Project Report On

Project ReportOn

TRAINING AND DEVELOPMENT &

RECRUITMENT PROCESS JAIPRAKASH ASSOCIATES LIMITED

UNITED INSTITUTE OF TECHNOLOGY Naini, Allahabad

Project Report byKm. REETA

ROlL NO. 0828470036June 2009

External Guide Internal Guide A.K. Mohnta Sudhir Sinha Assistant Personnel Manager Head of Department U.I.T.

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ACKNOWLEDGEMENT

The project report of Km. Reeta titled as “Training and Development & Recruitment Process” a study in this regard was conducted by herself in the M/s Dalla Cement Factory (A Unit of M/s Jairprakash Associates Ltd.) (JAL) Cement Division” is the largest Cement Production Unit, having the largest circulation all over the country. JAL has also been participating in organizing various social & Cultural Activities is approved and is acceptable in quality and form.

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STUDENT DECLARATION

I here by declare that the project report entitled “Training and development &

Recruitment Process” of M/s Jaiprakash Associates Ltd.(JAL), Cement Division

its policies, sales Techniques, market share, etc. with special reference submitted

in fulfillment of the requirement for the degree of Masters of Business

Administration to United Institute of Technology Allahabad. India is my original

work and not submitted for the award of any other degree, diploma, fellowship or

any other similar title or prizes.

Place:

Date: (Km. Reeta)

Rool no.0828470036

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jaypee culture

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Culture is the unique collective of shared beliefs, values and customs that

influence the behavior of members in an organization and helps them succeed in

achieving the desired goal.

Jaypee is a single generation enterprise formed in the 1960s that went on to

become one of the most successful Engineering & Construction companies

having the distinction of participation in 54% of hydropower project being d.

Development in the 10 five year plan period…….. ……………………………..

In its journey over the years Jaypee Group has moved through the ups and

downs as a Family of people who are bonded both by purpose and emotions.

Yet the journey has just begun with the goals made higher. The Jaypee Family

feels confident of achieving these goals with the help, support, passion and

abilities of both its old and new members. A confidence that comes from our

belief that ‘you have to be the change you want to see in the world’.

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PREFACE

As a student of MBA-3rd SEM. I have to prepare a project report which through

light on the recruitment process carried in Dalla Cement Factory (A Unit of M/s

Jaiprakahs Associates Ltd.).

The complete project gradually starts from the Introduction of the Founder

Chairman, Hon’ble Jaiprakash Gaur Ji and end at the recommendation and

suggestion made by analyzing the date of collected from primary and secondary

sources.

I have made an effort to give a brief introduction of Jaiprakash Associates next in

sequence. I have given and idea about the recruitment and selection process,

and tried to make it clear with the help of chart and different graphs.

At last I have analyzed the date and finally mark a result on the basis of the

analyzed data.

Km. Reeta

Roll no. :0828470036

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ABSTRACT

I hereby assert that Project report title ‘RECRUITMENT PROCESS OF DALLA

CEMENT PLANT’ is an original unpublished work done at Dalla Cement Plant,

for the fulfillment of the degree of ‘Master of Business Administration (MBA)’. The

report covers the rule and impact of recruitment process at Dalla Cement

Factory. I have tried to give full flow and flourish to understand the strategy

following by Jaypee Rewa Cement Ltd. and at last given recommendation and

analysis made at the time of studying thoroughly the collected data, but get I

have made any mistake, suggestion are always welcome and I shall fell very

thankful for any suggestion for the improvement of the content to the best of my

knowledge, piece of work has been done and submitted by any one for award of

any degree.

Date:

Place: Km. Reeta

Roll no. : 0828470036

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INDEX

SN Description .

1. Brief on JAL and founding Father.

2. Jaypee Way of Life (Culture)

3. Let us know Cement

4. Human Resources Management

4.1 Brief on Administration Management

4.2 Introduction on Recruitment

4.3 Training

5. Executive Summary

6. Research Methodology

7. Conclusion

8. Bibliography

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Brief History of Chairman/ Founding Father Shri Jaiprakash Gaur Ji .

With a single minded focus to pioneer a myriad of feats in Civil Engineering, Sh.

Jaiprakash Gaur, the founding father of Jaiprakash Associates Limited acquired a

Diploma in Civil Engineering in 1950 from the University of Roorkee. After a stint

with the Government of UP, he branched off on his own, to start as a Civil

contractor in 1958 with the steadfast determination to contribute in nation

building. This has been possible with the active support of his honest and

hardworking colleagues..

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Great Thought of Founding

Father –’Shri Jaiprakash Gaur Ji’

Our organization is proud to participate in nation building right from its inception,

and as India, powered with Will Power of its One Billion Plus people, moves

ahead to secure its deserving place amongst the developed nations of this world,

we feel doubly responsible to make this Group bench mark of how a corporate

entity, with blend of inspiring culture of past, adoption to the prudent changes of

modern time can Continue to create value for all its stakeholders and consistently

impacts the live of all, it touches.

Culture of our great country has withstood test of time and contribution of our

countless ancestors at different times in history has been invaluable. India, with

its history of trials and tribulations, has emerged stronger because of the

leadership provided in trying times, binding people with simplicity, and humility for

a common goal. An enterprising team member, you are now part of “JAYPEE

PARIVAR”. Our involvement in growth of this organization with sense of

trusteeship shall be supplemented by your determination to excel in all spheres of

working, while serving your country through this organisation.

I believe, collective will of all of you with credible means, upholding valued with

we all cherish, shall make this institution amongst the most admired in the

country, in times to come.

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The Various Group of Companies

1. JAIPRAKASH ASSOCIATES LIMITED.

2. JAIPRAKASH ASSOCIATES LIMITED

(CEMENT DIVISION)

3. JAIPRAKASH HYDRO-POWER LIMITEDs

4. JP POWER VENTURES LTD & KARCHAM HYDRO CORP LTD

5. JAYPEE VENTURES

6. JAYPEE HOTELS LTD.

7. JAYPEE GREENS LTD.

8. JAIPRAKASH ENTERPRISES LIMITED

9. JIL INFORMATION TECHNOLOGY LTD.

10. JAIPRAKASH SEWA SANSTHAN

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MAJOR AREAS OPERATION

1. CIVIL CONSTRUCTION.

2. HYDRO POWER CONSTRUCTIO

3. HOTEL AND TOURISM.

4. INFORMATION TECHNOLOGY.

5. EDUCATION.

6. CEMENT.

Civil Engineering & Construction.

Construction of river valley and hydropower projects on turnkey basis and has

been in the business for more than three decades. The company has had the

unique distinction of executing simultaneously 13 Hydropower project.

Spread over 6 states and the neighboring country of Bhutan for the generation of

10,290MW of power. It is only engineering company in India to be assigned ‘CRI’

grade by ICRA indicating ‘very strong contract execution capacity’ for hydropower

being developed in the 10th Five Year Plan period.

In its journey over the years Jaypee Group has moved through the ups and

downs as a Family of people who are bonded both by purpose and emotions.

Yet the journey has just begun with the goals made higher. The Jaypee Family

feels confident of achieving these goals with the help, support, passion and

abilities of both its old and new members. A confidence that comes from our

belief that ‘you have to be the change you want to see in the world’.

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Important of Values in Jaypee

Values are the building blocks for determining the kind of organisation one

wishes to nurture and sustain. Values help the organization in strengthening our

present so as to consolidate the organization character. It is about building on

our glorious past. We have an image of the kind of organization that we always

wanted to build, have built and we continue to act in ways that we believe has

brought success to us and has always helped us in our past endeavors.

To be effective, and to support the organization’s culture, we must ensure that:

1. We clearly understand and embrace the organization’s values and beliefs

2. Business practices are carefully aligned with the values and beliefs.

3. Values and beliefs are reinforced in all internal communication.

4. All our actions are consistent with the direction set forth in the values and

beliefs.

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Evolution of Jaypee Values

Jaypee Values describe who we are, how we treat one another, and the way we

conduct ourselves- both in the company and in the community. These values are

lived in Jaypee in some form or the other, since its very inception. Over the years

these values have evolved to reflect our dedication to making a difference for the

nation, for our people and their families, for our customers, for our immediate

environment and society at large; and our commitment to creating sustainable

value for our shareholders. And yet, the foundation and intent of our values and

who we are have not changed. Most importantly, we understand that what

matters most is how we live our values.

The values that have been identified as output of the experiences that has shared

by our people who have spent their valuable years at Jaypee. Their stories have

helped us identify themes in our culture and in a structured format, give meaning

to certain words we relate to and have been using for years. We are truly grateful

to each one of our people who have contributed in developing this institution.

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Indradhanush- the jaypee way of life

The Jaypee way of life can be best represented by the Indradhanush. The

Indradhanush or the rainbow of seven different colours stands for seven values.

Seven values that form the pillars of the entire Jaypee Parivaar are represented

by the speaking tree.

In itself the Indradhanush is symbolic of life, vibrancy and optimism. Where every

separate colour is distinct and special yet all of them together make up something

even more beautiful. With the sun that comes out after the rains, the rainbow

brings to us the warmth and hope for brighter times. This optimism is contagious

for it spreads across all those hearts which have seen the rainbow and

discovered joy meaning in life afresh.

The philosophy of the Indradhanush has been carried into the form of a tree.

Across the world different trees have different meanings. But one common

thought that connects all trees together is that they all stand for life and by

inference, strength and prosperity.

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ASSOCIATING COLOURS WITH THE VALUES

Violet (Collective Wisdom): Violet is the colour of the higher power. It is

associated with the highest chakra of men which represents thought or

consciousness. Violet represents divine wisdom and connects with knowledge

and

Enlightenment.

Indigo (Excellence in Performance): Indigo is the colors of perception or

unlimited power. It symbolizes silence, thought reflection and lives of truth. It

signifies a seeker and is associated with living in the present.

Blue (Credibility): This is the colour of truth and expression, wisdom in life,

tranquility, serenity and personal dignity.

Green (Human Face): The colour green is a manifestation of love and truth

as revealed in deeds and actions. It is the colour of spring, prosperity, healing,

harmony and regeneration of the soul through action.

Yellow (Conviction): Yellow symbolizes intellect, creativity, happiness and

the power of persuasion and self discipline. It is the colour of sunshine, radiance,

will power, intention and outer self expression. It instills wisdom, courage and

self-confidence.

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Orange (Commitment): Orange is the colour of health, strength, vitality,

endurance and joy. It is the colour of self and represents creative energy. It

symbolizes and individual’s relationship with the external world- the world of

work, confidence and determination.

Red (Leadership by Example): Red is the colour of blood, fire, passion,

energy, strength, action and physical activity. Red is associated with fire and is

thus reaching upwards always. It is the color of the burning radiant sun and rides

on the flags of warriors going into battle and ships sailing towards the unknown

horizon.

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Collective Wisdom.

Utilization of knowledge, learning and experience of the team to arrive at a

course of action which facilitates achievement of the desired result in a given

situation.

Excellence in Performance.

Performance driven organization which aims for excellence in all activities by:-

1. Ensuring resource optimization and cost effectiveness.

2. Encouraging innovation.

3. Embracing the evolving technologies/ best business practices ploughing

back learning with a view to constantly grow in all areas and create value

for all its stakeholders.

Credibility.

Credibility is providing the assurance of being trustworthy in the eyes of

employees, customers, business associates, shareholders and society at large

by consistently honoring our commitment.

Human Face (Within organization domain).

To consistently display empathy for our fellow colleagues.

1. In finding solutions, with compassion and fair play.

2. In constant pursuit of maintaining harmonious relationships across the

entire spectrum of ‘Jaypee Parivar’.

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Surrounding Environment.

To be a socially responsible corporate citizen by providing assistance in solving

the issues of immediate environment pertaining to the critical essentials, to the

extent possible.

Conviction.

Conviction denotes passion, optimism and positive mind set. It comes from a

deep rooted belief in ability of self and teams, capabilities and strengths of the

organization, reinforced with determination to excel and courage to take decisive

actions.

Commitment.

1. with loyalty and sense of ownership towards the organization.

2. with handwork and pro-activeness leading to completion of task to the best

of one’s capabilities in all situations and without compromising on

organization values.

Leadership by Example.

Inspiring the entire team by demonstrating conviction and setting right

precedence. Displaying high degree of involvement by being physical, mental

and emotional presence and ensuring delivery of task in all situations.

Possessing clarity of mind and moral courage to face all situations, gracefully.

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LET US KNOW

ABOUT

‘CEMENT’

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HISTORY OF CEMENT

Manufacture of cement has a history, which traces back to millennia.

The Romans who were prolific builders used burnt calcareous (Calcium bearing)

rocks along with pozzolanic materials in an era Before Christ.

The structures built by them, like the Pantheon, are still there for us to seem

proving the goodness of cementations materials as input material for

construction. Post industrialization and as infrastructure development started

globally, demands for cement has been growing steadily both quantitatively

qualitatively.

Indian is the second largest cement producer in the world after China and cement

consumption has been growing at a CAGR of over 8% p.a. in the last years.

The group cement facilities are located in the Satan cluster, which has one of the

highest cement production growth rates in the India.

CEMENT.

Cement is a mixture of compounds, consisting mainly of Silicates and Aluminates

of Calcium, formed out calcium oxide, silica, aluminum oxide and iron oxide.

GENERAL DEFINITION.

The word cement in its broadest sense denotes any kind of adhesive in building

and Civil Engineering. It means a substance which can be used to bring together

the sand, broken stone or aggregate into a solid mass.

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TYPES OF CEMENTS.

1. OPC (Ordinary Portland cement).

2. PPC (Portland Pozzolana Cement).

OPC (Ordinary Portland Cement) .

In India, OPC manufactured in three grades via 33 grades, 43 grade and 53

grade, the numbers indicating the compressive strength obtained after 28 days,

when tested as per the stipulated procedure.

Apart from OPC, there are several other types of Cement, most of them meant

for special purpose e.g. Sulphate resistant Cement, Colored Cement, oil well

cement etc. However, there is some general purpose cement, the common one

is Portland Pozzolana Cement (PPC).

PPC (PORTLAND POZZOLANA CEMENT ) .

A Pozolana is essentially a siliceous material, while in itself possessing no

cement properties, will in finally dived form and in the presence of water, react

with calcium hydroxide at ordinary temperatures and fro compounds having

cementations properties.

Pozzolanas used in the manufacture of Portland Pozzolana Cement (PPC) may

be natural materials, such as shale, ashes. volcanic ashes, utilities and

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diatomaceous earth. Materials process by calcinations of soil, or fly ash, etc., are

also used in the manufactures of pozzolana cement.

Portland Pozzolana cement is produced by grinding together uniformly and

intimately blended Portland cement clinker with fine pozzolana and gypsum

THE MANUFACTURING PROCESS.

The portland cement as known today is finally ground material consisting mainly

of compounds of Lime, Alumina, Iron Oxide and Gypsum.

MINING.

The limestone, the main raw material of cement is produced by way of blasting at

limestone mines and this bring it back to the crusher plant by vehicle or through

crusher to give shape in small piece.

CRUSHING.

The blasted material poured in the crusher hopper where crusher, crushes the

limestone to a specified particle size of 80mm.

PRE BLENDING.

For getting the homogenous size of limestone the crushed material is stacked in

multiple layer fashion in pre blending stock piles.

The material is reclaimed by bridge type stacker reclaimed and transferred to raw

mill hopper by conveyor belt. The corrective material like literate, iron ore are

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added in required proportion through a separate hopper before feeding into raw

mill for grinding.

RAW MILL GRINDING.

The crushed material along with corrective material is ground in vertical roller mill

to find powder and collected in flow Silo where raw mill is blended continuously.

CLINKERISATION.

The raw mill is extracted from CF silo and is fed from the top of the pre-heater

with the help of elevator. The raw mill is pre-heated during its downward flow in

preheated and pre calcinations taken place by release of CO2 from limestone.

The proclaimed material enters into the kiln where it is sintered at a temperature

of about 1450degree Celsius.

This temperature is attained by burning of pulverized coal in kiln and to withstand

the high temperature kiln helps in forward movement of the material which comes

out of the kiln in form of nodule known.

CLINKER.

From the kiln, hot clinker flows to cooler where cooling air fans cool it to 80

degree Celsius. The hot air released by way of cooling is re-utilized and put back

in kiln and pre-claim. The cool clinker is stored in clinker silo/ stockpile.

COAL, CRUSHING AND GRINDING.

Coal received from Collieries is unloaded at Coal Yard, crushed in coal crusher

and stacked in covered stockpile by stacker. The reclaimed coal sent to raw coal

hopper and ground to fine power in roller mills. The pulverized coal is collected in

cyclone and fed to kiln and claimer for burring.

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CEMENT GRINDING.

The clinker is transported to cement mill hoppers. Gypsum is stored in separate

gypsum hopper. From the hopper clinker and gypsum in desired proportion are

extracted and fed to cement mill which is a double compartment horizontal ball

mill filled with grinding media by 25% of the volume of the mill. The material is

ground to fine power as cement and collected in Cement silo.

PACKING.

The cement is transported to hopper from where it is fed to automatic rotary

packing machine. The packing machine automatically packs 50kg of cement in

bag. The filled bags are transported either by trucks or by rail.

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MANAGEMENT HUMAN

RESOURSE

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PERSONNEL & ADMINISTRATION .

The department is divided into following sections.

1. Personnel Department

2. Estate Department

3. Security Department

4. Medical Services.

personnel Department.

1. Recruitment, Selection & Establishment.

1.1 Data Bank, application received on day to day basis.

1.2 News Paper Advertisements.

1.3 Walk in Interview

1.4 Campus Selection.

The methodology of selection includes written tests, practical tests pertaining to

different trades, short listing and interviews. After the final selection provisional

appointment advice is issued. At the time of joining, the candidate is required to

submit copies of the relevant documents subject to his medical fitness for the job.

Upon joining of any employee his/her personnel file is opened, employee code

no. is allotted; identity cum punching card is made. The personnel file contains

all paper starting with informal application, green form up to full and final

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settlement on service of employer employee relationship on any account

resignation, termination, retirement or death as also rewards, appreciation,

promotion, transfer etc. of concerned employee.

Wages and Salary Administration & Time Keeping

This cell maintains the records of employee attendance, overtime, leave and

absent records. Based on these monthly wages/ salaries of all employees

prepares. Apart from this, this cell also prepares the annual bonus, rewards if

any.

It generates regular and periodical absenteeism report and overtime reports and

after analysis initiates corrective actions to keep an effective check on this aspect

SAFETY:

The plant to this cell is responsible for the safety of men and material &

equipment within the works. It ensures that the system procedures with respect

to ‘Plan Safety’ under ISO: 9001-2000 version is adhered to. It conducts safety

rounds. He plans to educate employees about safe working practices .

TRAINING & DEVELOPMENT

Proper cell is this responsible facilitation the training & development requirement

of the organization. As a first step it undertakes the exercise of identifying the

individual training needs of all the employees through a well designed system

with the active participation of the functional departments/ heads. It organizes he

designing of the training programmers both technical and non-technical, training

material etc through the concerned and related experts from within the

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organization. External agencies imparting training programmers suited to our

needs as well as trainers and alternate trainers for internal course are identified.

An annual/ quarterly training schedule is prepared providing for a mix and interval

between technical and non-technical programmes and programmes are

conducted accordingly. Immediately after the holding of any training programme

evaluation/ feedback regarding the trainer, programme and course content is

obtained from the participants in a structures manner and in the case of external

programmes planned information sharing sessions are organized.

WELFARE & INDUSTRIAL RELATIONS.

Through this various welfare measures as spelt out in various labor regulations

are implemented. Smooth and hygienic running of works canteen and point-to-

point service of tea etc. in the works as well as the canteen counter is ensured.

In case of accidents, it maintains liaison with the company counter is ensured. In

case of accidents, it maintains liaison with the company hospital and Govt.

hospital (Rewa) if required.

Arranging and organizing functions on important occasions and festivals viz.

Republic Day, Holi, Dasshara, Deewali etc. where in the employees and their

families participat as one large family of DCF also comes under its domain.

The Industrial relation cell is involved in procurement and renewal of all licenses,

registrations and approvals required under various labour legislations including

state rules, liasion with various authorities of central and labour departments,

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submission of various returns pertaining to different labour acts/ rules, monitoring

the legal cases pertaining to labour court.

ESTATE.

Estate is responsible for proper upkeep of all the amenities provided in the

township, maintenance of residential facilities along with utilities including fittings

& fixture, plumbing, power supply, cable TV network etc. The horticulture,

beautification and sanitation of township are also in the purview of the Estate.

Estate is also responsible for providing bus service to the employees and their

family from Rewa DCF as per the schedule. For the purpose state is equipped

with a fleet of ten buses.

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ACCOMMODATION

We have 1669 family quarters of different types which are allotted as per the

entitlement and seniority of the employee.

SHANKAR BHAWAN/ FIELD HOSTEL .

This type of accommodation is allotted to bachelor officer’s staff and guests of the

company as per their entitlement. This has single, double and triple bed

accommodation.

EMPLOYEES HOTEL.

This bachelor accommodation is allotted to the employees in the operative

category of the company.

ADARSH COLONY.

This type of accommodation is allotted to the contract workers who wish to keep

their family with themselves.

CHIJJWAR CAMP.

This accommodation is for bachelor employees engaged through contractors.

ANNAPURNA.

This is an institution run under the supervision of Estate department to provide

three times meal to all regular bachelor employees at DCF under one roof and

subsidized rate Annapurna is equipped with modern gadgets of cooking is an

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unique concept of company with high standard of cleanliness housekeeping,

quality of food as its hallmark.

Marketing Plaza

To meet day to day requirement of residents of DAC consumer stores, vegetable

shop, Barber’s shop, STD Booth, Bank, Post Office, Ice Cream Parlor, Tailoring

Shop are available.

NURSERY PARKS AND GANDHI VATIKA.

Nursery Parks and Gandhi Vatika are other features of clean and green

townships to make living a pleasant experience for the residents.

A lot of efforts have gone into converting the twin colony from area of barren

lands to a place full of greenery.

SECURITY

The security is responsible for safety of man and machine in the plant and

township. For discharge of this responsibility system have been made for

restricting the unauthorized entry inside the plant and township and also

unauthorized exit of the material from the stores and the plant as well.

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INTRODU

CTI - ON

OF

RECRUITM

E-NT1

Human resources are the most important assets of an organization can not

progress and prosper, in order to achieve the goal therefore, these are need to

recruit people with requisite skills qualification and experience.

Recruitment from the first stage in the process which continuous with selection

and ceases with the placement of the candidate. Recruiting makes it possible to

acquire the numbers and type of people necessary to ensure the continued

operation of the organization.

DEFINITION.

Recruitment is a linking function joining to get her those with job to full and those

seeking jobs. It is a joining process in that is tries to bring together job seekers

and employer to apply for a job with the letter.

This basic purpose of recruitment is to development a group of potentially

qualified people to this end, the organization must communicate the position in

such a way that job seekers respond.

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To be cost effective the recruitment process should attract qualified applicant and

provide enough information for unqualified persons to self select them

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PROCESS FOR RECRUITMENT.

Identify Manpower Requirement

Manpower Planning

Job Description

Job Specification

Select sources of Recruitment

Selection

Joining

Induction

RECRUITMENT POLICY.

Recruitment policy asset the objective of the recruitment and provides a from

work of implementation of recruitment program in the from of procedures.

A short recruitment policy calls for adopting a scientific process of recruitment ie

those of techniques, which are modern and scientific. A well considered and pre-

planned requirement policy based on corporate goal, study of environment and

the needs may avoid hasty or ill considered decisions and may go a long way to

man in the organization, with the suitable employee.

A GOOD RECRUITMENT POLICY MUST CONTAIN THESE ELEMENTS.

1.Organization Objective.

2.Identification of the recruitment need of the organization.

3.Identify the preferred source of Recruitment.

4.Frame suitable criteria for selection and performance

5.Consider the cost recruitment and financial implication.

SOURCES OF RECRUITMENT.

The sources of recruitment may be broadly divided into two categories :

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1. Internal Sources

2. External Sources.

INTERNAL SOURCES.

Internal sources are the most obvious sources. People who are already working

in an organization constitute. The internal sources retrenched employees, retire

employees, dependents of deceased employees may also constitute the interim

sources. Whenever any vacancy arises, someone from within the organization is

upgraded, transferred, promoted or demoted. This source also included personal

who was once on the pay roll of the company but who plant to return or who the

company would like to rehire, such as those on leave of absence, those who

could voluntarily or those on production lay off.

EXTERNAL SOURCES.

These sources lay out side the organization these usually include:

1. New entrants to the labour i.e. young mostly in experienced potential

employees such as the college student.

2. The unemployed with a wide range of skills and abilities.

METHODS OR TECHNIQUES OF RECRUITMENT.

Internal methods:

1. Promotion and transfers

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2. Job posting.

3. Employee Referrals.

PROMOTION AND TRANSFER.

This is a method of filling vacancies from within through transfer and promotion.

A transfer is lateral movement within the same grade from one job to another.

Promotion on the other hand involves movement of employees from a lower label

position to a higher level position accompanied by changes in duties,

responsibilities status and values.

JOB POSTING.

Job posting is another way of nearing people from within in this method of

organization, publicizes job opening on bulletin, boards, electronics media similar

outlets. One of the important advantages of this method is that if offers to Nightly

qualified applicant working within the company without looking for greener

pastures out side.

EMPLOYEE REFERRALS.

Employee referral means using personal contacts to locate job opportunities. It is

a recommend-action from a current employee regarding a job applicant. The

togas behind employee referral are that it. Takes one to know one employee

working in the organization is courage to recommend the names of their friend

working in other organization for a possible vacancy in the near future.

DIRECT METHOD.

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Camps recruitment. It is a method of recruitment by visiting and participating in

college campuses and other basements centers. Here the recruitment visit

reputed durational institutions such as its Items College and universities, to select

job aspirants. Having requisite technical or professional skill, job seekers are

providing information about the jobs and the recruitment; get a snapshot or job

seekers through constant interchange of information with respective institution. A

preliminary screening is done within the campus and the short listed student is

then subject to the reminder of the selections process.

INDIRECT METHOD (ADVERTISEMENT) .

These include advertisement in news paper, trade, professional and technical

journals, radio and television etc. In these recent times, this medium has become

just a colorful, lively and imaginative as consumers advertising. The add

generally give a brief out line of the jobs responsibilities compurgation package

and protect in the organization etc. This method in appropriate whe

5.1 The organization to reach a large target group.

5.2 The organization wants a fairly good number of talented people who

are geographically spread out.

SELECTION.

Selection produce is concerned with scrutiny relevant information about an

applicant. This information is secured in a number of step sselections the

compared to be a series of successive hurdles or which and application must.

Selection procedure is designed to eliminate an un unqualified applicant at any

point in the procedure. Selection may be defined as it is a process of picking or

differencing between the applicant in order to identity those with greater like hood

of success in a job.

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PURPOSE OF SELECTION.

The purpose of selection is to determine whether an applicant meet the

qualification for a specific job and to choose the applicant who is most likely to

perform well in that job.

Selection programmers a non random process because those selected has been

chosen on the basis of the assumption that they are more likely to be better

employees than those who have been rejected.

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PROCESS of

SELECTION

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Selection process may include the following steps:-

Primary Interview.

Application Form

Psychological Test

Reference Background

Selection Decision

Medical Examination

Job Offer

Elevation

Psychological Test

Reference Background

Selection Decision

Primary Interview:

Application Form: All of first include in primary interview application form send to the any origination.

Psychological Test: second step the candidate checked by interviewer mantel health.

Reference Background: check the family native place by the interviewer.

Selection Decision: After that the interviewer take the decision.

Medical examination: physical & mental test by the interviewer.

Job Offers: In this step sending job offers.

Selection Decision: In this last step interviewers take the decision for the candidates that rejection or selection

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TRAINING

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Training, as was stated earlier, is imparting skills to employees. A worker need skills to operate machine, and use other equipment with lease damage and scrap This is a basic skill without which the operator will not be able to function. There is also the need for Motor skills. Motor skills (or Psychomotor skills, as they are sometimes called) refer to performance of specific physical activties. These skills involve learning to move various parts of one’s body in response to certain external and internal stimuli. Common motor skills include walking, riding a bicycle, trying a shoelace, throwing a ball, and driving a car. Motor skills are needed for all employees from the jaitor to the general manager. Employees, particularly supervisors and executives, need interpersonal skills popularly known as the people skills. Interpersonal skills are needed to understand oneself

and others better, and act accordingly. Example of skills include

listening, persuading, and showing an understanding of other’s

feelings.

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About Brief Introduction training in General

Terms .

Meaning;

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

the activities that have to be done. If the current or potential job occupant can

meet this requirement, training is not important. But when this is not the case, it

is necessary to raise the skill levels and increase the versatility and adaptability of

employees. In adequate job performance or a decline in productivity or changes

resulting out of job redesigning or a technological break through require some

type of training and development efforts.

Training is a process of learning a sequence of programmed behavior. It is

application of knowledge. It gives people and awareness of the rule and

procedure to guide their behavior. It attempts to improve their performance on

the current job or prepare job or prepare them for an intended job.

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In brief we can that….

1. Training is a conscious, deliberate and planned.

2. It is continuing process; it has to be repeated from time to time in view of

fast changes taking place in society.

3. It means imparting instruction about a particular work or profession.

4. Its purpose is to improve the skill, knowledge and effectiveness of the

employees.

In simple terms, training development refer to the imparting of specific skills,

abilities and knowledge to an employee.

It is any attempt to improve current or future employee performance by increasing

an employee’s ability to perform through learning, usually by changing the

employee’s attitude or increasing his or her skills and knowledge. The need for

training is determines by the employee’s performance deficiency computed as

follows:-

INPUTS IN TRAINING AND DEVELOPMENT

Any training and development programme must contain inputs which enable the

participate to gain skills, learn theoretical concepts and help acquire vision to look

into the distant future. In addition to these, there is a need to impart ethical

orientation, emphasize on attitudinal changes and stress upon decision making

and problem solving abilities.

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SKILLS.

Training, as was stated earlier, is imparting skills to employees. A worker need

skills to operate machine, and use other equipment with lease damage and scrap

This is a basic skill without which the operator will not be able to function. There

is also the need for Motor skills. Motor skills (or psychomotor skills, as they are

sometimes called) refer to performance of specific physical activities. These

skills involve learning to move various parts of one’s body in response to certain

external and internal stimuli. Common motor skills include walking, riding a

bicycle, trying a shoelace, throwing a ball, and driving a car. Motor skills are

needed for all employees from the janitor to the general manager. Employees,

particularly supervisors and executives, need interpersonal skills popularly known

as the people skills. Interpersonal skills are needed to understand one and

others better, and act accordingly. Example of skills includes listening,

persuading, and showing an understanding of other’s feelings.

EDUCATION.

The purpose of education is to teach theoretical concepts and develop a sense of

reasoning and judgment. That any training and development programme must

contain an element of education is well understood by HR specialists.

Any such programme has university professors as resource persons to enlighten

participants about theoretical knowledge of the topics proposed to be discussed.

In fact, organizations depute or encourage employees to do courses on a part

time basis. Chief executive officers are known to attend refresher courses

conducted by business schools.

DEVELOPMENT.

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Another component of a training & development programme is development

which is less skill oriented but stresses on knowledge. Knowledge about

business environment, management principles and techniques, human relations,

specific industry analysis and the like is useful for the better management of a

company.

ETHICS

There is need for imparting greater ethical orientation to a training programme.

There is no denial of the fact that ethics are largely ignored in business.

Unethical practices around in marketing, finance and productions in an

organization. They are less seen and talked about in the personnel function; this

does not mean that the HR manager is absolved of the responsibility. If the

production, marketing or finance personnel indulge in unethical practices the fault

rests on the HR manager. It is his/her duty to enlighten all the employees in the

organization about the need for ethical behavior.

ATTITUDINAL CHANGE.

Attitudinal represent feelings and beliefs of individuals towards others. Attitude

affects motivation, satisfaction and

Job commitment. Negative attitude need to be converted into positive attitudes.

Changing negative attitudes is difficult because:-

1. Employee refuses to change.

2. They have prior commitments.

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3. Information needed to change attitudes may not be sufficient.

Nevertheless, attitudes must be changed so that employees feel committed to the

organisation, are motivated for better performance and derive satisfaction from

their jobs and the work environment.

DECISIONS MAKING AND PROBLEM SOLVING SKILLS.

Decision making and problem solving skills focus on methods and techniques for

making organizational decisions and solving work related problems. Learning

related to decision making and problem solving skills seeks to improve trainees

abilities to define and structure problems, collect and analyze information,

generate alternative solutions and make an optimal decision among alternatives.

Training of this type is typically provided to potential managers, supervisors and

professionals.

Thus the explanation made above briefs us about the meaning of training and the

inputs that should be present in an ideal training programme that exist in an

organization.

TRAINING IS EQUAL TO:

STANDARD PERFORMANCE- ACTUAL PERFORMANCE

DETERMING TRAINING NEEDS.

Based on our determination of the organization’s needs, the type of work to be

done, and the type of skills necessary to complete this work, our training

programmes should follow naturally. Once we can identify where deficiencies lie,

we have a grasp of the extent and nature of our training needs.

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Once it has been determined that training is necessary, training goals must be

established. It is not adequate merely to say the change in employee’s

knowledge, skills, attitudes or behavior is desirable, we must clarify what is to

change and by how much. These goals must be tangible, verifiable, timely and

measurable.

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Is therea need

fortraining

What are theorganization’s

goals

to achieve their What tasks must be

completed goals.

What deficiencies, if any, do incumbents have in the skills, knowledge or abilities required to exhibit the necessary job behaviours

What behaviours are necessary for each job incumbent to complete

his or her tasks?

Training Sy stems at DC

DCF HAS A TWO PRONGED STRATEGY FOR TRAINING

& DEVELOPMENT

1. Internal Training. Conducted in house by internal & external faculty.

2. External Training. Need based nominations as well as ado basis

training at Gyanodaya or other agencies.

INTERNAL TRAINING IS BASED ON.

Training and development needs identified through STNI Process.

IDENTIFICATION OF TRAINING NEEDS/ ANALYSIS.

1. HRD department at the beginning of the financial year advise other

departments to identify the training needs of their employees.

2. By mutual discussion, Hoods/ concerned superior identify the needs of

their employees.

3. HRD department collects the identified training needs.

4. On the basis of collected data, HRD personnel interact with departmental

heads and after extensive deliberations with the Hoods, training needs are

rationalized by clubbing similar needs, removing low priority needs to

arrive at the rationalized programmes.

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DESIGNING TRAINING PROGRAMME .

IDENTIFICATION OF FACULTY MEMBERS.

Faculty members are identified in consultation with the concerned department

head from where the training need emanates and the identified faculty members

are made responsible to design the required programme.

PROGRAMME DESIGN.

The programme design format is used to derive the programme objectives,

course contents, target audience, training methodology, required resources and

the evaluation mechanisms. The faculty in consultation with HRD designs the

programme around the identified training.

THE LEARNING CALANDER.

Training programmes are categorized into four head viz.

1. Technical

2. Functional

3. Behavioral

4. Supportive.

Based on the faculty availability & number of programmes required to cover the

identified employees the programmes are scheduled and incorporated in the

learning calendar.

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DETERMINING TRAINING NEEDS.

Based on our determination of the organization’s needs, the type of work to be

done, and the type of skills necessary to complete this work, our training

programmes should follow naturally. Once we can identify where deficiencies lie,

we have a grasp of the extent and nature of our training needs.

Once it has been determines that training is necessary, training goals must be

established. It is not adequate merely to say the change in employee’s

knowledge, skills, attitudes or behavior is desirable, we must clarify what is to

change and by how much. These goals must be tangible, verifiable, timely and

measurable.

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Executive

summary

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SUMMARY

Training is an integral part of any organization so is in DCF here is an effective

Training system in the organization since 1993. The identification of needs has

been through the performance appraisal form. This system always delivered

data, which after some discussion and further rationalization took the form of a

very professional looking calendar. But after taking the feedback from the

employees it was clear that employees wanted to apply learning from

developmental programmers and were asking for more support. Main outcome

of feedback taken was that there is a need for structured and systematic training

need identification process. With promotions and other increments in mind the

employee never discussed the training need properly.

Finally it was decided by mutual consensus to separate the training need

identification from performance appraisal. A new format “individual Development

Plan” was designed. First appraise had the opportunity to write down what he felt

are his need. This new scheme was launched in 2002. Though there were few

initial hitches, later this new scheme was accepted by the people. After smooth

running for sometime it was identified that this scheme also had few loopholes.

It became a paper work for most of the people. It was a very time consuming

process. As the list of training provided was given alongwith the development

form, normally only those needs were ticked. Later it was realized that there was

very big list of training needs by the individual with out even realizing the need

and the urgency for the training need. As a result no proper evaluation of the

same use to take place. At last, again there was a need to have a strong

systematic need identification process, supported by the evaluation mechanism.

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TRAINING SYSTEMS AT DCF

DCF HAS A TWO PRONGED STRATEGY FOR TRAINING & DEVELOPMENT:

Internal Training. Conducted in-house by internal & external facility.

External Training. Need based nominations as we as ado basis trainings at

Gyanodaya or other agencies.

Internal Training is based on:

Training and development needs identified through STNI process.

Identification of Training Needs/ Analysis:

HRD department at the beginning of the financial year advise other departments

to identify the training needs of their employees. By mutual discussion, Hoods/

concerned superior identify the needs of their employees. HRD department

collates the identified training needs.

On the basis of collated data, HRD personnel interact with departmental heads

and after extensive deliberations with the Hoods, training needs are rationalized

by clubbing similar needs, removing low priority needs to arrive at the rationalized

programmers.

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DESIGNING TRAINING PROGRAMMES

Identification of Faculty Members:

Faculty members are identified in consultation with the concerned department

head from where the training need emanates and the identified faculty members

are made responsible to design the required programme.

Programme Design.

The programme design format is used to derive the programme objectives,

course contents, target audience, training methodology, required resources and

the evaluation mechanisms. The faculty in consultation with HRD designs the

programme around the identified training needs.

THE TRAINING CALENDER.

Training programmers are categorized into four heads viz.

1. Technical

2. Functional

3. Behavioral

4. Supportive

Based on the faculty availability & number of programmers required to cover the

identified employees the programmers are schedules and incorporated in the

learning calendar.

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CIRCULATING THE CALENDAR.

This learning calendar is circulated to all managers and above, all faculty

members. Hoods are free to nominated participants in these training

programmes.

DELIVERY OF TRAINING PROGRAMMES.

HRD department helps the faculty members in preparing the training modules,

provides resources like training rooms, OHP, LCD projectors etc. The training is

delivered as per schedule in the Learning calendar.

SKILL BASED TRAINING.

Skill based training is imparted to improve immediate application of the learning

on the job. Skill levels are defined for all employees that are then converted into

skill charts. The concerned Hoods for regular improvement in the skill levels

closely monitor this chart. Regular departmental retraining classes are held

weekly for refreshing the plant operating knowledge & imparting skills. Senior

officers act as faculty on a rotation basis.

External training need based.

Besides above, individuals are being identified for specific need based training

and are nominated at Gyanodaya –Mumbai and other institutions.

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EXISTING STNI SYSTEM & THE STEPS INVOLVED

Introduction.

Organization is under great pressure today to provide increasingly higher level of

quality, service and value. All of this demands new skills and therefore training

can build these skills so that employee’s performance can be more effective

under changing, increasingly challenging and competitive environment. It is true

for managers, team leaders and members, individual contributors, professionals

and executives.

Many organizations implement training programme, only to be disappointed that

‘it just didn’t have the impact we wanted’. The organizations then moves on to

another initiative, leaving the first one remembered as a flash in the pan.

Managers and employees eventually become cynical about the training in

general.

Thus there is a need to have a planned and systematic approach for training to

maximize the benefits of training.

These are few key questions that are to be answered at every stage, for effective

implementation of the process.

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Step-1. COMMUNICATION ORGANAIZATIONAL GOAL

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Communicating Organizational goals and

strategies.

Sustaining the training impact

Linking Training outcomes to the

organizational goals and strategies.

ImplementingThe training

initiative

Obtaining & maintaining the support and involvement of management

Positioning and publishing the training

initiative.

Implementing training effectively begins with understanding and communicating

your organization’s goals and strategies. Knowing why organization is in the

business, how it conducts business, and how its business needs are changing

allows your to make good decision that will support the implementation of new

values and skills.

Normally there is a gap between the current state and desired state to

accomplish the goals. This gap has to be bridged through training. To meet the

organizational goals there is not only a strategic gap of systems, processes and

infrastructure but also people knowledge, attitude and skills.

KEY QUESTIONS:

1. What are the major goals of the organization?

2. What are the strategies that are used to achieve those goals.

3. What is the business issues driving the training needs? What do people

need to do in day-in and day out to achieve business goals?

4. What is the target audience for training?

5. What are the roles, behavior changes and new expectations required of

the target audience in order to achieve desired business result?

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CurrentState

Desired State

Step -2. COMPETENCIES CREATE THE LINE

BETWEEN ORGANIZATIONAL GOALS &

STRATEGIES AND TRAINING SKILLS.

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Organizational Goals and Strategies

What are the strategic issues and directions in which the organization is pursuing?

GOALS & STRATEGIES EXAMPLES

Enhanced operational efficiency greater customer intimacy

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COMPETENCIES

What does each target group have to be good at a accomplish its business goals and address its strategies?-Executives.-Managers and Supervisors.-Professional-Individual contributors-Team leaders-Team members.

COMPETENCIES EXAMPLES

Associates and supervisors.

-Good at process streamlining and improvement.-Executives and managers: Good at reinforcing everyone’s focus on the customer.

KNOWLEDGE

What additional knowledge is needed to develop the necessary competencies?

KNOWLEDGE EXAMPLES

-Understanding what effective process are-Understanding what it is to be customer focused

ATTITUDES

What kind of attitude is needed to enhance the like hood of competency development?

ATTITUDES EXAMPLES

-Willingness to critically assess what one is done.-Willingness to be a team –Player-Willingness to serve the Customer

STRATEGIC TRAINING NEED IDENTIFICATION.

At the beginning of the year HRD will notify all the departments to re-look at their

departmental goals for the given year. Later, strategic training need identification

sheet would be required to be filled in by all the Hoods. Time frame to complete

the sheet would be 15 days. This would capture data like:-

-Organizational strategies.

-Departmental goals

-Concern area.

-Areas where HR can help.

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SKILLS

-What skills training are needed to develop the necessary competencies?

SKILL EXAMPLES

-Ability to map the process from the input to the output-Ability to set service standards-Ability to set customer- focused performance goals with associates

FUNCTIONAL HEAD WOULD VALIDATE THE SHEET FILLED IN BY THE

HOD.

As per the schedule HRD personnel will meet up with the HoD. There would be a

set of common guidelines for questioning by the HRD personnel. The basis of

discussion would be the strategies training need identification sheet filled by the

HoD.

Schedules discussion will take between the HRD personnel and the Hood. The

objective of the meeting would be to collect the specific and relevant information

regarding training such as

1. WHAT Current need.

2. WHY Reason for the need

3. WHO Identification of specific individual/ grades.

4. WHERE In case of external training need.

This will help HRD to get the right picture as to WHY a particular training is need.

Finally at the end of the discussion, functional and behavioral training needed by

the department would be identified.

1. After collating all the data, HRD would prepare a customized training need

sheet, which would be filled in by all the managerial employees. This

particular sheet would have the training need identifies by the Hood. An

employee would have an option here to continue with the needs identified

for him or he would even have the privilege to make additions to the list.

2. Collating needs into standardized need format.

3. Sanctioning of the budget by the EP.

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4. For finalizing the internal trainers HRD personnel would need to meet up

with the concerned Hood.

5. HRD starts preparing calendar for the year.

6. Each programme would have a clear objective laid down from the need

sheet prepared at the beginning while identifying the needs of the

department.

7. Then comes evaluating the effectiveness of the training system that has

been implemented in the organization.

Evaluation will measure how successfully we have been able to reach our goals.

Before designing your evaluation activities, as yourself these questions:-

1. What will help me improve my training design process for the future?

2. How can I find out if participants learned what I hoped?

3. How can I find out if participants implemented what I hoped ?

4. How can I find out if library service improved as a result of the training.

Four levels of Training Evaluation:

Donald Kirkpatrick’s four levels of training evaluation is referred to as the classic

model of evaluation by the American society for training and development.

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His model suggests that evaluation always begin with level 1, and the, as time

and budget allow, move sequentially through levels 2,3, and 4. Information from

each prior level would serve as a base for the next level’s evaluation.

Moving through the levels, the evaluation process becomes more difficult and

time-consuming, although it provides information that is of increasingly significant

value. The most frequently used measurement is level 1 because it is the easiest

to measure.

Measuring results that make an impact on overall library service is more difficult

and it conducted less frequently, yet yields the most valuable information.

Level 1. Evaluation –Reactions.

What were the participants’ perceptions of a training programme?

Did they like it?

What the material relevant to their work?

Level 2.

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REATION

RESULTEVALUATION LEARNIN

G

Evaluation –Learning.

What learning occurred as a result of a training programme?

How have the participants advanced in skills, knowledge or attitude.

Methods range from formal to informal testing to team assessment and self-

assessment.

If possible, participants take the test or assessment before the training (pre-test)

and after training (post test) to determine the amount of learning that has

occurred.

Level 3. Evaluations -Transfer

What change has occurred in participants’ behavior due to the training

programme?

Are the newly acquired skills, knowledge, or attitude being used in the everyday

environment of the participant?

Measuring behavior change in difficult as it is often impossible to predict when

the change will happen.

Decisions need to be made in terms of when, how often and how to evaluate.

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Evaluation –Results.

What is the overall impact of the training on the measuring the success of the

training on the organization (e.g. increased effectiveness, improved quality,

decreased costs, redacted frequency of accidents etc.

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Information measure Sample Evaluation Activity

Level 1.- Reactions.

Measures participants’ perception

about a training programme

Immediately following the training

session, participants will fill up an

evaluation form.

A course designer will set it on the

training and within one week following

the session will provide a critique.

Within two weeks after the training

session, selected participants and

supervisors will be interviewed and/ or

surveyed about training session design

and delivery.

Level 2- Learning

Measure what participants learned

(Skills, knowledge, or attitudes) as a

result of the training programme.

During or by the end of the training

session participants will be given a

verbal or written quiz on key elements.

During the session participants’ will

participate in a simulation of kea

techniques.

Within one month after the training

session, selected participants will be

asked to demonstrate key technique.

Level 3. Transter

Measures what change has occurred in

partcipants’ behaviour due to the

training programme?

Six months following the training

session, identify the level of

implementation of selected key

elements by surveying participants and

supervisors.

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Step. 3 INVOLVING MANAGEMENT.

Key Outcome.

An action plan of what you will do before, during and after to ensure training

results.

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Communicating Organizational Goals

and Strategies





initiative

Obtaining & maintaining the

support and involvement of management


initiative.

A successful training implementation requires active support and visible

involvement of management. This support can take a variety of forms. It can

range from endorsing training (passive support) to actively participating in some

of the key decisions regarding the plan.

The odds of a successful implementation increase significantly, as managers

become actively involved in the process. At higher levels of involvement,

executives and managers usually model the desired behaviours themselves,

champion the change, and in some cases acutely conduct some or all of the

session themselves.

Management support and involvement is important not only during the training

but long after the session has ended. The transfer or learning from the

classroom to the job will probably not take place in any lasting way unless

managers reinforce the new behaviours. Gaining and maintaining this type of

ongoing management support and involvement is a critical step in the

implementation process.

Key questions.

1. Who are the key players in this initiative?

2. What management behaviors are needed to support the desired changes?

3. What are the current obstacles to achieving the desired results?

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Step 4. Positioning & Publicising.

Key outcome:

A communication plan that shows who communicates what message, why and

when it’s communicated to ensure training results.

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and Strategies





initiative



initiative.

Occasionally, an organizational change effort will not gain the momentum it need

because it lacks publicity or is poorly positioned. A good training implementation

plan will include a variety of measures to achieve visibility. Articles in the

organization’s newsletter or the curriculum of statements made by executives

about training will serve to increase visibility and will result in increased interest

and management commitment.

In positioning, the training is strongly linked to the goals of your organization and

states the rational for the linkage.

Greater the number of participants in any target group, the more likely it is that

the efforts of training will take hold and endure.

For positioning the training programme successfully communication plays a very

important role. Effectively communication must be conveyed before during and

after training.

Before.

1. Convey the new system of training.

2. Convey the ongoing management support and commitment (through

presentations).

3. Keep one person responsible for the same and announce the same.

4. Cascade the management announcement and updates.

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5 Create participants invitation to training.

6. Conduct process checks by training implementation team.

DURING.

1. Communicate the success stories throughout the organization.

2. Check to ensure all facets of the communication plan are working.

AFTER.

1. Evaluate the effectiveness and continually modify communication plan.

2. Communicate evaluation results in report and briefing.

3. Continue implementing modified communication plan.

An effective communication plan must capture all the details before, during and

after training. Major details like who is the audience, what training would be

given, where would it be given, what method would use etc. It must be clear to

the employees as to ‘what is in it for me’.

Key Questions.

1. What is the positioning statement for this initiative?

2. How will feedback on the initiative be sought and integrated.

3. How will we ensure that target audience fully understands the business

and operational goals?

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After following all the steps now there is a need for successful implementation of

Step 5. IMPLEMENTATION THE TRAINING INITIATIVE.

Key Outcome;

Detailed plans for tracking the training scheduling facilitator selection, logistics

and evaluation.

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and Strategies






initiative.


initiative

training. But many well-planned implementations have gone awry because of

lack of attention to the many detailed activities required to get the training up and

running.

These details require a significant amount of planning. Prior to the first training

session, carefully select the facilities and participants. Consideration to

scheduling, determining group size and mix. Have invitations sent to the

participants and order the other materials, supplies and equipment.

An overview of the training or orientation should be prepared for the participant’s

managers. Participants should be informed about the content and objectives of

the training so that their expectations are in line with what the programme is

intended to accomplish.

During the first session special care has to be taken to set the proper tone. It is

helpful to have the CEO or another Sr. Manager attend the initial session for the

ach group. Also, facilitators should be thoroughly familiar with the materials so

that they deliver the programme with ease and confidence.

Planning for following up activities with the participants should also begin at this

time. A chelist of things to do will help to ensure that none of these critical steps

are overlooked.

REASONS IMPLEMENTATORS DON’T GET SUPPORT:

1. They don’t ask for it.

2. They don’t clearly define what it is they want.

3. They set expectations too low.

4. They do not establish a link between the organizational goals and training

activity.

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THE TRAINING IMPLEMENTATION PROCESS.

There are four activities that are responsible are:

1. Planning the training roll out.

2. Managing the before, during, after activities for all levels of the

organization.

3. Evaluating the transfer of training throughout the roll out.

4. Maintaining the momentum after the training roll out begins

GRAPHICAL REPRESENTATION OF TRAINING IMPLEMENTATION PROCESS.

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PLANNING(A)

MAINTAINING

(D)

TRAININGIMPLEMENTATI

ON TEAM

MANAGING

(B)

EVALUATING(C)

(A PLANNING THE TRAINING ROLL OUT

Pace of training Schedule.

1. Number of training sessions needed.

2. Peak business times making training difficult.

3. Location of all training.4. raining material handling/ ordering/ storing.

Selection of facilities.

Self on domination, peer nomination, management nomination.

2. Credibility of facilitators to train executive and management levels.

3. Different shifts an facilitators flexibility in training.

4. Different locations, facilitators traveling expectations.

5. Part time/ full time trainers time away from job preparing for training.

6. Trainers coach.

Order of attendance.

1. Target area/ division.

2. Readiness factors.

3. To mix or not to mix audience managers, supervisors, front line.

4. Rescheduling.

Managing the before, during and after

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BEFORE.

1. Link training to organization initiatives/ strategies.

2. Design communication briefing packets.

3. Develop internal communication.

DURINGS

1. Communicating the importance of this training during the session.

AFTER.

1. Expectation shared of what should be done differently.

2. Coaching knowledge/ attitudes/ skills.

3. Follow up plan developed.

Evaluating/ feedback.

1. Collecting participant’s feedback.

1.1 Track of training session evaluation.

1.2 Process training exercise/ collect data/ examine data/ reply.

1.3 Who will track?

1.4 Who will manage process?

1.5 Evaluation maintain ace.

Maintaining the momentum.

1. Things facilitators/ managers/ supervisors can do.

2. Support trainers/ their efforts.

3. Provide/ develop refresher sessions.

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4. Share organization success stories.

Key questions.

1. Who should be in the implementation team?

2. What are the roles and responsibilities of the implementation team members?

3. What is the training frequency?

4. Who should facilitate the training? Where will the training be held

5 What is the budget for this initiation?

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SUSTAINING THE TRATNING IMPACT

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Step. 6 SUSTAINING THE TRAINING IMPACT.

Key Outcome:

Knowledge, attitudes and skills learned in training are used every day on this job.

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and Strategies





Initiative



initiative.

Sustaining the benefit of a training initiative is in many ways the most crucial step

in guaranteeing success or failure. What occurs after the classroom session in

terms of application, reinforcement, and monitoring will determine the extent to

which training contributes to improved activities to sustain results are identified up

front and incorporated into the plan from the start.

There are six elements that can help ensure positive training results. Each

encompasses a broad range of tactics to help the classroom experience carry

over to realities on the job.

The six elements are as follows:

1. Institutionalize.

2. Measure Results.

3. Positively Reinforce.

4. Actively plan

5. Communicate

6. Train again.

Key Questions.

1. How will evaluation data collected during and after training be used to

support or modify organizational goals and strategies?

2. How will evaluation data be communicated to the organization.

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3. Will there be ongoing club activities to share experience, success and new

information?

4. What recognition to trained associate receives when they use skills in

everyday job performance?

5. What planning do managers and associates do to ensure transfer of

learned skills to the workplace?

6. What plans are there for follow up training or skill refresher sessions?

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SUMMARY OF THE WORK DONE ON STNI

There were five steps that has been followed by me for the completion of the

process also exist in the co.:-

1st Step. Designing of Questionnaire.

This step involves following things.

1. Study of existing questionnaire.

2. Making necessary changes that has been tracked by the top management

together with the mutual consensus of HR department.

3. Presentation was made before all the HoDs regarding the changes made.

4. Keeping proper record of the suggestions made by different HoDs.

5. Incorporating the changes.

6. Approval from VP HRD.

2nd Step. Intimating the final system to HoDs.

This involves.

1. Circulating the STNI forms to all the HoDs.

Where in the HoDs will get the forms filled by the employees in his

department after properly making him understand about the system and

the way to fill the forms.

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3rd Step. Data compilation.

1. Receiving the filled forms.

2. Compiling the data received.

3. Preparing the summary of the data received.

4th Step: Rationalizaation.

Prepared summary about the data’s are sent to all the HoDs for rationalization.

Where in the HoDs discussed it with the HR department rationalized the training

need that has been mentioned by the individual employees of their department to

make the process more specific and to ensure that all the training requirements

are linked with unit.

5th Step. Preparing training calendar.

Training calendar is prepared on the basis of trationalized needs where in:-

1. Coding is done for different training needs to make it easy and specific,

2. Secondly reports are generated based on five methods in which a

particular training programme will be imparted to the employees these

are:-

2.1 KIP (Knowledge Integration Programme). Under this method employee

are sent to different fertilizer company or to similar group company to

acquire the requisite knowledge.

2.2 Internal training.

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2.3 External training.

2.4 On the job training.

2.5 E-learning.

This training C alendar will have the information like .

1. No of employees for a particular training.

2. Name of the faculty.

3. Objective of the training.

4. Type of the training.

5. Duration or time period etc.

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FLOW CHART OF STRATEGIC TRAINING NEED IDENTIFICATION

PROCEDURE.

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HRD TO FACILITATE DEPARTMENT GOAL IDENTIFICATION

CONDUCT STRATEGIC TNI DISCUSSION WITH CONCERNED HoDs.

VERIFY/ VALIDAE NEEDS IDENTIFIED FROM INDIVIDUAL EMPLOYEES.

COLLATE/ RATIONALIZE TRAINING NEEDS IN CONSULTATION WITH HoDs

AND IDENTIFY APPROPRIATE TRAINING PROGRAMME

FACULTY DESIGNS TRAINING OBJETIVES AND SUBMITS DATA TO

HRD

HRD TO INCORPORATE ORGANIZATION NEED BASED PROGRAMMES INTO THE

CALENDER

FINALIZE SCHEDULE FOR LEARNING CALENDAR IN CONCULTATION WITH

FACULTY AND HODS

RESEARCH METHODOLOGY

MEANING OF RESEARCH

Redman and Mary define research as a ‘Systematized effort to gain new

knowledge’. Research can be considered as a movement, a movement from the

known to the unknown. It is actually a voyage of discovery.

OBJECTIVE OF REASERCH.

The main aim of research is to find out the truth which is hidden, though each

research study has its own specific purpose.

Recruitment and Training processing DCF a unit of Jaypee Group.

TYPE OF RESEARCH.

My project is an Analytical research. Researcher has facts or information. Any by

this he analyze the facts and these to make a critical evaluation of the material

RESEARCH DESIGN.

The main characteristics of research design can be summarized in two words.

1. Anticipation

2. Specification.This project is based on secondary data because every facts

and data already available and by this researcher find out the best person

provide recruitment and training

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QUESTIONNAIRE

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Dear Sir. I am km.REETA a student of MBA. UNITED INSTITUTE OF

TECHNOLOGY Allahabad, conducting a survey on employee welfare in

UPRVUNL with regard to my academic project under the guidance of A.K

MOHANTA valuable time in these

1- Do you like the JAYPEE CEMENT? Say……

Yes No 2- Does the JAYPEE CEMENT is best in comparison to the brand of

Cement?

3- How to know about the JAYPEE CEMENT through

Advertisement

Newspaper

Others4- Do you think that JAYPEE CEMENT is the best quality of cement? Why

5- How much point give you the JAYPEE CEMENT in up to 10 marks?

2-5 4-6

8-10 others

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findings

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recommendations

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CONCLUSION

Thus this system of strategic training need identification plans to identify the

needs which would help the individual to actually apply it at his workplace. By

involving the HoD at the beginning, ensures that the training program conducted

would be of relevance to the department and will help them in achieving their

objectives.

This top down approach not only will allow the HoDs to identify the needs but

also the individual at different grades to identify his own needs. The main focus

of this programme would be to identify the training needs depending on the

concern areas of the department arising out of the objective/ goals for the year.

To support the system this new evaluation mechanism focuses on the result

based evaluation form. This form tries capturing the data relevant to the work

place.

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BIBLIOGRAPHY

Books.

1. Human resources and personnel Management-

-Ashwathapa

2. Organization behavior-

-Luthans Fred

3. Personnel Management

-Mammoria

DOCUMENTS.

1. Documents that was available in the Co. Regarding training

REFERENCES:

1. www.google.com

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THANK

YOU

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Project Report On

Documents

allahabad project report

hydropower project

complete project

ms dalla cement factory

jal cement division

selection process

largest cement production

jaypee culture