Training and Development A STUDY ON TRAINING AND DEVELOPMENT AT INDIAN FARMERS FERTILISER COOPERATIVE LIMITED (IFFCO) PROJECT REPORT SUBMITTED FOR THE AWARD OF THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION (Human Resource) Sikkim Manipal University SESSION: 2008-2010 Under the guidance of Mr. BD Khatreja IFFCO 1
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Training and Development
A
STUDY ON
TRAINING AND DEVELOPMENT
AT
INDIAN FARMERS FERTILISER COOPERATIVE LIMITED
(IFFCO)
PROJECT REPORT
SUBMITTED FOR THEAWARD OF THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION(Human Resource)
Sikkim Manipal UniversitySESSION: 2008-2010
Under the guidance ofMr. BD Khatreja
IFFCO
SUBMITTED BY:Ms. Dimple Agrawal
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Training and Development
Enrolment No: 510810960
ACKNOWLEDGEMENT
I take this opportunity to express our profound sense of gratitude and respect
to all those who helped me throughout the duration of this project. I feel
privileged to offer our sincere thanks and deep sense of gratitude to Mr. BD
Khatreja (IFFCO) for expressing his confidence in me by letting me work
on a project of this magnitude and providing his support, help &
encouragement in completing this project.
I would also like to thank Mr. Naresh Kaushik of Training Department.
I would like to thank all the other persons who directly or indirectly helped
me in completion of my report and provided me with correct and valuable
guidance during the course of study. Last but not the least, I shall remain
indebted to Almighty God for his blessings on me during my project period.
Dimple Agrawal
4th Semester, MBA
Sikkim Manipal University
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Training and Development
CANDIDATE’S DECLARATIONCANDIDATE’S DECLARATION
I, Dimple Agrawal, hereby declare that the project entitled “Training
and Development” which is being submitted in the fulfillment of the
requirements for the award of degree of MASTER OF BUSINESS
ADMINISTRATION from the Sikkim Manipal University, is carried
out by me purely with my own efforts solely meant for this Project under
the guidance of Mr. BD Khatreja (HR HEAD, IFFCO New Delhi).
Dimple Agrawal
4th Semester, MBA
Sikkim Manipal University
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Training and Development
INDEX
1. Objectives and Scope of Study-----------------------------------------
lines, carriages, storage sheds and accommodation of all descriptions
for facilitating the business of IFFCO;
To manufacture, store, maintain, sell, buy, repair, alter, exchange, let
on hire, export, import and deal in all kinds of articles and things
which may be required for the purpose of any of the business of
IFFCO or are commonly supplied or dealt in by persons engaged in
any such business or which may seem capable of being profitably
dealt in connection in any of the business of IFFCO;
To act as warehousing agency under the WAREHOUSING ACT and
own and construct its own godowns or higher godowns for storage of
fertiliser and other goods;
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Training and Development
To set up storage units for storing fertilisers and other goods by itself or
in collaboration with any other co-operative institution or any other
agency;
To maintain transport units of its own or in collaboration with any other
organisation in India or abroad for movement of goods by land and
sea etc.;
To acquire, take on lease or hire land, buildings, fixtures and vehicles
and to sell, give on lease or hire them for the business of IFFCO;
To promote and organise other co-operative societies in the field of
manufacturing, production and marketing of fertilisers and other
agriculture production requisites and agriculture and rural
development;
To subscribe to the shares of co-operative and other institutions;
To enter into contracts and collaborations for purchases, production,
manufacture and marketing of raw materials, auxiliary products,
packing materials, finished products, by-products and other waste
products and also enter into joint marketing and product exchange
agreements with other co-operative institutions, Public sector
Undertakings or any other agency;
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Training and Development
To enter into collaboration with cooperative or others in India or in
foreign countries for machinery and equipments, and for designing,
engineering, construction, erection, operation and maintenance of
fertilisers, chemicals and other plants;
To provide technical consultancy and other services to member
societies and other agencies;
To set up agricultural farms by purchasing, acquiring and taking on
lease of land from government institutions and private agencies for
research and development of agriculture;
To set up institutes for providing training to the farmers and others in
the modern and improved agricultural technology and areas of human
resource development;
To provide and arrange for the training of the employees of the
cooperative societies to promote and develop the sales of fertilisers
and other agriculture production requisites in which IFFCO is
interested;
To take up such other activities which are incidental and conducive to
the agriculture rural development;
To establish branch offices and sales depots;
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Training and Development
To carry on agency business of every kind and description connected
with the business of IFFCO;
To undertake research and such other activities as are incidental and
conducive to the development of the industry as well as IFFCO;
To undertake processing and manufacture of insecticides, pesticides,
seeds, agricultural machinery and implements and other agricultural
tools and machinery;
To set up forestry and undertake processing and marketing of forestry
products;
To undertake setting up of industries of national importance or growth
potential;
To organize manufacture and marketing of implements, tools and
machinery;
To organize bio-technology based industries;
To acquire real estates in rural and urban areas and also promote
Cooperative Housing for employees and members;
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Training and Development
VISION & MISSION
Vision
To augment the incremental incomes of farmers by helping them to increase
their crop productivity through balanced use of energy efficient fertilizers;
maintain the environmental health; and to make cooperative societies
economically and democratically strong for professionalized services to the
farming community to ensure an empowered rural India.
Mission
To provide to farmers high quality fertilizers in right time and in
adequate quantities with an objective to increase crop productivity.
To make plants energy efficient and continuously review various
schemes to conserve energy.
Commitment to health, safety, environment and forestry development
to enrich the quality of community life.
Commitment to social responsibilities for a strong social fabric.
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Training and Development
To institutionalize core values and create a culture of team building,
empowerment and innovation which would help in incremental
growth of employees and enable achievement of strategic objectives.
Foster a culture of trust, openness and mutual concern to make
working a stimulating and challenging experience for stakeholders.
Building a value driven organization with an improved and responsive
customer focus. A true commitment to transparency, accountability
and integrity in principle and practice.
To acquire, assimilate and adopt reliable, efficient and cost effective
technologies.
Sourcing raw materials for production of phosphatic fertilisers at
economical cost by entering into Joint Ventures outside India.
To ensure growth in core and non-core sectors.
A true cooperative society committed for fostering cooperative
movement in the country. Emerging as dynamic organisation,
focussing on strategic strengths, seizing opportunities for generating
and building upon past success, enhancing earnings to maximise the
shareholders’ profit.
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Training and Development
VISION 2010
The Society has embarked upon another growth plan titled “VISION
2010” to achieve annual turnover of Rs. 15,000 crore (USD3400
Million) by the year 2010.
The Society is exploring avenues for diversification into other
profitable business areas, apart from fertilizer sector, for sustained
growth and adequate return to member shareholders.
Focus on farmer oriented schemes and strengthening of cooperative
infrastructure.
Installation of Ammonia/Urea plants including acquisition of fertilizer
unit.
Generation of power.
Production and marketing of micronutrients, seeds, bio-fertilizers,
pesticides etc.
Value-addition to agri-products and marketing.
Information technology and IT enabled services.
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Training and Development
RESEARCH & DEVELOPMENT:
IFFCO has successfully tried producing one of the water soluble
fertilisers urea phosphate at its R&D laboratory at Kandla Plant.
Trial run for the production of neem coated urea has been taken up at
Kalol Unit to increase the N use efficiency and prill stability.
A study has been initiated to produce bio-manure through microbial
decomposition from the bio-mass from the sugar factory.
There has been an annual negative balance for large number of nutrients
in the soil, which is a threat to sustainable agriculture. A survey has
revealed that the replenishment of the depleted nutrients, partial or
completely, is missing. Almost half of the samples from cultivated areas
have shown deficiency of zinc, Sulphur and phosphorous. Therefore, the
value added phosphatic fertiliser with zinc and Sulphur micro-nutrients is
proposed to be produced at Kandla Unit for field trial. IFFCO has
contributed about 17.1% to the total ‘N’ and 17.7% to the total ‘P2O5’
produced in the country during 2000-2001.
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Training and Development
CORPORATE SOCIAL RESPONSIBILITIES
In discharge of its social responsibilities, IFFCO has taken up a number of
promotional and development programmes for rural areas around the Plants.
Further, it has evolved several promotional programmes, schemes and
services which are being executed by the Marketing Division throughout the
country for providing support services to the farming community. All these
activities have been going in for a number of years. IFFCO conducts a
regular survey to evaluate the socio-economic impact of IFFCO’s fertiliser
plants and its agricultural and promotional activities in different parts of the
country in terms of both direct and indirect impact - favourable as well as
unfavourable.
KISAN SEWA FUND
IFFCO has established a Charitable Trust known as Kisan Sewa Fund to
provide relief and rehabilitation to the victims in the event of natural
calamities like floods, earthquakes, cyclones, fires, landslides and droughts
etc. and with the immediate objective of providing relief, rehabilitation and
reconstruction of earthquake victims of Gujarat. It is worth mentioning that
IFFCO employees have contributed separately an amount of Rs. 1 Crore to
the Fund. The Board of Directors of IFFCO has also contributed their one-
day’s sitting fee to the Fund. On a long-term basis, IFFCO has decided to
contribute Rs. 1 crore every year by making appropriation out of its profits.
Other cooperatives including KRIBHCO, NCUI, NAFED, Federations and
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Primary Cooperative Societies have also been invited to make voluntary
contributions to Fund and for being associated with the charitable activities
of the Fund.
IFFCO KISAN SEWA TRUST
IFFCO KISAN BAZAAR LIMITED
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• IFFCO promoted a charitable trust known as “IFFCO KISAN SEWA
TRUST” to provide relief and rehabilitation to victims in event of natural
calamities.
• Provided assistance to earthquake victims in Gujarat and
constructed/repaired the houses for them.
• Contributed Rs. 10 million to Prime Minister’s Relief Fund towards
Tsunami Disaster Relief Fund Operations and donated USD 35,000 to
Tsunami affected people in Indonesia, Sri Lanka and Thailand.
IFFCO Kisan Bazar Ltd. was incorporated on 26.02.2004 with an
Authorized Equity Capital of Rs. 1 Crore with the objective to set up a
chain of Super Stores across the Country.
Negotiations are in progress for strategic alliance with the prospective
Foreign partner for operations of large format Retail Outlets in India.
Training and Development
BIMA YOGNA FOR FARMERS
IFFCO has launched unique rural products called 'Sankat Haran Bima
Yojana' popularly known as 'Khad To Khad Bima Sath'. The scheme
entitles the farmers as free insurance policy of Rs. 4000/- on each bag of
IFFCO, KRIBHCO and IPL farmers purchased from any cooperative society
or Farmers’ Service Centre, upto a maximum limit of Rs. 1.00 lakh in a year
to compensate him in the event of total/partial disability or death as a result
of accident.
BENEFITS TO THE FARMERS
Farmers cannot keep pace with the rapidly developing technology, there
exists tremendous gap between the innovations available from the research
centres and their adoption by the farmers. IFFCO is forming a consortium
with Indian Space Research Organization (ISRO), Indian Council of
Agriculture Research (ICAR), Indira Gandhi National Open University
(IGNOU) and the Ministry of Non-Conventional Energy to invest Rs. 500/-
crore in an IT related agriculture company called IFFCO-Agri Tech. The
objective of this company will be to bring a wealth of data on crop yields,
wealth forecast, expected crop prices and the satellite images of crop growth
at the doorstep of farmers. The company would provide on-line information
to farmers on agricultural products, commodities, prices and wealth
conditions in their native languages.
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Training and Development
IFFCO pays special attention on increasing interface with the farmers, create
difference thorough services and create farmer loyalty. Continuous efforts
are made to pull through high quality of product, consistency in product
quality and performance, creating value perception about the product, high
aesthetic (granule, packing, proper upkeep, printing etc.), technical service
support etc. Besides this, efforts are underway to control cost, effective
Credit Control and Management of Cash flow, ability to generate quality
data in time, communicate effectively with farmers/customers, new product,
product modification - niche marketing, improve effectiveness through
innovations - doing things differently.
IFFCO has undertaken development of model villages through village
adoption programme. Many of the 465 villages adopted are economically
backward. Development of dryland farming, reclamation of problem soils,
production of quality seeds and increasing rice productivity in potential
areas and developing tribal and backward belts are also being undertaken.
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SERVICE TO FARMERS
43
IFFCO has taken up following programme to support farmers by providing
financial assistance, infrastructure facilities, information on latest developments
in agriculture etc.:
• Integrated Rural Development Programme.
• Village Adoption Programme.
• Sankat Haran Bima Yojana.
• Drought Relief Measure in Rajasthan.
• Static/Mobile Soil Testing Laboratories.
• Farmers Meeting, Field Days and Crop Seminars.
• Information Kiosks for Farmers.
Training and Development
IFFCO'sProfessional contributions made to other societies,
Voluntary agencies, community etc.
IFFCO has promoted the Cooperative Rural Development Trust
(CORDET) for providing practical training to farmers with a view to
improve their skills in agricultural production, dairy, horticulture,
poultry, fisheries and developing professional leadership at village
level. The Trust has two establishments - one each at Phulpur in U.P.
and Kalol in Gujarat. The trust organizes training programmes for
farmers and farm women on different aspects of crop production,
energy conservation, farm management, dairy management, rain-fed
and canning of fruits and vegetables, farm yard manure/bio-fertilisers
etc. CORDET extends soil-testing facilities to farmers from its Soil
Testing Laboratories.
IFFCO has sponsored a special 'Cooperative Development
Programmes' under which it has been planned to adopt 1500 village-
level cooperative societies and to construct 150 storage-cum-
community centres in a phased manner.
IFFCO has undertaken the seed multiplication programme with a view
to supplementing the availability of quality seeds to farmers. Under
this programme, quality seeds of wheat, rice, sorghum, ragi, pigeon
pea, blackgram, greengram, chillies, groundnut, sunflower are grown
on the farmer’s fields. During 2001-2002 an area of 2297 hectares
was covered under this programme.44
Training and Development
IFFCO has promoted a multi-state cooperative society named as
Indian Farm Forestry Development Cooperative Ltd. (IFFDC).
IFFDC has implemented afforestation projects in the States of U.P.,
Rajasthan and M.P. Under the contribution agreement signed between
IFFCO and the India-Canada Environment Facility (ICEF) since April
1995.
IFFCO has developed some of the adopted societies as 'IFFCO
Franchisee' by giving them the business of rake handling,
transportation and warehousing of IFFCO fertilisers besides providing
them guidance to undertake educational and promotional activities.
IFFCO has made available fertilisers and other agro-inputs to farmers
through the network of its 165 IFFCO Farmers Service Centres spread
over thirteen States and one Union Territory. Besides fertilisers, these
centres provide quality seeds, agro-chemicals, implements and
modern agricultural technology to the farmers under one roof.
IFFCO's activities on Rural and Agricultural Development
Programmes continue to focus primarily on restoring the imbalance in
the NPK consumption ratio to preserve soil health, increase crop
productivity and for promoting sustainable agriculture. Special
emphasis is given towards area development to meet the local needs
of soil and water conservation, horticulture, integrated plant nutrient
supply etc. with the objective of efficient resource utilization.
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Training and Development
IFFCO has initiated the village adoption programme in order to bring
about overall development in living standards of rural community
through integrated rural development with particular emphasis on
agricultural development. Other aspects of village development like
creation of drinking water facilities; medical and veterinary check-
ups, conservation of energy and use of alternative fuel sources are also
undertaken in the adopted villages.
IFFCO has established Professor's Chair in Agricultural Universities
and Cooperative Institutions with a view to strengthening the
agriculture research activities and cooperative education in the
country. 15 such Chairs are in operation out of which 13 Chairs are
instituted in the discipline of Agronomy, Soil science and Agricultural
Extension at Agricultural Universities. One Chair each in the
discipline of Cooperation and Fertiliser Technology at VAMNICOM,
Pune, and College of Engineering at Banaras Hindu University,
Varanasi, are also in operation.
IFFCO continues to put special efforts to spread the concept of
balanced fertilization among the farmers through various field
programmes such as farmer's meeting, field days, crop seminars, sale-
point personnel training, farmers’ training, crop demonstrations, soil
testing etc.
IFFCO has launched special projects on different aspects of hi-tech
agriculture such as drip irrigation, bio-pesticides, bio-fertilisers, use of
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plastics in agriculture, agriculture implements, watershed
management, wasteland development, micro-irrigation etc.
IFFCO is exploring the alternatives for effectively taking the benefits
of Information Technology to the doorsteps of farmers with specific
focus on meeting the requirement of agriculture and cooperative
sector. IFFCO has initiated an ambitious Agro-Climatic Geographical
Information System in association with ISRO for developing data on
IFFCO's logistics and infrastructure for efficient decision making in
the area of marketing and distribution. IFFCO has also established
cyber dhabas at feasible locations in the rural areas.
IFFCO has initiated Training and Visit (T & V) programme with the
objective of imparting training to the farmers on various aspects of
crop production, animal husbandry, pisciculture etc. In this
programme practicing farmers, in groups of 40, from the States are
taken to nearby Agriculture University and Research Institute for a
period of 5 days. Field visits are also organised for the benefit of
farmers.
Members of a cooperative are the real resource for they contribute to
the capital and business of the enterprise. It is therefore, necessary
that a cooperative is required to gear up its efforts to educate the
members in the interest of the growth of its business.
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Training and Development
In addition to the effective pollution control measures in the Plants,
IFFCO has also provided facilities for the treatment of domestic
sewerage in its factory/township, plantation of trees and green belt
development etc. in pursuit of its concern for cleaner environment.
The township of IFFCO Kalol Unit is the first in India, which has
been selected by USAID for ISO-14001 certification.
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AWARDS & ACHIEVEMENTS:
IFFCO has been ranked 1st in Sales Turnover and 2nd in terms of
Networth and Profitability amongst unlisted enterprises by Economic
Times Intelligence Group for the year 2007-08
IFFCO has also got Prestigious CIO 100 Award by International Data
Group (IDGI India), the world’s leading Technology Media Event and
Research Group
Best managed Workforce Award for the year 2004 from Hewitt
Associates and CNBC TV-18
Two Awards for Highly Commendable Accounts
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MAJOR AWARDS RECEIVED
Prestigious Economic Times Acer and Intel Smart Workplace Award in
the Manufacturing and Industrial Segment
“Best Content Service” as well as the “Best Project Management” in
respect of IFFCO Kisan Sanchar Limited (IKSL) at the World
Communications Award held at London
Institute of Chartered Accountants of India (ICAI) Award for
Excellence in Financial Reporting for IFFCO’s Annual Report and
Accounts for the year 2007-08
Training and Development
National HRD Award from National HRD Network for outstanding
contribution in HR Development
IFFCO Annual Report bagged the third prize, instituted by Public
Relations Society of India (PRSI)
FAI Golden Jubilee Award on “Transfer of improved Farm Technologies”
1st Prize for Best Corporate Film from NCUI
Three awards for Best Display in FAI Exhibitions
IFFCO Corporate film was adjudged the best by Public Relations Society
of India (PRSI)
IFFCO has bagged FAI “Best Video Film Award 2006-07” for film on
“Water Harvesting”.
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Training and Development
INTRODUCTION
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. Inadequate job performance or
a decline in productivity or changes resulting out of job redesigning or a
technological breakthrough require some type of training and
development also increase. In a rapidly changing society, employee
training and development are not only an activity that is desirable but
also an activity that an organization must commit resources to if it is to
maintain a viable and knowledgeable work force.
Training is a process of learning a sequence of programmed behaviour. It
is application of knowledge. It gives people an awareness of the rules and
procedures to guide their behaviour. It attempts to improve their
performance on the current job or prepare them for an intended job.
Development is a related process. It covers not only those activities
which improve job performance but also those which bring about growth
of the personality; help individual in the progress towards maturity and
actualization of their potential capacities so that they become not only
good employees but better men & women. In organizational terms, it is
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Training and Development
intended to equip persons to earn promotion and hold greater
responsibility. Training a person for a bigger and higher job is
development. And this may well include not only imparting specific
skills and knowledge but also inculcating certain personality and mental
attitudes.
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Training and Development
NEED OR BASIC PURPOSES
OF
TRAINING AND DEVELOPMENT
The need for the training of employees would be clear from the
observations made by the different authorities.
To increase productivity: “instruction can help employees increase
their level of performance on their present assignment. Increased
human performance often directly leads to increased operational
productivity an increased company profits.” Again, “increased
performance and productivity, because of training, are most evident
on the part of new employees who are not yet fully aware of the most
efficient and effective ways of performing their jobs.”
To improve quality: “better informed workers are less likely to make
operational mistakes. Quality increases may be in relationship to a
company product or service, or in reference to the intangible
organizational employment atmosphere.”
To help a company fulfill its future personnel needs: organizations
that have a good internal educational programme will have to make
less drastic manpower change and adjustments in the event of sudden
personnel alternations. When the need arises, organizational vacancies 54
Training and Development
can more easily be staffed from internal sources if a company initiates
and maintains an adequate instructional programmes for both its non-
supervisory and managerial employees.”
To improve organizational climate : “an endless chain of positive
reactions results from a well planned training programmes. Production
and product quality may improve, financial incentives may be
increased, internal promotions become stressed, less supervisory
pressure ensure and base pay rate increases result. Increased morale
may be due to many factors, but one of the most important of these is
the current state of an organization’s educational endeavour.”
Personal growth : “employees on a personal basis gain individually
from their exposure to educational experiences.” Again,” management
development programmes seem to give participants a wider
awareness, an enlarged skill and enlightened altruistic philosophy, and
make enhanced personal growth possible.”
It may be observed that the need for training arises from more than
one reason.
An increased use of technology in production.
Labour turnover arising from normal separation due to death or
physical incapacity, for accidents, disease, superannuation, voluntary
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retirement, promotion within the organization and change of
occupation or job.
Need for additional hands to cope with an increased production of
good and services.
Employment to inexperienced, new or badli labour requires detailed
instruction for an effective performance of a job.
Old employees need refresher training to enable them to keep abreast
of the changing methods, techniques and use of sophisticated tools
and equipment;
Need for enabling employees to do the work in more effective way, to
reduce learning time, reduce supervision time, reduce waste spoilage
of raw material and produce quality goods and develop their potential.
Need for reducing grievances and minimizing accidents rates.
Need for maintaining the validity of an organization as whole and
raising the morale of its employees.
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Training and Development
METHODS/TECHNIQUES OF TRAINING
The forms and types of employee training methods are inter-related. It is
difficult, if not impossible, to say which of the methods or combination of
methods is more useful then the other. In fact, methods are multifaceted in
scope and dimension, and each is suitable for a particular situation. The best
techniques for one situation may not be best for different groups or tasks.
Methods/techniques are following types.
1. On-the-job-training (OJT) methods.
2. Off-the-job-training or class-room methods .
A. On-the-job-training:
Virtually every employee, from the junior most to the senior executive, gets
some “on-the-job-training,” when he joins a firm. That is why William
Tracly calls it,” the most common, the most widely used and accepted, and
the most necessary method of training employees in the skills essential for
acceptable for job performance.”
There are a variety of OJT methods, such as “coaching” or “understudy”; job
rotation; and special assignment. Under coaching or understudy method
(which is also known as ‘internship’ and ‘apprenticeship’ method) the
employees is trained on the job by his immediate superior. ‘Internship’ is
usually applied to managerial personnel and provide wide variety of job
experience, often involving job rotation or” assistant to” type of position.
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Training and Development
‘Apprenticeship’ is generally used to impart skills requiring long periods of
practice as found in trade, crafts and other technical fields
In job rotation, a management trainee is made to move from job to job at
certain intervals. The jobs vary in content.
Special assignment or committees are other methods used to provide lower-
level executives with first time hand experience in working on actual
problems. On-the-job training is made more effective by the use of a variety
of training aids and techniques, such as procedure charts, lecture manuals,
sample problems, demonstrations, oral and written explanations, tape-
recorders and other aids.
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Training and Development
B. Off-the-job methods:
“Off-the-job training” simply means that training is not a part of everyday job activity. The actual location may be in the company classroom or in place, which are owned by the company, or in universities, or associations, which have no connection with the company.
These methods consist of :
Lecture
Conferences
Group discussions
Case studies
Role playing
LECTURES : The lecture method can be used for very large groups,
which are to be trained within a short time, thus reducing the cost per
trainee. It can be organized rigorously so that ideas and principles relate
properly. Lectures are essential when it is a question of imparting technical
or special information of a complex nature. They are usually enlivened with
discussion, film show, case studies, role-playing and demonstrations. Audio-
visual aids enhance their value.
THE CONFERENCE METHOD: In this method, the
participating individuals ‘confer’ to discuss points of common interest to
each other. A conference is based to most participative group-centered
method.
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Training and Development
SEMINAR OR TEAM DISCUSSION: This is an established
method for training. The seminar is conducted in many ways:
It may be based on a paper prepared by one or more trainees on a subject
selected in consultation with the person in charge of the seminar it may be a
part of a study of related to theoretical studies or practical problems. The
trainees read their papers, and this followed by a critical discussion. The
chairman of seminar summarizes the content of papers and the discussions,
which follow their reading.
It may be based on the statement made by the person in charge of seminar or
on a document prepared by an expert, who is invited to participate in the
discussion.
CASE STUDIES : The case study is based upon the belief that
managerial competence can best be attained through the study,
contemplation, and discussion of concrete case.
ROLE-PLAYING: In role-playing, trainees act out a given role as
they would in a stage play. Two or more trainees are assigned parts to play
before the rest of the class. These parts do not involve any memorization of
lines or any rehearsals. The role-players are simple informed of a situation
and of respective roles they have to play. Sometimes after the preliminary
planning, the situation is acted out by the role-players.60
Training and Development
HRD PHILOSOPHY OF IFFCO
To make people a valuable resource, not only should the individuals be
enthused to enrich themselves, the organization should also be prepared to
be supportive and empowering at various stages of the individual's career.
Recognizing that human talent is a symbiosis of knowledge and skill it is the
most important than any other resource under the sun. The basic HRD
philosophy of IFFCO’s approach to HRD as approved by the Board is based
on the following objectives with a view to create and sustain a high level of
motivation among the employees, encouraging a sense of belongingness and
productive work culture in the organization:
1. Creating an ambience of excellence in every sphere of organizational
activities.
2. Generating a feeling of confidence, dignity and self-esteem for
spurring people to greater endeavours.
3. Conferring recognition and rewards, both tangible and non-tangible
commensurate with accomplishment of tasks.
4. Evolving an organizational milieu, where there is free flow of ideas
and openness and authenticity in interpersonal relations.
5. Enabling the employee to realize his potential to the maximum extend
possible, through sharpening of skills and harnessing of expertise in
the right direction to yield optimal results. 61
Training and Development
In order to implement these objectives, IFFCO has been moving towards
continuous improvement in quality of work - life as a whole and as trustees
of their people. The philosophy stresses the need to develop capabilities
among the employees for individual and organizational development
Over the years, IFFCO has enjoyed the reputation for its corporate
excellence based on a positive belief in people. Our human resource is our
greatest strength in transformation. It is one of the few organizations in the
country that has a distinct human resource development philosophy
approved by the Board of Directors. In the wake of rapid pace of changes
and obsolescence, the competency development plans have been initiated
through two imperatives – Learning and Innovations. The HRD
interventions have been able to nurture excellence in the organization,
keeping the employees expertise updated and finely honed. Continuous
training and development efforts have not only lead to the development of a
committed and motivated work force but enhanced productivity and quality
level which is evident in the record breaking performance of the Society.
During the year under report, 284 need based training programmes were
organized for executives, workmen, employees unions as well as officers
associations covering the subjects on leadership styles, motivation,
communication skills, transactional analysis, team building, conflict