at

the time of hiring, and some education must take place. No organization has



choice of whether to develop employees or not; the only choice is that method, if

no organized program exits, then development will be self development while

learning on the job. Development would include both training to increase skill in

performing a specific job and education to increase general knowledge and

understanding of out total environment.

Training is defined as a process of learning, a sequence of programmed

behavior; it is an awareness of the rules and regulations, procedure to guide the

behavior. It attempts to improve their performance on the current or the intended

job.

Hence the study on Training and Development in “BAGALKOT CEMENTS AND

INDUSTRIES LTD”.

After personnel have been obtained, they must be to some degree trained for up

gradation of their acquired skills. The development has to do with the increase of

skill, through training, that is necessary for proper performance.

OBJECTIVES OF STUDY:

In this study an attempt is made to examine the training and development in

Bagalkot Cement and Industries Ltd. Some specific objectives are:

To identify the overall impact of on job training programme provided by BCIL.

To find out different techniques used for providing training at BCIL.

To identify the training factors which have decessive impact on productivity and quality enhancement of the employee.

To find out the satisfaction level of employee towards on the job training.



METHODOLOGY OF RESEARCH:

Primary data will be collected by holding both formal discussion with the

HR manager and the employees of the organization.

Questionnaires will be prepared for employees containing questions

aimed at collecting most essential data for ascertaining, analyzing and

drawing conclusion for making suggestions to the findings of the study.

Secondary data will be collected by using company’s Annual Reports,

Project- Reports, company’s website and magazines of the company.

Respondents for data are selected on the basis of random sampling.

Population: All 140 employees who work under each dept constitute population.

Sampling units: Each dept concerned employees of BCIL are considered as

sample units.

Sampling method selected: Random sampling method.

Sample size: 30

Sampling frame: Direct approach with the company officials and employees

within the organization.

Sample Element: Each employee of sample unit is element.

Sample Extent: BCIL department.

Instrument Used: Questionnaire and personal interview.

Research Methodology: Descriptive methodology.



Tools used for the study :

The collected data is tabulated, analyzed and validated by using SPSS

package to compute various statistical values wherever it is necessary.

Suitable pie diagrams are used to exhibit the analyzed data.

PLAN OF ANALYSIS:

The data collected from questionnaire will be presented in the form of

tables and pie charts.

Percentage will be calculated for better appreciation of the data

collected.

Data analysis and interpretation will be done on the primary data

collected.

Inferences will be drawn to attain objectives of the study.

Summary of findings will be recorded based on the data collection.

Primary data collected will be interpreted and will be presented as

required.

LIMITATIONS OF THE STUDY:

The study is restricted to a sample group at Bagalkot cement and

Industries Ltd, the findings of the study cannot be generalized.

As the study is based on convenience sampling, the study suffers the

disadvantages of such sampling procedure.



Human Resource Management (HRM) is the function within an organization that

focuses on recruitment, management, and providing direction to the people who

work in the organization. Human Resource Management can also be performed

by line managers.

Human Resource Management is the organizational function that deals with

issues related to people such as compensation, hiring, performance

management, organization development, safety, wellness, benefits, employee

motivation, communication, administration, and training.

Employee involvement requires providing employees with much more

information then previously and consulting them more about the operation of the

work place. The key is two-way communication. Near team briefings or

cascading information down the management chain are not enough.

Organisational operating HRM policies devote resources to staff recruitment,

selection, appraisal, training, and development. They are particularly keen to

employ individuals who can operate flexibly and adapt to different tasks as

opposed to keeping in rigidly defined job demarcations. They must also be able

to adapt to rapidly changing working arrangements such as annualized hours.

These organizations would expect to eliminate old-fashioned hierarchies

between white collar and the blue collar workers. Employees would be treated

similarly regarding method of payment, recording starting and finishing times,

and subsidized meals.

SIGNIFICANCE OF HUMAN RESOURCE MANAGEMENT:

The Human Resources (HR) function provides significant support and advice to

line management. The attraction, preservation and development of high caliber

people are a source of competitive advantage for any business, and are the

responsibility of HR.Human Resource management is based in the efficient

utilization of employees in achieving two main goals within a corporation or other

type of organization. The first goal is to effectively make use of the talents and



abilities of employees to achieve the operational objectives that are the ultimate

aim of the organization. Along with realizing the goals of the organization, Human

Resource management also seeks to ensure that the individual employee is

satisfied with both the working environment and the compensation and benefits

that he or she receives.

At times, the two main functions of Human Resource management (HRM) seem

to be at odds with one another. There are certain instances where it is impossible

to arrive at solutions that are in line with both the aims of the company and the

desires of the employee. When this happens, effective Human Resource

management is faced with the task of finding a resolution that protects the

interests of the company, but at the same time provides and acceptable level of

satisfaction to the employee. This process can sometimes take a great deal of

expertise on the part of the Human Resource personnel, but ultimately will help

establish the best solution for all concerned parties.

Among the human resource issues that are generally handled by Human

Resource Management personnel are the drafting of position descriptions for all

levels of employment within the company, setting the standards and procedures

that are used for hiring new employees, and determining benefits that are

extended to existing employees. Disciplinary procedures, as well as procedures

for recognizing employees for exemplary work, also fall under the province of

Human Resource management. Human Resource management often seeks to

provide the highest quality benefit packages possible, given the current financial

position of the company. To this end, personnel concerned with HR will seek the

best in group health insurance, retirement programs, profit sharing, and vacation

and personal profits.

Preparing and maintaining a company employee handbook is often the

province of Human Resource management. As part of that process, the

management team will ensure that all guidelines and regulations contained within



the text are in compliance with local, state, and federal laws that impact the

status of employees. Human Resource management will also provide all

employees with opportunities to understand the provisions within the handbook,

both as part of new employee orientation and as an ongoing employee education

process.

Often, Human Resource management and personnel are called upon to

mediate grievances between employees and immediate supervisors. In these

situations, the mediator will seek to represent the best interests of the company,

ensure that the dialogue and process is in compliance with laws governing

employment within the country of residence, and seek to affect resolution and

reconciliation of all parties.

NEED FOR HRM:

The human resource management which has been gaining the attention of

management professionals during the last decade has become the need of the

hour due to various reasons.

Humanisation of work environment in developed countries has influenced

other countries to attain better organization.

Changes in business environment have substantially affected the

approach to manpower.

Globalization of business is another important aspect which is

necessitating a human resource to manpower.

Large scale production, increasing effects of recession, technical and

technological development have opened of new training needs, for the

people at work.

Human resource development has therefore, become the need of the hour.

Government policies of importing technology have also necessitated introducing



new facilities and avenues for training and development. Fresh initiatives and

emphasis on research and development in the realm of industry also led to a

new policy of human resource development to cope with the increasing demand

for technically capable people. Resultantly a need arouse for new approach to

human resource.

Scope of HRM:

Without a doubt is vast. All the activities of employee, from the time of his entry

into an organization until he leaves, come under the horizon of HRM.

The divisions included in HRM are Recruitment, Payroll, Performance

Management, Training and Development, Retention, Industrial Relation, etc. Out

of all these divisions, one such important division is training and development.

TRAINING:

It is a learning process that involves the acquisition of knowledge, sharpening of

skills, concepts, rules, or changing of attitudes and behaviors to enhance the

performance of employees.

Training is activity leading to skilled behavior.

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

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

• It’s not how high you want to rise, but it knows 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.

Training is about knowing where you stand (no matter how good or bad the

current situation looks) at present, and where you will be after some point of

time.

Training is about the acquisition of knowledge, skills, and abilities through

professional development.

TRAINING AND DEVELOPMENT 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

DEVLOPMENT

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

TRAINING AND DEVELOPMENT:

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.

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:

1. Trainer.

2. Trainee.

3. Designer.

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 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.

Role of HRD Professionals in Training:

This is the era of cut-throat competition and with this changing scenario of

business; the role of HR professionals in training has been widened.

HR role now is:

1. Active involvement in employee education.

2. Rewards for improvement in performance.

3. Rewards to be associated with self esteem and self worth.

4. Providing pre-employment market oriented skill development education and

post employment support for advanced education and training.

5. Flexible access i.e. anytime, anywhere training.

There are various methods of training, which can be divided in to cognitive and

behavioral methods. Trainers need to understand the pros and cons of each

method, also its impact on trainees keeping their background and skills in mind

before giving training.

Cognitive methods are more of giving theoretical training to the trainees. The

various methods under Cognitive approach provide the rules for how to do

something, written or verbal information, demonstrate relationships among

concepts, etc. These methods are associated with changes in knowledge and

attitude by stimulating learning.

The various methods that come under Cognitive approach are:

Lectures.

Demonstrations.

Computer Based Training (CBT).

Intelligent Tutorial System (ITS).



Programmed Instruction (PI).

Virtual Reality.

Behavioral methods are more of giving practical training to the trainees. The

various methods under Behavioral approach allow the trainee to behavior in a

real fashion. These methods are best used for skill development.

The various methods that come under Behavioral approach are:

Games and Simulation.

Behavior modeling.

Business Games.

Case Studies.

Equipment Stimulators.

In-Basket Techniques.

Role Plays.

Another Method is MANAGEMENT DEVELOPMENT METHOD –

MANAGEMENT DEVELOPMENT –

The more future oriented method and more concerned with education of the

employees. To become a better performer by education implies that

management development activities attempt to instill sound reasoning

processes.

Management development method is further divided into two parts:

ON-JOB TRAINING:

The development of a manager’s abilities can take place on the job. The four

techniques for on-the job development are:



Coaching.

Mentoring.

Job Rotation.

Job Instruction Technique (JIT)

COACHING is one of the training methods, which is considered as a corrective method for inadequate performance. According to a survey conducted by International Coach Federation (ICF), more than 4,000 companies are using coach for their executives. These coaches are experts most of the time outside consultants.

A coach is the best training plan for the CEO’s because It is one to one interaction

It can be done at the convenience of CEO

It can be done on phone, meetings, through e-mails, chat

It provides an opportunity to receive feedback from an expert

It helps in identifying weaknesses and focus on the area that needs

improvement his method best suits for the people at the top because if we

see on emotional front, when a person reaches the top, he gets lonely

and it becomes difficult to find someone to talk to. It helps in finding out

the executive’s specific developmental needs. The needs can be

identified through 60 degree performance reviews.

ProcedureoftheCoaching:

The procedure of the coaching is mutually determined by the executive



and coach. The procedure is followed by successive counseling and

meetings at the executive’s convenience by the coach.

1. Understand the participant’s job, the knowledge, skills, and

attitudes, and resources required to meet the desired expectation

2. Meet the participant and mutually agree on the objective that has to

be achieved

3. Mutually arrive at a plan and schedule

4. At the job, show the participant how to achieve the objectives,

observe the performance and then provide feedback

5. Repeat step 4 until performance improves

For the people at middle level management, coaching is more likely done

by the supervisor; however experts from outside the organization are at times

used for up and coming managers. Again, the personalized approach assists the

manger focus on definite needs and improvement.

MENTORING is an ongoing relationship that is developed between a senior

and junior employee. Mentoring provides guidance and clear understanding

of how the organization goes to achieve its vision and mission to the junior

employee.

The meetings are not as structured and regular than in coaching. Executive

mentoring is generally done by someone inside the company. The

executive can learn a lot from mentoring. By dealing with diverse men tee’s,

the executive is given the chance to grow professionally by developing

management skills and learning how to work with people with diverse

background, culture, and language and personality types.



Executives also have mentors. In cases where the executive is new to the

organization, a senior executive could be assigned as a mentor to assist

the new executive settled into his role. Mentoring is one of the important

methods for preparing them to be future executives. This method allows

the mentor to determine what is required to improve mentee’s

performance. Once the mentor identifies the problem, weakness, and the

area that needs to be worked upon, the mentor can advise relevant

training. The mentor can also provide opportunities to work on special

processes and projects that require use of proficiency.

Some key points on Mentoring

Mentoring focus on attitude development

Conducted for management-level employees

Mentoring is done by someone inside the company

It is one-to-one interaction

It helps in identifying weaknesses and focus on the area that needs

improvement

JOB ROTATION takes on different perspectives. The executive is usually

not simply going to another department. In some vertically integrated

organizations, for example, where the supplier is actually part of same

organization or subsidiary, job rotation might be to the supplier to see how

the business operates from the supplier point of view. Learning how the

organization is perceived from the outside broadens the executive’s outlook



on the process of the organization. Or the rotation might be to a foreign

office to provide a global perspective.

For managers being developed for executive roles, rotation to different

functions in the company is regular carried out.

This approach allows the manger to operate in diverse roles and

understand the different issues that crop up. If someone is to be a

corporate leader, they must have this type of training. A recent study

indicated that the single most significant factor that leads to leader’s

achievement was the variety of experiences in different departments,

business units, cities, and countries.

An organized and helpful way to develop talent for the management or

executive level of the organization is job rotation. It is the process of

preparing employees at a lower level to replace someone at the next

higher level. It is generally done for the designations that are crucial for

the effective and efficient functioning of the organization.

Benefits of Job Rotation

Some of the major benefits of job rotation are:

It provides the employees with opportunities to broaden the horizon

of knowledge, skills, and abilities by working in different

departments, business units, functions, and countries

Identification of Knowledge, skills, and attitudes (KSAs) required

It determines the areas where improvement is required

Assessment of the employees who have the potential and caliber for



filling the position

JOB INSTRUCTION TECHNIQUE uses a strategy with focus on knowledge (factual and procedural), skills and attitudes development.

Procedure of Job Instruction Technique (JIT)

JIT consists of four steps: Plan – This step includes a

written breakdown of the

work to be done because the

trainer and the trainee must

understand that

documentation is must and

important for the familiarity

of work. A trainer who is

aware of the work well is

likely to do many things

and in the process might

miss few things. Therefore,

a structured analysis

and proper documentation ensures that all the points are covered in

the training program. The second step is to find out what the trainee

knows and what training should focus on.

Then, the next step is to create a comfortable atmosphere for the

trainees’ i.e. proper orientation program, availing the resources,


http://traininganddevelopment.naukrihub.com/training.html


familiarizing trainee with the training program, etc.

Present – In this step, trainer provides the synopsis of the job

while presenting the participants the different aspects of the work.

When the trainer finished, the trainee demonstrates how to do the

job and why is that done in that specific manner. Trainee actually

demonstrates the procedure while emphasizing the key points and

safety instructions.

Trial – This step actually a kind of rehearsal step, in which

trainee tries to perform the work and the trainer is able to provide

instant feedback. In this step, the focus is on improving the method

of instruction because a trainer considers that any error if occurring

may be a function of training not the trainee. This step allows the

trainee to see the after effects of using an incorrect method. The

trainer then helps the trainee by questioning and guiding to identify

the correct procedure.

Follow-up – In this step, the trainer checks the trainee’s job

frequently after the training program is over to prevent bad work

habits from developing.


http://traininganddevelopment.naukrihub.com/trainee.html


OFF THE JOB TRAINING:

There are many management development techniques that an employee can

take in off the job. The few popular methods are:

Sensitivity Training.

Transactional Analysis.

Straight Lectures/ Lectures.

Simulation Exercises.

Advantages of Training:

This type of training gets employees away from their work environment to

a place where their frustrations and bustle of work are eliminated. This

more relaxed environment can help employees to absorb more

information as they feel less under pressure to perform.

Can be a source to supply the latest information, current trends, skills and

techniques for example current employment legislation or other company

law and regulations, current computer software or computerized

technologies or improved/innovative administrative procedures. These

new skills can be brought back and utilized within the company.



Experts in their field would cover these courses, and this would mean that

training for staff members would be taught to a reasonable standard.

As the courses are held externally, our company would not have added

costs incurred as a result of extra equipment or additional space.

Sending an employee on a course could help to make an employee feel

more valued as they would feel as if they are receiving quality training.

As many courses or seminars invite employees form other companies to

attend, this would allow employees to network and perhaps drum-up

business.

Disadvantages of Training :

Depending on the course, the overall cost could prove quite expensive for

example; many courses may require an overnight stay at a hotel if the

course is outside the area or the course itself may prove to be expensive

due to the level of expertise or equipment need to deliver the course.

As there is no real way to know the abilities both as a trainer and their

subject knowledge of the people delivering the external training courses,

there is no guarantee that sufficient skills of knowledge will be transfers or

valuable.

Many courses do not have a system of assessment or standardization of

learning, so there is no set yardstick that can be guarantee learning has

been achieved to a specified standard.

Sending employees to a training program for one or two days would mean

loss of production within the company.

Companies that fully train their workforce benefit from:

Increased productivity.

Reduced employee turnover.



Increased efficiency resulting.

In financial gains.

Decreased need for supervision.

Employees who are fully trained:

Are more satisfied with their jobs.

Are more motivated.

Have a lower turnover rate.

Are more innovative and efficient.

The prospective benefits of training outsourcing are well recognized.

Organizations go for outsourcing to save training costs, gain access to practical

and technical proficiency, concentrate on core competencies and offer an overall

enhanced training to their employees.

Also, outsourcing allows companies to deliver best training to their employees

and get the clients the best of their abilities. The key to increase in customer turn

over is customer satisfaction. With rapid globalization, increase in competition,

technological innovation, increase in access to information, and improve in

customer services, the customer loyalty programs have become an integral part

of the organizations. Retaining existing customers is now much more important

than acquiring new customers.

Some facts:

Recommendations from the existing customer are 107% greater than the

fresh customer.

Loyal customer spend 33% more than fresh customer.

Selling to a prospect requires 6% more than selling to an existing



customer.

Outsourcing is a competent tool that ensures and offers convincing Return on

Investment (ROI). Outsourcing subtracts the risk in setting up a complicated

function that is not a core competency. If outsourced to competitive and right

consultancy then the cost savings could be as high as 50%. In addition to that,

outsourcing leads to customer retention, customer loyalty, customer satisfaction,

and greater efficiencies on the part of employees.

Training Implementation:

To put training program into effect according to definite plan or procedure is

called training implementation. Training implementation is the hardest part of the

system because one wrong step can lead to the failure of whole training

program. Even the best training program will fail due to one wrong action.

Training implementation can be segregated into:

• Practical administrative arrangements.

• Carrying out of the training.

Implementing Training:

Once the staff, course, content, equipments, topics are ready, the training is

implemented. Completing training design does not mean that the work is done

because implementation phase requires continual adjusting, redesigning, and

refining. Preparation is the most important factor to taste the success. Therefore,

following are the factors that are kept in mind while implementing training

program:

The trainer – The trainer need to be prepared mentally before the delivery of



content. Trainer prepares materials and activities well in advance. The trainer

also set grounds before meeting with participants by making sure that he is

comfortable with course content and is flexible in his approach.

Physical set-up – Good physical set up is pre-requisite for effective and

successful training program because it makes the first impression on

participants. Classrooms should not be very small or big but as nearly square as

possible. This will bring people together both physically and psychologically.

Also, right amount of space should be allocated to every participant.

Establishing rapport with participants – There are various ways by which a trainer

can establish good rapport with trainees by:

• Greeting participants – simple way to ease those initial tense moments.

• Encouraging informal conversation.

• Remembering their first name.

• Pairing up the learners and have they familiarized with one another.

• Listening carefully to trainees’ comments and opinions.

• Telling the learners by what name the trainer wants to be addressed.

• Getting to class before the arrival of learners.

• Starting the class promptly at the scheduled time.

• Using familiar examples.

• Varying his instructional techniques.

• Using the alternate approach if one seems to bog down.

Reviewing the agenda – At the beginning of the training program it is very

important to review the program objective. The trainer must tell the participants

the goal of the program, what is expected out of trainers to do at the end of the

program, and how the program will run.



The following information needs to be included:

• Kinds of training activities.

• Schedule.

• Setting group norms.

• Housekeeping arrangements.

• Flow of the program.

• Handling problematic situations.

Training Evaluation:

The process of examining a training program is called training evaluation.

Training evaluation checks whether training has had the desired effect. Training

evaluation ensures that whether candidates are able to implement their learning

in their respective workplaces, or to the regular work routines.

Purposes of Training Evaluation:

The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the

objectives and linking it to learning outcomes.

Research: It helps in ascertaining the relationship between acquired knowledge,

transfer of knowledge at the work place, and training.

Control: It helps in controlling the training program because if the training is not

effective, then it can be dealt with accordingly.

Power games: At times, the top management (higher authoritative employee)

uses the evaluative data to manipulate it for their own benefits.

Intervention: It helps in determining that whether the actual outcomes are

aligned with the expected outcomes.



Process of Training Evaluation:

Before Training: The learner’s skills and knowledge are assessed before the

training program. During the start of training, candidates generally perceive it as

a waste of resources because at most of the times candidates are unaware of

the objectives and learning outcomes of the program. Once aware, they are

asked to give their opinions on the methods used and whether those methods

confirm to the candidates preferences and learning style.

During Training: It is the phase at which instruction is started. This phase usually

consist of short tests at regular intervals.

After Training: It is the phase when learner’s skills and knowledge are assessed

again to measure the effectiveness of the training. This phase is designed to

determine whether training has had the desired effect at individual department

and organizational levels. There are various evaluation techniques for this phase.

Techniques of Evaluation:

The various methods of training evaluation are:

• Observation

• Questionnaire

• Interview

• Self diaries

• Self recording of specific incidents



CHAPTER 6BABASAB PATIL Page 61


DATA ANALYSIS



experience in BCIL

20 66.7 66.7 66.7

10 33.3 33.3 100.0

30 100.0 100.0

0-2yrs

2-5yrs

Total

ValidFrequency Percent Valid Percent

CumulativePercent

experience in BCIL

2-5yrs

0-2yrs

ANALYSIS: From the above table and graph it is observed that 66% of the staff

is fresher and are working only since last 1-2 years. and 34% of the employees

are working since last 2-5 years.

INTERPRETATION: as per the survey we observe and understand that

maximum no of employees are recent joiners and lag experience in BCIL.

training attended

29 96.7 96.7 96.7

1 3.3 3.3 100.0

30 100.0 100.0

yes

3.00

Total


CumulativePercent



training attended

3.00

yes

ANALYSIS: From the above graph it is observed that 99% of the employees

have attended the training programme and only 1% haven’t.

INTERPRETATION: As per the survey we observe that maximum employees i.e

the utmost employees have attended the training programmes and generally the

training is provided to all.

no of training programmes attended

17 56.7 56.7 56.7

12 40.0 40.0 96.7

1 3.3 3.3 100.0

30 100.0 100.0

1-3

4-6

7-9

Total


CumulativePercent



no of training programmes attended

7-9

4-6

1-3

ANALYSIS:from the above graph it is observed that 56% of the employees have

attended 1-3 trainings,40% of employees have attended 4-6 trainings and only

4% of employees have attended 7-9 trainings.

INTERPRETATION:As per the survey it is observed that maximum mo of

employees have attended 1-3 trainings and least have attended 7-9 trainings.

rating of on job training

18 60.0 60.0 60.0

9 30.0 30.0 90.0

3 10.0 10.0 100.0

30 100.0 100.0

very helpfull

average

not so helpfull

Total


CumulativePercent



rating of on job training

not so helpfull

average

very helpfull

ANALYSIS:from the above graph it is understood that 60% of employees find

that training is very helpful and 30% find that the on job training provided to them

was average and 10% feel that it was not so useful.

INTERPRETATION:as per the survey it is understood that majority of employees

find that on job training provided to them is very useful.



high

effeciency

1 3.3 3.3 3.3

10 33.3 33.3 36.7

11 36.7 36.7 73.3

7 23.3 23.3 96.7

1 3.3 3.3 100.0

30 100.0 100.0

efficiency1

efficiency2

efficiency3

efficiency4

efficiency5

Total


CumulativePercent

effeciency

efficiency5

efficiency4

efficiency3

efficiency2

efficiency1

ANALYSIS:from the above graph it is understood that 3.35 of employees feel

that efficiency level is very low i.e only 3% of employees have rated efficiency as

rest more than 72% have rated it as below average.

INTERPRETATION:as per the survey it is observed that efficiency level is rated

very low by the employees.



effectiveness

1 3.3 3.3 3.3

3 10.0 10.0 13.3

12 40.0 40.0 53.3

11 36.7 36.7 90.0

3 10.0 10.0 100.0

30 100.0 100.0

effectiveness1

effectiveness2

effectiveness3

effectiveness4

effectiveness5

Total


CumulativePercent

effectiveness

effectiveness5

effectiveness4

effectiveness3

effectiveness2

effectiveness1

ANALYSIS:from the above graph it is observed that the effectiveness of on the job training is above the average as 47 % of employees have rated this above average

INTERPRETATION:As per the survey it is found that the effectiveness of on the job training is above the average



productivity

3 10.0 10.0 10.0

1 3.3 3.3 13.3

7 23.3 23.3 36.7

13 43.3 43.3 80.0

6 20.0 20.0 100.0

30 100.0 100.0

productivity1

productivity2

productivity3

productivity4

productivity5

Total


CumulativePercent

productivity

productivity5

productivity4

productivity3

productivity2

productivity1

ANALYSIS:from the above graph it is observed that productivity is

comparatively higher than other quality factors as more than 64% employees

have rated it as above average.

INTERPRETATION:as per the survey it is found that after the inducement of on

the job training on employees the productivity is increased.



training as stepping stone to carrer growth

29 96.7 96.7 96.7

1 3.3 3.3 100.0

30 100.0 100.0

yes

4.00

Total


CumulativePercent

training as stepping stone to carrer growth

4.00

yes

ANALYSIS: from the above chart it is observed that 97% of employees find that

their career graph has increased after getting trained in various aspects and

areas.

INTERPRETATION: As per the survey it is found that employees have gained

more knowledge and skills after getting trained as majority of employees have

positively reacted towards the question.



over all opinion

3 10.0 10.0 10.0

3 10.0 10.0 20.0

10 33.3 33.3 53.3

8 26.7 26.7 80.0

5 16.7 16.7 96.7

1 3.3 3.3 100.0

30 100.0 100.0

effenciecy is increased

productivity has increased

work method improves

training given was notsufficent

facculty was notcompetent

training duration was tooshort

Total


CumulativePercent

over all opinion

training duration wa

facculty was not com

training given was n

work method improves

productivity has inc

effenciecy is increa

ANALYSIS: From the above chart it is been understood that there is mixed

overall opinion as 10% find their productivity is increased,10% find their

efficiency is increased,33% feel that their work method improves,27% feel that

the training was not sufficient,17% feel that faculty was not so competent, and

3% feel that As per the survey it is observed that there is overall mixed training

duration was too short.

INTERPRETATION: opinion among the employees, both positive and negative

feedback is found.



future needs

4 13.3 13.3 13.3

12 40.0 40.0 53.3

14 46.7 46.7 100.0

30 100.0 100.0

off job training

different trainingtechniques

longer duration

Total


CumulativePercent

future needs

longer duration

different training t

off job training

ANALYSIS: from the above chart it is observed that 40% employees are in need

of different training techniques, where as 47% of employee seek for longer

duration of training period, and 13% of people want to be trained by off the job

training method.

INTERPRETATION:As per the survey it is found that there is mixed response for

future training technique to be adapted but majority of employees are demanding

for longer duration of training programme.



FINDINGS AND

SUGGESTIONS



FINDINGS:

From the survey conducted for 30 employees, following findings are

revealed;

Most of the employees are freshers i.e 66% are new comers so lack the

experience at BCIL.

99% employees have attended the training programme i.e almost all are

given training.

57% employees are given with 1-3 trainings where as only 10% are

provided with 7-9 trainings.

According to rating of efficiency only 37% employees feel that it is average

rest feel that it is below the average level

From rating of effectiveness 40% feel it as average effectiveness rest feel

it is below average.

The productivity of organization is above average as 43% employees

have rated it as above the average 10 as excellent and rest as below

average.

On the rating of satisfaction of employee towards on the job training it is

observed that 40% find it is very helpful and 10% feel that it is not so

helpful.



99% of employees have given their positive opinion that training has

helped in their carrer growth.

There is mixed overall opinion i.e 33% find that their work method has

improved after training where as 27% find that the training given was not

sufficient.

40% of employees are in need of different training techniques where as

47% want the longer duration of training.

SUGGESTIONS:

.

It is suggested to enhance the duration of practical training programs for

clear understanding of the skill.

Appointment of internal or external career counselors provides direction to

employees in navigating their career by choosing the appropriate training

programs based on their interest, need and aspiration

Though the employees are getting training programs it is found that there

is a need to improve or introduce new training methods like off job

training, Cross functional, role plays which will help them in improving their

knowledge & performance.

The company should strive for its improvement in quality factors like

efficiency,effectiveness and productivityfor the increase and improvement

in these quality factors training techniques may be upgraded to

incorporate on-line methods which can be administered at any time,



enabling all employees to participate at their convenience so after which

they can contribute atleast bit of their skills which can increase these

factors.

The training provided by the company should be using different

techniques of training and also with longer duration so that employees get

adjusted and then gain interest in training programme,i.e the training

period should be properly adjusted as per the convenience of the

employees so that they can gain knowledge with their own mindset and

with interest the period may be from 1 day or may extend upto a month or

year.

Lastly I would also like to suggest that company should develop separate

counseling department where employees can share their problems and

they feel free to communicate about the problems and it encourages them

to work in the organization.



CONCLUSION:

Taking the organization to its zenith is a very challenging and very toughest job

where employees and officials face lot of problems like resistance of the

workforce and lack of readiness to cope up with changes in workplace. So we

can say that to rebuild any organization commitment and hard work is very

essential so to cope up with these changes we have to train them according to

the needs of the organisation which will push organization in a right direction and

also helps in achieving success.

The method of training is well received by the employees. The training in the

organization is having greater impact on the efficacy and morale of the

employees and also instrumental to increase the overall quality of work

The techniques of on the job training provided by the company are average and

upto the mark as more no of employees are satisfied by training.



QUETIONNAIREDear Sir/Madam,Questionnaire

1. Personal data:

Name:Age:Sex: Male ( ) Female ( )Designation: Qualification:

2. Since how long are you in this organization?0-2yrs 2-5yrs 6-10yrs 11yrs & above

3. Have you attended any training programs? Yes ( ) No ( )4. If no, why? _______________________________5. If yes, which among the following have you attended? 1-3 4-6 7-9 9-10 above 106. Give a rating for on-job training provided to you to fulfill the gap (need of training) Very helpful Average not so helpfulwaste of time7. Rate the following factors w.r.t. improving the quality.

1 2 3 4 5

8. Has the training programs facilitated you in your career growth? Yes ( ) No ( )



9. If no, do u expect other training program to be conducted?10. What is your overall opinion about on-job training program provided to u? Efficiency has increased ( )

Productivity has increased ( ) Work method improves ( ) Training given was not sufficient ( ) Faculty was not competent ( ) Training duration was too short ( ) Others

11. What do you expect in your future training program? a) Off job training b) Different training techniques c) Longer duration

SIGNATURE

THANK YOU



BIBLIOGRAPHY

Human Resource development- By P Subba Rao-

Training techniques — why some succeed and many fail

www.bagalkotudyoglimited.comwww.google.com


http://www.google.com/

http://www.bagalkotudyoglimited.com/

On the job traning program @ bagalkot shakti cement project report mba hr

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