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Identification of training needs of employees
BUSINESS
A variety of operations keep businesses, especially large corporations, running efficiently and
effectively. Common business operation divisions include (1) production, (2) marketing, (3)
finance, and (4) human resource management.
PRODUCTION
MARKETING
Marketing is the process of identifying the goods and services that consumers need and want and
providing those goods and services at the right price, place, and time. Businesses develop
marketing strategies by conducting research to determine what products and services potential
customers think they would like to be able to purchase. Firms also promote their products and
services through such techniques as advertising and personalized sales, which serve to inform
potential customers and motivate them to purchase. Firms that market products for which there
are always some demand, such as foods and household goods, often advertise if they face
competition from other firms marketing similar products. Such products rarely need to be sold
face-to-face. On the other hand, firms that market products and services that buyers will want to
see, use, or better understand before buying, often rely on personalized sales. Expensive and
durable goods—such as automobiles, electronics, or furniture—benefit from personalized sales,
as do legal services such as the provision of insurance policies or tax preparation.
FINANCE
Finance involves the management of money. All businesses must have enough capital on hand to
pay their bills, and for-profit businesses seek extra capital to expand their operations. In some
cases, they raise long-term capital by selling ownership in the company. Other common financial
activities include granting, monitoring, and collecting on credit or loans and ensuring that
customers pay bills on time. The financial division of any business must also establish a good
working relationship with a bank. This is particularly important when a business wants to obtain
a loan.
Businesses rely on effective Human Resource Management (HRM) to ensure that they hire and
keep good employees and that they are able to respond to conflicts between workers and
management. HRM specialists initially determine the number and type of employees that a
business will need over its first few years of operation. They are then responsible for recruiting
new employees to replace those who leave and for filling newly created positions. A business’s
HRM division also trains or arranges for the training of its staff to encourage worker
productivity, efficiency, and satisfaction, and to promote the overall success of the business.
Finally, Human Resource Managers create workers’ compensation plans and benefit packages
for employees.
Simply put, Human Resources Management (HRM) is management functions that helps managers’
recruit, select, train & develop members for an organization. Obviously, HRM is concerned with
the people’s dimension in organizations.
We quote three definitions of HRM. But before quoting the definitions, it is useful to point out the
essentials which must find their place in any definition. The core points are:
1. Organizations are not mere bricks, mortar, machineries or inventories. They are people. It
is the people who staff & manage organizations.
2. HRM involves the application of management functions & principles. The functions &
principles are applied to acquisitioning, developing, maintaining & remunerating
employees in organizations.
3. Decisions relating to employee must be integrated. Decisions on different aspects of
employees must be consistent with other human resource (HR) decisions.
4. Decision made must influence the effectiveness of an organization. Effectiveness of an
organization must result in betterment of services to customers in form of high quality
products supplied at reasonable costs.
5. HRM functions are not confined to business establishment only. They are applicable to
non-business organizations, too, such as education, health care, recreation & the like.
The following three definitions collectively cover all the five core point:
1. A series of integrated decisions that form the employment relationship; their quality
contributes to the ability of the organizations & the employees to achieve their objectives.
2. It’s concerned with the people dimension in the management. science every organization is
made up of people, acquiring their services, developing their skills, motivating them to
higher level of performance & ensuring that they continue to maintain their commitment to
the organization are essential to achieving organizational objectives. This is true regardless
HRM MODEL
We follow the model for discussing the subject HRM in this project. As seen in the figure, the
model contains all HR activities. When these activities are discharged effectively, they will result
in a competent & willing workforce who will help realize organization goals. There is another
variable in the model – environment. It may be state that the HR function does not operate in
vacuum. It is influenced by several external & internal forces like economical, technological,
political, legal, organizational & professional conditions as will be explained in the next chapter.
Nature of HRM
Human Resource
Planning
Job Analysis
Recruitment
Selection
Placement
Remunaration
Motivation
Compet
Participative ent & Organizat
t
en
m
on
ir
nv
E
Welfare
Promotions, etc.
Industrial Relations
Trade Unionism
Disputes & their
Settlement
Future of HRM
International HRM
TRAINING… AN INTRODUCTION
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Identification of training needs of employees
Successful candidates placed on the jobs need training to perform their duties effectively. Workers
must be trained to operate machines, reduce scrap and avoid accidents. It is not only workers who
need training. Supervisors, managers and executives also need to be developed in order to enable
them to grow and acquire maturity of thought and action. Training constitutes on going process in
any organization.
Training plays an important role in man-power development even at the level of industrial unit.
Training comes next to recruitment and selection. It is necessary, useful and productive for all
categories of workers and supervisory staff. Training is practical in nature and is useful in order to
create sense of confidence in the minds of the newly recruited workers. It is for developing skills
among workers. Training is necessary due to technological changes rapidly taking place in the
industrial field. Expenditure on training is a profitable investment to the employer. Training is,
now, common in all industrial units. It is an internal aspect of personality development.
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. As the jobs become more complex, the importance of
employee training also increases. In a rapidly changing environment, employee training is not only
an activity that is desirable but also an activity that an organization must commit resources to if; it
is to maintain a viable and knowledgeable work force.
EVALUATION OF TRAINING
Labor, Department of, executive department of the United States government, created by an act of
Congress in 1913”to foster, promotes, and develops the welfare of the wage earners of the United
States, to improve their working conditions and to advance their opportunities for profitable
employment.” The department is administered by a secretary, who is appointed by the president
The Department of Labor is made up of offices, bureaus, and administrations. The following are
among the major operating units. Under the office of the deputy secretary are included the
Employees' Compensation Appeals Board, Office of Small Business and Minority Affairs, Office
of Administrative Law Judges, and Wage Appeals Board.
The Employment and Training Administration (ETA) oversees programs to furnish job training
and placement services; supervises payment of unemployment compensation under federal and
state laws; and conducts national employment and training programs for Native Americans,
migrant workers, and other disadvantaged citizens. The ETA includes the U.S. Employment
Service, Unemployment Insurance Service, Office of Job Training Programs, Bureau of
Apprenticeship and Training, and Office of Strategic Planning and Policy Development.
The Employment Standards Administration enforces laws regulating wages and hours and
prohibiting sex and age discrimination in employment; administers workers' compensation for
work-connected disabilities among federal and certain private employees; and supervises equal
opportunity requirements for federal contractors. It includes the Wage and Hour Division, Office
of Workers' Compensation Programs, and Office of Labor-Management Standards.
The Occupational Safety and Health Administration enforce the Occupational Safety and Health
Act of 1970. It issues regulations, conducts inspections, and issues citations for noncompliance
with safety and health standards established by the act. The Mine Safety and Health
Administration develops mandatory standards of health and safety, issues penalties for violations,
investigates accidents, and provides training programs in cooperation with the mining industry. It
works with the states to reduce mine accidents and occupational diseases.
Income Security Act (ERISA) of 1974. The Bureau of Labor Statistics is the government's main
fact-gathering agency in the field of economics. It publishes statistics on employment, wages,
hours of work, work stoppages, prices, and occupational health and safety.
The Veteran's Employment and Training Service protects reemployment rights of veterans and
provides them with maximum employment opportunities. The Women's Bureau formulates
policies to promote the welfare of wage-earning women by improving their working conditions
INDIAN SCENARIO
Employee education has become an integral part of today’s corporate philosophy (read strategy).
Underwriting tuition fees (partly or fully), for both technical and managerial courses, is common in
most companies which take great pride in being called “learning organizations”. This is a
necessary appellation if an organization wants to attract and retain the best talent pool. It is
however imperative to link the money spent on employee education with career growth and other
business needs.
A recent study done in the US by Adventuress, a Boston based research and consulting company,
revealed that corporate America spent $10 billion in tuition reimbursement. Interestingly, a leading
high-tech company acknowledged that it spent $20 million per annum on tuition reimbursement,
but a subsequent audit revealed that the actual amount was $50 million. The pertinent question is
—can an organization calculate the RoI on employee education? The answer is more complicated
than it appears. “Realization of RoI comes to the fore because of the attrition level,” agrees Satyen
Parekh, managing director, Borland India. The RoI calculated for technical skills training is much
easier than managerial or functional responsibility. For the latter a long-term perspective has to be
considered. Parekh, in fact, believes that an organization should be able to judge on whom to
invest and whom not to at the recruitment level itself. “Knowledge can be implemented by
training, but inner capabilities are ingrained—then if you take in a person, no matter what the
training, attrition will remain,” asserts Parekh.
Whom to sponsor?
It is significant for an organization to analyze which employee should be selected for continuous
training. “Furthermore, the company should be discerning about the amount of reimbursement. For
instance, if someone wants to do an MBA, then 50 percent of the fees should be supplemented,”
adds Parekh.
The main areas of employee education are technical and managerial streams. An organization like
HCL Comnet trains its employees worldwide on technical and transition management modules.
The organization has a technical skills certification reimbursement policy. SM Arif, vice president
—HR, HCL Comnet, says, “Our culture of learning is built around the popular programme EDGE
(Employee Development, Growth and Empowerment) which aims at making the company a
‘knowledge driven organization’—an organization where growth is measured not just by profits
but also from the synergetic growth of each employee.” The Top Gun Technology School and the
Star-Tech School are two skill-up gradation initiatives under this programme.
Efunds International introduced a formal programme to sponsor employee education, earlier this
year. Dr Pradnya Parasher, senior director, human resources, eFunds International India, informs,
“The FaCE (Facilitating Continuous Education) scheme was launched to encourage, support and
facilitate associates who are enrolled in advance or specialized courses to complete their course
and to motivate those interested to take up courses relevant to their work area.”
While eFunds employees are entitled to a reimbursement of Rs 50,000 per course, HCL Comnet
has committed a minimum of 14 man-days per employee, instead of limiting the amount of money
spent.
Intangible returns
Most experts agree that the RoI on employee education is intangible. Says Dr Parasher, “A happy,
satisfied and motivated associate is the most valuable asset—so that would be the best return on
this investment for us.” Asserting that the benefits of this investment are difficult to calculate, she
adds: “We are talking of ‘long-term’ and ‘intangible’ benefits or returns. So, from direct and
tangible benefits like longer and more stable tenures, to intangible (and immeasurable) benefits
like employee satisfaction, the impact of an initiative like this is truly immense.” She
acknowledges that while the actual returns cannot be fully measured, the RoI could perhaps be
estimated in terms of indicators such as longer tenure; promotions to higher levels of responsibility
and cross transfers, and also the success of employees at these higher levels of responsibility. Arif
Win-win scenario
Sponsoring of employee education is a win-win situation for both the employee and the employer.
Dr Parasher explains how:
• The employee gains by the sponsorship, which is not just in monetary terms. In most cases
the education that the employee has opted for is in a field related to the work. Mentoring by
some of the best in the industry is an added bonus.
• The organization also gains significantly. Benefits include a longer tenure for the
employee; promotions to higher levels of responsibility and cross transfers—both vertical
and lateral movement, and also the success of the employees at these higher levels of
responsibility. Overall development of associates and increased productivity are the
benefits. A motivated employee more often than not sets off a positive ripple effect in the
organization. The key takeaway for any organization is the contribution towards building
human assets and building credibility for the company.
Focus of training
The focus of education should be a clear and progressive career map. This is not always easy when
hiring is in large numbers. Parekh concedes that IT organizations hiring people in hundreds or
thousands might find it difficult to form career graphs for each employee, compared to companies
that are hiring fewer people and can offer a more structured career path. The perspective has to be
in terms of enhancing abilities and creating a passion in employees that they should not look
elsewhere rather than reducing attrition per se. “More than just creating loyalty, education should
create a fire in their belly,” says Parekh with conviction.
A bad investment
In an era of constant attrition, does the company consider it a bad investment when a sponsored
employee leaves soon after completing a course? Answers Parekh, “No company can be sure that
At HCL Comnet while there are no clauses binding the sponsored employee to the organization,
the former is expected to share his or her knowledge with other employees. Arif believes that the
company can protect its interest by tying the employee education programmes with growth
opportunities. “Educational opportunities as a standalone make no sense; they have to be packaged
with a promised growth graph, so that the employee does not look at short-term gratification but at
a longer run,” he insists. Similarly, eFunds does not have a binding clause, but there is a qualifying
criterion for the FACE scheme.
Apparently, the only way an organization can ensure that reimbursing the tuition fee is not a dead
investment, is to be selective in its choice of its employee and the training being sponsored.
TYPES OF TRAINING
There are different kinds of training in relation to different types of classification. Such as
behavioral or technical training, on the job of the job training, etc.
Behavioral training are those in which there are needs to change the attitude of the employee,
develop their personality, etc. technical ones are those where a kind of proper knowledge & skills
to be developed.
TODAYS NEED
Every morning when she came into the office and opened her drawer, she would find a condom
lying under it. She complained and started to have the door of her office locked. But that
somebody was one step ahead — the condom was slipped under the office door. Outraged, afraid
and fed up by the eerie situation, the woman government employee was forced to seek a transfer to
And if someone as educated as that can be sexually harassed and be forced to flee the situation,
imagine how much more difficult it must have been for a junior bank employee who was
repeatedly asked to stay back by the vice-president of the establishment. While she would work, he
would play golf and come back to office, sit himself on the table in shorts and dictate his
presentation. Then he'd insist on dropping her back home.
The two examples are only to illustrate how subtle and ambiguous this harassment to women can
be. While the Infosys incident, where the company's high profile executive had to resign due to a
case of sexual harassment and wrongful termination of service filed against him and the company,
has brought sexual harassment back into the news, the problem in India goes far beyond the
organized corporate sector and impacts the lives of the 92 per cent of women in the country who
work in the unorganized sector.
But first for the corporate environment, where the so-called cream of society works. Harassment
experts say that there is harassment of two kinds in this environ: the `hostile' atmosphere, where
rude, sexist or offensive jokes are cracked, prolonged staring; off-the-cuff remarks of a sexual
nature, etc are made. The other is called Quid Pro Quo (this for that) harassment, in which a boss
threatens to fire an employee or withhold a promotion unless the employee agrees to sexual favors.
Harassment can also involve the promise of a raise or promotion in exchange for sex, in formal
terms, called sexual blackmail or sexual bribery.
Though in India there may be hundreds of cases such as the Infosys one, there are fewer women
likely to file a complaint. Why is this so? "In Western society, the awareness is much more," says
C. Mahalingam, Group Vice-President - HR, Scandent Group. But this could be because in India,
women are used to lewd comments and leering stares even outside of workplace and they do not
think it's serious enough to rake up an issue.
But after the Supreme Court judgment on sexual harassment and a few cases coming to light,
things have changed somewhat. Indian companies too are waking up to the matter. Besides, MNCs
Sexual harassment, in fact, can take many forms such as unwelcome sexual advances, requests for
sexual favors, or display of derogatory pictures and other verbal or physical conduct of a sexual
nature. This is especially when submission to such conduct is made a condition of an individual's
employment and when submission to or rejection of such conduct by an individual is used as the
basis for employment decisions affecting the individual.
It also constitutes sexual harassment when such conduct has the purpose or effect of interfering
with an individual's work performance or creating an intimidating hostile or offensive work
environment.
In India, it was the Supreme Court landmark judgment on `Sexual Harassment of Women at
Workplace in Vishakha & others Vs. State of Rajasthan & others' that gave the issue its much-
needed recognition. With a lack of legislation in place on the subject, in 1997, the Supreme Court
referred to the international conventions and norms that had been ratified by India and interpreted
gender equality of women, in relation to work and held that sexual harassment of women at the
workplace, which is against their dignity, is volatile of Articles 14, 15(1) and 21 of the
Constitution. It is also volatile of the fundamental rights under Article 19(1) (g) `to practice any
profession or to carry out any occupation, trade or business'. It felt that the right to life means a life
with dignity and that gender equality itself includes protection from sexual harassment and the
right to work with dignity. The court also stated that these norms and guidelines were to be treated
as the law of the land until appropriate legal provisions were enacted.
Taking the cue from here and in an effort to promote the well being of women employees at the
workplace, the National Commission for Women charted a Code of Conduct for the Workplace,
which included a list of dos and don'ts in accordance to the Supreme Court guidelines. It also
initiated meetings with PSUs, banks, educational institutions and other organizations. A Bill on the
issue was also formulated in 2000 and has been pending since.
However, the Sexual Harassment of Women at their Workplace (Prevention) Bill, 2000 does not
have widespread acceptance. Women's groups find it inadequate and would like a nation wide
Organizational front
However, the fact that the Bill is pending should not make any difference to organizations that
want to put in place what was specified by the Supreme Court as that itself constitutes the law
today. The Court directed that the head of the organization should constitute a Complaints
Committee for the purpose of sexual harassment headed by a woman and with not less than half its
members of the second sex. Further, to prevent the possibility of any undue pressure or influence
from senior levels, the Committee is required to involve a third party either a non-government
organization or someone else who is familiar with the issue of sexual harassment. Detailed rules
and regulations on conducting enquiries and handling complaints have also been provided.
Indian corporate
Though women's groups recently noted that many organizations have not acted upon the directions
of the Supreme Court yet and no such committee exists in several companies, R. Vidyasagar, Vice-
President, HR, i-flex Solutions, feels Indian companies are finally waking up to the issue. He says
the Indian Government too has come out very strongly against sexual harassment. And
multinational companies have very stringent rules on the matter. Indian companies have no option
but to lay down the guidelines and educate their employees on office etiquette.
At Wipro, the Complaints Committee with three women employees looks into the matter.
According to Joydeep Bose, General Manager, Corporate HR, Wipro Ltd., new recruits are given a
Mahalingam strongly feels all employees need to go through a training programme that will
educate them on the company's diversity policy and harassment policies. Diversity policy helps an
organization to become more acceptable to people of both sexes, all races, communities, religion
and sexual orientation. This even includes employing the physically challenged. "The only way to
reduce these sorts of problems is by communicating constantly with employees and building a
confidence in them about approaching the Council or the superior," says Mahalingam.
In fact, developments in the corporate world have shown that sexual harassment is one of the most
pressing concerns facing companies today. When an employee claims harassment, the company is
faced with decisions that could make or mar it. In the US, most employers have approached this
issue with the utmost seriousness and adopted comprehensive policies to minimize the risk of a
lawsuit. In India, both employers and employees are yet to feel the pain of litigation. But women
are waking up slowly and in the not too distant future leave alone corporate women employees,
one hopes even farm hands and contract labor may stand up for exploitation and sexual
harassment. Now - more than ever - employees must understand that there's far more to workplace
harassment and discrimination than just sex. Is your organization prepared for this changing
world?
It seems as if, every day, the EEO and the courts expand the definition of harassment and
discrimination. In this changing environment it's difficult to know - or understand what's allowed
and what's not allowed at work. This brand new video training program breaks ground by
dramatically illustrating:
• The ever expanding range of behaviors that create a hostile work environment
• The differences between free speech at work and protected speech in public
• The consequences for individuals who exhibit unacceptable behavior
• The legal threats that companies or organizations can encounter
METHODS OF TRAINING
There are many different training and development methods used in an organization. On-the-job
training, informal training, classroom training, internal training courses, external training courses,
on-the-job coaching, life-coaching, mentoring, training assignments and tasks, skills training,
product training, technical training, behavioral development training, attitudinal training and
development, accredited training and learning, distance learning - all part of the training menu,
available to use and apply according to individual training needs and organizational training needs.
ON-THE-JOB TRAINING
It is delivered to employees while they perform their regular jobs. In this way, they do not lose
time while they are learning. After a plan is developed for what should be taught, employees
should be informed of the details. A timetable should be established with periodic evaluations to
inform employees about their progress. On-the-job techniques include orientations, job instruction
training, apprenticeships, internships and assistantships, job rotation and coaching.
OFF-THE-JOB TECHNIQUES
It include lectures, special study, films, television conferences or discussions, case studies, role
playing, simulation, programmed instruction and laboratory training. Most of these techniques can
be used by small businesses although, some may be too costly.
They are for new employees. The first several days on the job are crucial in the success of new
employees. This point is illustrated by the fact that 60 percent of all employees who quit do so in
the first ten days. Orientation training should emphasize the following topics:
Some companies use verbal presentations while others have written presentations. Many small
businesses convey these topics in one-on-one orientations. No matter what method is used, it is
important that the newcomer understand his or her new place of employment.
LECTURES
The present training material verbally and are used when the goal is to present a great deal of
material to many people. It is more cost effective to lecture to a group than to train people
individually. Lecturing is one-way communication and as such may not be the most effective way
to train. Also, it is hard to ensure that the entire audience understands a topic on the same level; by
targeting the average attendee you may under train some and lose others. Despite these drawbacks,
lecturing is the most cost-effective way of reaching large audiences.
They are training techniques that attempt to bring realistic decision making situations to the
trainee. Likely problems and alternative solutions are presented for discussion. The adage there is
no better trainer than experience is exemplified with this type of training. Experienced employees
can describe real world experiences, and can help in and learn from developing the solutions to
these simulations. This method is cost effective and is used in marketing and management training.
Such as television, videotapes and films are the most effective means of providing real world
conditions and situations in a short time. One advantage is that the presentation is the same no
matter how many times it's played. This is not true with lectures, which can change as the speaker
is changed or can be influenced by outside constraints. The major flaw with the audiovisual
method is that it does not allow for questions and interactions with the speaker, nor does it allow
for changes in the presentation for different audiences.
JOB ROTATION
It involves moving an employee through a series of jobs so he or she can get a good feel for the
tasks that are associated with different jobs. It is usually used in training for supervisory positions.
The employee learns a little about everything. This is a good strategy for small businesses because
of the many jobs an employee may be asked to do.
APPRENTICESHIPS
It develops employees who can do many different tasks. They usually involve several related
groups of skills that allow the apprentice to practice a particular trade, and they take place over a
long period of time in which the apprentice works for, and with, the senior skilled worker.
Apprenticeships are especially appropriate for jobs requiring production skills. Internships and
assistantships are usually a combination of classroom and on-the-job training. They are often used
to train prospective managers or marketing personnel.
PROGRAMMED LEARNING,
Computer-aided instruction and interactive video all have one thing in common: they allow the
trainee to learn at his or her own pace. Also, they allow material already learned to be bypassed in
favor of material with which a trainee is having difficulty. After the introductory period, the
instructor need not be present, and the trainee can learn as his or her time allows. These methods
sound good, but may be beyond the resources of some small businesses.
It is conducted for groups by skilled trainers. It usually is conducted at a neutral site and is used by
upper- and middle management trainees to develop a spirit of teamwork and an increased ability to
deal with management and peers. It can be costly and usually is offered by larger small businesses.
All supervisors and managers need to able to provide training and development for their people -
training develops people, it improves performance, raises morale and increases the health of the
business. The leader's ethics and behavior set the standard for their people's, which determines how
productively they use their skills and knowledge. Training is nothing without the motivation to
apply it effectively. A strong capability to plan and manage skills training, the acquisition of
knowledge, and the development of motivation and attitude, largely determines how well people
perform in their jobs.
It's important that as a manager you understand yourself well before you train others - your own
skills (do you need training in any important areas necessary to train others?) - Your own style
(how you communicate, how you approach tasks, your motives - they all affect the way you see
the role and the person you are training). And it's vital you understand the other person's style and
personality too - how they prefer to learn - do they like to read and absorb a lot of detail, do they
prefer to be shown, to experience themselves by trial and error? Knowing the other person's
preferred learning style helps you deliver the training in the most relevant and helpful way. It helps
you design activities and tasks that the other person will be more be more comfortable doing,
which ensures a better result, quicker. Various models and tests are available to help understand
learning styles - look at the Kolb model below:
ACTIVITY-MENTORING TRAINING
'Activity-mentoring' training is a highly productive and effective new method of training people in
organizations - especially in teams and departments. The activity-mentoring approach uses several
new integrated techniques which produce more reliable and relevant training outputs, in terms of
individual skills, attitudinal development, and direct job and organizational performance
improvement. The approach is facilitative rather than prescriptive, and broadly features:
The process works on several different levels: individual, team, task, organizational and strategic.
Activity mentoring also gives strong outputs in skills, behavior and job priority areas, as well as
being strongly motivational and where necessary resolving conflict and attitudinal issues. For
advice about activity-mentoring training please get in touch.
Mentoring can be provided in various ways and programmes take a variety of shapes. Mentoring
can be external, where the mentoring is essentially provided by external people, or an internal
activity, using mentors within the organization. Due to the newness of mentoring as an organized
process, and because mentoring programs are so varied, statistics as to general costs and returns
across industry are not easy to find. Here however are general cost indicators for a program
essentially delivered by internally appointed mentors.
The main elements of a mentoring program that carry quantifiable cost would be:
Having said all this, unless the training aim is simply to impart knowledge, for which conventional
classroom training and course work are very appropriate, I'd go for mentoring every time,
especially if the aim is to truly develop people and organizational effectiveness. If you'd like help
establishing a mentoring program, internal or external, or assessing feasibility and providing
justification please contact us for advice.
E-LEARNING
Culture: Will corporate culture support e-Learning? How does a company view employee
development, and who is responsible for human resource development? The traditional training
model--in which the manager identifies employee development needs, the training director
identifies a solution, and the employee attends some type of classroom-based program--will not
work with e-learning Strategies because some control shifts to the individual learner. Indeed, the
opportunity for employees to self-identify. Development needs is touted as one of e-Learning’s
major benefits. Employees don’t have to wait for a training director to identify a learning need;
they can assess individual skill gaps and access information as they need it.
Some questions to consider when assessing corporate culture and readiness include
Cost: Can the companies afford an e-Learning initiative? The truth is that e-Learning can be
expensive. What are the key cost factors of an e-Learning initiative and how do they compare with
existing programs?
Critical questions to consider when evaluating the cost of an e-Learning initiative include
• How extensive is the e-Learning initiative: company-wide, single program, or somewhere in-
between?
• Is this a new offering or replacement of an existing program?
• What are the advantages and disadvantages of using electronic delivery for this program?
• Are internal resources available for tracking and reporting learners?
• What internal system capabilities are required for the e-Learning initiative?
• What internal system capabilities does the company have?
• Are programs commercially available or do they need to be custom designed?
Clients: Will clients (employees) use e-Learning? E-Learning availability doesn’t guarantee that
employees will seek out or access resources. Employee acceptance is critical, but how do you get
employees to embrace e-Learning? The key is to address such factors as awareness, attitude, and
access to e-Learning programs.
Some key questions to ask clients or employees when evaluating e-Learning include
• Do employees take responsibility for their own learning?
• How will employees be informed of e-Learning opportunities and benefits?
• How will e-Learning be integrated into current work responsibilities?
• Do computers have the hardware capability to support multimedia instructional delivery?
• Do employees have the required skills to navigate e-learning programs?
LEARNING PRINCIPLES
The Learning Principles are of Short-Term and Long-Term Memory. This principle of long-term
memory may well be at work when you recite or write the ideas and facts that you read. As you
recite or write you are holding each idea in mind for the four or five seconds that are needed for
the temporary memory to be converted into a permanent one. In other words, the few minutes that
it takes for you to review and think about what you are trying to learn is the minimum length of
time that neuroscientists believe is necessary to allow thought to go into a lasting, more easily
retrievable memory?
Employees frequently develop a greater sense of self-worth, dignity and well-being as they
become more valuable to the firm and to society. Generally they will receive a greater share of the
material gains that result from their increased productivity. These factors give them a sense of
satisfaction through the achievement of personal and company goals.
The need for training of employees would be clear from the observations made by the different
authorities.
1. 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, & increased company profit.” Again,
“increased performance & productivity, because of training, are most evident on the part of
new employees who are not yet fully aware of the most efficient & effective ways of
performing their jobs.
2. TO IMPROVEMENT QUALITY: Better informed workers are less likely to make
operational mistakes. Quality increase may be in relationship to a company product or
service, or in reference to the intangible organizational employment atmosphere.
3. TO HELP A COMPANY FULFILL ITS FUTURE PERSONNEL NEEDS:
organizations that have a good internal educational programme will have to make less
drastic manpower changes & adjustments in the event of sudden personnel alterations.
When the need arises, organizational vacancies can more easily be staffed from internal
sources if a company initiates & maintains an adequate instructional programme for both
its non-supervisory & managerial employees.
4. TO IMPROVE ORGANIZATIONAL CLIMATE: An endless chain of positive reactions
results from a well-planned training programme. Production & product quality may
It may be observed that the need for training arises from more than one reason.
I. An increased use of technology in production;
II. Labor turnover arising from normal separations due to death or physical incapacity,
for accidents, disease, superannuation, voluntary retirement, promotion within the
organization & change of occupation or job.
III. Need for additional hand to cope with an increased production of goods & service;
IV. Old employees need refresher training to enable them to keep abreast of the changing
methods, techniques & use of sophisticated tools & equipment.
V. Need for enabling employees to the work in more effective way, to reduce learning
time, reduce supervision time, and reduce waste & spoilage of raw material.
VI. Need for reducing grievances & minimizing accidents rates;
VII. Need for maintaining the validity of an organization as a whole and raising the morale
of its employees.
Your business should have a clearly defined strategy and set of objectives that direct and drive all
the decisions made especially for training decisions. Firms that plan their training process are more
successful than those that do not. Most business owners want to succeed, but do not engage in
training designs that promise to improve their chances of success. Why? The five reasons most
often identified are:
TIME - Small businesses managers find that time demands do not allow them to train employees.
GETTING STARTED - Most small business managers have not practiced training employees.
The training process is unfamiliar.
BROAD EXPERTISE - Managers tend to have broad expertise rather than the specialized skills
needed for training and development activities.
A well-conceived training program can help your firm succeed. A program structured with the
company's strategy and objectives in mind has a high probability of improving productivity and
other goals that are set in the training mission.
Training programmes are a costly affair, & a time consuming process. Therefore they need to be
drafted very care fully. Usually in the organization of training programmes,
Identify
Map the
Training
Approach
Needs
(Phase 2)
(Phase 1)
Track
Produce
Ongoing
Learning
Follow-
Tools
Through
(Phase 3)
(Phase 6)
Calulate
Apply
Measurable
Training
Results
Techniques
(Phase 5)
(Phase 4)
There are many impediments which can make a training program ineffective. Following are the
major hindrance:
The training programs can be made effective and successful if the following hints are considered:
Begin by assessing the current status of the company how it does what it does best and the abilities
of your employees to do these tasks. This analysis will provide some benchmarks against which
the effectiveness of a training program can be evaluated. Your firm should know where it wants to
be in five years from its long-range strategic plan. What you need is a training program to take
your firm from here to there.
Second, consider whether the organization is financially committed to supporting the training
efforts. If not, any attempt to develop a solid training program will fail.
Also, in today's market-driven economy, you would be remiss not to ask your customers what they
like about your business and what areas they think should be improved. In summary, the analysis
should focus on the total organization and should tell you (1) where training is needed and (2)
where it will work within the organization.
Once you have determined where training is needed, concentrate on the content of the program.
Analyze the characteristics of the job based on its description, the written narrative of what the
employee actually does. Training based on job descriptions should go into detail about how the job
is performed on a task-by-task basis. Actually doing the job will enable you to get a better feel for
what is done.
A tool utilized to identify what educational courses or activities should be provided to employees
to improve their work productivity. Focus should be placed on needs as opposed to desires.
For example, training dollars would be better spent on a new employee in the accounting
department who needs to learn Microsoft Excel for their job duties as opposed to learning
Microsoft Publisher which the employees wants but does not need.
IT TELLS YOU WHERE THE TARGET IS: you may suspect that the problem exists within
your area, but a needs analysis might indicate that the problem extends beyond your group. For
example, if you are having difficulty improving your cycle-time for a product, the issue might
include your manufacture process; but it might also include the engineering or packaging &
shipping department as well. Needs analysis expands your view & helps you pinpoint all targets.
IT TELLS YOU HOW LARGE THE TARGET IS: Maybe the process improvement challenges
are the result of people not knowing how to properly run a new machine, or maybe the challenge is
an organization wide quality issue. It will tell you how big the solution needs to be.
IT TELLS YOU HOW FAR AWAY THE TARGET IS: Perhaps there’s only need to teach the
group better telephone skills to address the problem – or maybe there’s need a more sophisticated
telephone system to handle the increased demand. Your needs analysis will give you these
answers.
IT TELLS YOU WHAT KIND OF ARROWS TO USE: Training comes in several different
shapes & sizes. needs analysis will help you determine whether you need to do coaching, small
group training, large group training, computer based training, or any combination of these & other
options.
IT TELLS YOU WHEN TO SHOOT: Timing is everything. Some training is best given
immediately, such as new employee safety procedures. Other training, such as learning a new
computer system, may best be given just before the new system is installed or perhaps immediately
after it is installed so training participants can practice as they learn. Training linked to company
initiative may best be presented in a package with other company issues. needs analysis can give
you vital information about the best time to present the training.
IT WARNS YOU ABOUT CROSSCURRENTS: Office politics is the wind share of any
organizational effort. If you expect to hit the target after you identify it, you have to be
knowledgeable about how these crosscurrents will affect your arrow’s trajectory. Then you can
adjust your stance, your equipment, or your attitude to compensate. You should also keep a
weather-eye out for entrenched opinions about your group or other groups. If turf issues exit, you
can bet they will surface just as you are thinking aim. You need to deal with these situations as part
of your needs analysis work. Clear the air so that nothing stands between you and a successful hit
on the target.
The most important reason for doing needs analysis is to assure that you’re training addresses your
situation. It is both costly and embarrassing to recommend a direction that has no impact on the
issue. Even an informal need analysis saves a lot of time, money, & face. The main reason behind
a needs analysis is:
· To pinpoint if training will make a difference in productivity and the bottom line.
· To decide what specific training each employee needs and what will improve their job
There are several techniques that can be utilized individually or in combination with each other.
More than one tool should be considered to get a better view of the big picture, however, which
tools are used should be left up to company.
Solution
Next Step
Sharing your
Results
Sorting your
information
Gathering
Information
Envisioning
Your Future
Assessing
Your Current
Situation
Strategy
Each ring of the target represents an action that move closer to the solution. Notice that base of this
target is labeled “Strategy”. Without strategy, to support it, target would fall flat & be extremely
difficult to hit. With an effective strategy, target is:
Visible, to you & to others in the organization
Solid, braced by clear thinking & logical planning
Achievable, with a steady aim
An effective training strategy involves three elements:
Establish a partnership with others
Consider the larger picture
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Identification of training needs of employees
Serve the customer
In a needs analysis, assessing your current situation provides a clear definition of the problem. All
off your other actions in the need analysis depend on your making this assessment accurately. It is
very important first step. To get a complete picture of your current situation, you can ask yourself
these 3 questions:
Where are we now?
Why do we think we need training?
What organization issues are driving the need for training?
Envisioning your future is defining & understanding what your group will look like after the
training has been accomplished. When you think about how the future would look if your training
efforts were successful, you often discover aspect of your vision that have nothing to do with
training but are critical to the success of your efforts. It is important to uncover these elements
early in the needs analysis so that they can be full address as well. To create your vision, ask
yourself these 3 questions:
Where do we want to be?
What would success look like?
Do we have the whole picture?
GATHERING INFORMATION
WHAT TO ASK?
Explain to the participants the purpose of the needs analysis & share with them the desired future
state. One should no be surprised if the respondent want to add details to the future state
description. Determine the right approach in involving the process in a needs analysis, and
information comes to you at every step of the way. If the information is valuable, incorporate it, &
keep moving forward.
Be sure to stress the importance of individual contribution to the success of needs analysis. The
more open & welcoming you are to comments, the more information you will get to direct your
aim. Here are few suggestions to get you started:
How do you see the situation
What concerns do you have about the improving situation
What do you think needs to be done?
What training is needed/
Specifically, how would that training help?
Is there any one else you think we should talk to?
Tips for writing effective questions
Effective question save your work. Take time to structure them so that they elicit the best
information for your needs.
Use clear, simple language.
Include only one idea per question.
After gathering information you have to interpret the information to find out what it really tells you
about your current situation and the challenges you face in moving to your future state. When you
finish this step, you should have a document identifying the major training issues to be address and
your recommendations for addressing them. If you used a computerized information-gathering
method, you can review the information quickly by providing it in form you want. If you don’t
have computer to assist you, you will have to organize and sort the material yourself. Consider
using a small team to independently review the information and identify issues. You can then meet
and pool your findings. A team gives you a more objective analysis.
Strategy
You have been strategy throughout your needs analysis to involve others, consider the larger
picture, and serve the customer. You can continue to do this here by inviting the key players to
your feedback meeting & making sure the issues address both the larger picture and your
internal and external customer’s needs.
Another good strategy is to include positive statements about the current situation at the
beginning of the presentation. People generally do the best they can, and you need to
acknowledge that before you make recommendations to change the way things are done. You
may also have among your key players a few people who constructed the method you now
need to change.
Structure
The order in which you present your material and the topic you choose to present are also
important to your success. Plan to explain your method for doing the needs analysis. This can
be very brief if those present have been involved in the process from the beginning. If the
issues one intends to present are complex, consider developing an example to use with them to
help clarify the information. An important part of your presentation will be your
recommendations. Keep them as open as possible, allowing for contribution from those present
at the meeting. Vital information can come out in the feedback meeting.
When you share your results with others, your goal is to present the information in a way that will
move you forward. Your assessment should be positive and encouraging. Offer hope for action to
address needs, and be prepared with recommendations to share as well. There are 2 things to
consider when you share results with others:
What to share
How to share
WHAT TO SHARE
There are six steps in sharing your results with others:
Describe your needs analysis method
Present your information
Identify issues
Listen and absorb reaction
Discuss the reaction
Present recommendations
Present recommendations
Presenting your recommendation is less distinct step and more a continuation of discussion of
ideas. You can guide the process or summarize an idea by supplying your recommendation as
they become relevant to discussion. You can also present your recommendations as a way to
focus the discussion of it begins to drift or unravel.
HOW TO SHARE
What to share is a challenging part; but how to share is also important. Remember to be
positive and encouraging. Use every opportunity to draw support from the group and credit
their contributions. Consider using visuals and charts to support your information. It gives
The last action in the needs analysis process is to translate the recommendations into plan of
action. You are creating a list of activities that will be used in the next step of the training process.
You are not actually doing the design of training in this last action. You are simply creating a
description of specific training required to improve the situation. You also assigning responsibility
for doing activities to specific individuals and establishing a due date for completion. This action
ensures that the work done to date is not wasted and that the project continues to move forward.
There are three key elements to a successful action plan:
Determining the action needed
Distributing responsibilities
Establishing a time line
ESTABLISHING A TIMELINE
For each action item, establish a due date for completion of the task. A due date gives participants
a target and helps them focus their activities towards results.
SOLUTION
JISCO was originally promoted in 1972 as PIRAMAL Steel Ltd by Dr Mohanlal PIRAMAL. To
start with, the Company had a manufacturing plant with steel making and billet casting capacity of
18,000 TPA. The Company turned sick by late 70s and was taken over by JINDALS in 1982. Over
the years, under JINDAL management, JISCO Company turned into a healthy profit making
company. The product mix was changed from long to flat products. In 1990, Naveen Alloys Ltd, a
closely held JINDAL company with a plant to manufacture HR plates was merged with JISCO.
JINDAL Iron and Steel Company Limited (JISCO), a part of the $2 billion JINDAL Organization,
is a leading manufacturer of flat steel products in India. JISCO is the market leader in galvanized
steel products and sells its product through a large distribution network both in India and abroad.
JISCO is also exporting to countries, which include China, Italy, Spain, Portugal, Germany, UK,
France, Netherlands, USA, Canada, Brazil, Greece, Middle East, African Countries etc.
India's largest integrated galvanizing facilities in India accounting for 17% of total galvanizing
production in the country, Engaged in Hot Rolling, Cold Rolling and Galvanizing business. Export
of 75% of production to over 45 countries.
Plant Locations - Vasind and Tarapur, Maharashtra
Capacity - GP/GC 710,000 TPA, HR 280,000 TPA, CR 750,000 TPA
Company has significantly improved its performance in the export segment. JISCO exports
constitute more than 1/3rd of India's total exports of galvanized products. Seventy five percent of
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Identification of training needs of employees
JISCO's galvanized products go to over 45 countries developing & developed, where the JINDAL
brand GalvPlus occupies the number one position.
PRODUCTS
Diverse Applications
The production process of hot rolled plates is simple. Then iron ore is heated at a maximum
temperature and then it is turned in slab after in a rectangle shape. As per the requirement and
demand of the market. After the plates are made then it is cut from the border and made in shape.
Diverse Applications
Automobiles
Electrical Panels
Furniture
White goods
Transformers
DIVERSE APPLICATIONS
Roofing/Cladding
Doors/Windows
Structural Engineering
Automobiles
Air Conditioning/Ducting
Insulation
Partition Profiles
Furniture
Appliances
Trunks/Barrels/Drums/Buckets
JISCO is a company driven by the demands of its customers and it cares to meet their
needs. A nation-wide marketing network and consignment agents ensure availability of JISCO
products in every nook and corner of the country.
Taking advantage of the emerging demands from the western markets, both auto and non-auto
sectors, the company has significantly improved its performance in the export segment too.
Company has significantly improved its performance in the export segment. JISCO exports
constitute more than 1/3rd of India's total exports of galvanized products. Seventy five percent of
JISCO's galvanized products go to over 45 countries developing & developed, where the JINDAL
brand GalvPlus occupies the number one position.
Company was recognized as the highest exporter from Mumbai Port with an
export of 2,58,455 MT of steel for the six months ending October 02, for which a
memento was received from the Honorable Union Minister for Shipping.
Export sales increased in value terms by 82% during the period April to December
2002 over the corresponding period last year and by 20% in Q-3 ( in value terms )
over Q-2 of this year.
Your Company was recognized as the highest exporter from Mumbai Port with an
export of 2,58,455 MT of steel for the six months ending October 02, for which a
memento was received from the Honorable Union Minister for Shipping.
SALES
Sales Volume for Q-3 (142,811 MT) was higher by 19% over Q-2 (120,130 MT) of
the current year. Production Volume in Q-3 (144,249 MT) increased by 18% over
Q-2 (122,430 MT) of the current year . Sales and Production Volume for the
period April-Dec 2002 grew by 9% (i.e. from 340,891 MT to 372,307 MT) and 6%
(i.e. from 362,551 MT to 385,445 MT) respectively over the corresponding period
last year.
Significant cost economies have been had through savings in power cost, increase
in mill efficiencies through de-bottlenecking, increase in the life of rolls and
savings in LPG consumption. As of current, JISCO is an ISO 9001:2000 certified
Company.
High level of competition and increasing rate of capacity creation has adversely affected steel
prices. Increasing import of cheap steel is another factor, which has affected led to a drop in steel
prices. The company’s strategy to overcome the foreseen dangers:
HUMAN RESOURCES
We have always invested in people & believe in creating an environment where people are valued
as individuals & clear HR practices, participative management, excellent welfare activities have
made the company one of the most preferred employers in the steel industry. The role of HR in
JISCO is to be a Change Agent of the organization in order to align people & possesses to the
company’s strategic objectives. The steel industry not only in India but also the world over
continues to face tumultuous times, where change is the only constant. The HR focus is to make
change seamless & to ensure “CHANGE, BEFORE CHANGE CHANGES YOU”.
We believe that people hold the key to achieving organizational excellence. Our Human
Resources function is the process owner for constantly upgrading people skills, realizing
their potential and helping them lead purposeful lives. JISCO has deployed comprehensive
systems of Recruitment, Performance Management and Training and Development. The
HR function of the company caters to the needs of nearly 1,528 employees.
MAJOR INITIATIVES:
• Depending upon the skills and aspirations of the employees and the organisational
needs, job rotations are done at all levels.
• One of the key HR initiatives last year was BRACE (Business Results Achievement
through Competence & Ethics), an in-house executive development programme, for
our young managers. Spanning over three months, it offered latest insights in
managerial skills. Managers undergoing this programme were released from their
daily operational responsibilities to enable them to focus on the programme.
• A SWOT analysis is being carried out for the entire management staff, to help them
better understand their potential and prepare their individual development plan.
• Action Oriented Leadership programs are being initiated for senior level
management, developing cross-functional areas, to keep them intuned with the
changing environment.
a) quarterly reviews,
c) For the year 2001, Peer Appraisal has been introduced for
senior level management.
HRD Centre, a large training facility at Vasind is the focal point of training in the company.
Faculty includes HR staff, line / functional Managers and external experts. Training in
technical areas is supplemented with managerial and behavioral training.
• APPRAISALS:
The organization aims to reward merit. This is achieved by having in place, a structured
performance appraisal system. The key components of our performance appraisal system are
a) Quarterly reviews,
b) Measurement against goals, skill employed and potential to take up higher responsibilities.
TRAINING PROCESS
Objective
• To get access to a broad spectrum of the practical knowledge relating to training.
• To identify the training needs of employees from L-06 to L-12 and to categorize them as
per department.
• To find out which training need is required by most of employees.
Methodology
The concept of training cannot be understood from books or theories at home or so…It demands
more of practical knowledge. So for this purpose, I did my placement at JINDAL Iron & Steel Co.
Ltd. I worked there for more than one and half month and gave life to this project.
Primary data:
For purpose of collecting primary data, I worked with my guide Mr. Ratish Jha, who helped me in
getting aware of the process of training followed by JINDAL. I also met with few of the
employees of the company who provided me with first hand information
Secondary data:
As for the secondary data, I went through many books, magazines, files and folders provided by
company and my college library. And quite deliberately, I have tried to present it with more of
graphs to make it easily understandable to readers.
3. INTERNAL TRAINING
If the number of people identified with a specific need is large, then the programs will be held
within the organization using the available resources like people with professional expertise,
in-house venues like HRD centre. The annual training plan will be drawn by Human Resource
Department based on the identified needs. This will circulate every year during the month of
July, along with all details regarding the programs.
4. EXTERNAL TRAINING
In the event of number of employees being identified with a specific area of improvement
being few, then the division/department head will communicate to Human Resource
Department the need for identifying institutes where they can be deputed. The training calendar
from various institutes will be available with the Human Resource Department, for helping
managers to take the necessary decision.
The immediate superior will initiate the nomination after discussion with the concerned
employee. The nomination form is then sent to the Human Resource Department, justifying the
needs of employee to attend the program & the action plan, which would be drawn up after the
completion of the course. Human Resource Department will process the nomination & make
The Human Resource Department will also ensure to get the feedback form from the employee
after his completion of the course. A half day session by the employee for a few managers to
transfer the learning should be organized by the Human Resource Department, within 15 days
of the return of the concerned manager. The employee shall submit the course material to the
Human Resource Department for the purpose of maintaining the library & if so required retain
a copy of the same.
5. TRAINING FEEDBACK
This forms an integral part of the entire training process. Evaluation/Feedback from the
training indicates appropriate changes that have to be made in the program design/content,
which will improve the effectiveness of the program.
The feedback will also consist of an action plan by the concerned employee with a specific
time frame to implement the learning to the actual performance. The feedback forms are
available with the Human Resource Departments. It is the responsibility of the head of the
department & the Human Resource Department to work together to assess the effectiveness of
the training attended by the employee. This will also help in updating the training records of
the individuals & in conducting an analysis of various training programs.
OTHER ACTIVITIES
As being a B.M.S student I was first given a chance to spend some time at welfare centre, & get
acquainted with the companies’ atmosphere, which included some of my major activities as I
spend more than half a month there also.
Welfare center is an activity center at JINDAL colony for the belonging of employees & workers
presently running under Mrs. Vidya Gorakshakar. The activities taken place in this centre was
Adult Literacy, Training in Tailoring, Pickle & Papad making, etc at initial stages. Now the
activities conducting there are like Festival Celebration at large, counseling regarding health ,
Hygiene, Development of children, community development, self help & skill development,,
awareness regarding small savings, road safety, safety at home, Alcohol addiction & its affects,
cancer awareness, Aids awareness, career guidance, hobby classes, library, etc.
These all provided me immense knowledge about the activities taken place at JINDAL for their
employees & their family. I was given a project to restructure the welfare library where there were
many book for ladies & children of employees staying at JINDAL colony. I did that under the
guidance of Vidya Mam;
Firstly I rearranged the books at library. And the prepared the list of all those books in the
computer to make it easy to refer for everyone.
Then included new books in library which were brought by Vidya Mam, donated by Brahma
Kumaris, donated by Mrs. JINDAL, etc.
I also looked after the accounts of Shram-Sadhana which is a vocational education centre
organized by JINDAL for their workers & near by residents.
Shram-Sadhana Vocational Training Centre was mission of JISCO regarding corporate social
responsibility is very clear our mentor Shri Sajjan JINDAL, elucidates it very aptly when he says;
CONLUSION
All is well that ends well’. The entire project proved to be of immense help in my learning process.
I came across the various practicalities existing in the Performance appraisal system.
During the study of the project I got to know various aspects of the training & development such as
how it helps to get a insight into the strong and weak areas of the employees in terms of the
effective performance of roles, activities, styles, traits, qualities, competencies (knowledge, attitude
and skills), impact on others etc. It also helps in performance management system and preparing
action plans accordingly to enhance the performance of individual or group of individuals.
Hence I would like to conclude by mentioning, that the corporate experience which I got in
JINDAL IRON AND STEEL COMPANY regarding my project on IDENTIFICATION OF
TRAINING NEEDS shows how much importance is given to the training & development of
employees in JINDAL and other companies for enhancing the employees skills and knowing their
development needs by the top management and their commitment play a very important role in the
successful implementation and use of the system.
• This project in JISCO helped me a lot in gaining industrial experience which some time
related or unrelated to what we are studying presently in are books.
• While doing this project i came to know about the real situations held in the company & the
reactions given to them by different departments & the people at different grades.
• This is an excellent chance given to BMS students to explore their knowledge & apply
them.
• While doing this project i noticed that there are different training needs of employees at
different department. E.g. the staff at purchase dept needs the training related to letter
writing to have a sound buyer – supplier relationship.
• There is much such need which is common among maximum of employees. E.g.
communication skills.
• Different people whom i went for reference of their dept took it differently. Some gave
overwhelming response & also helped us gave some knowledge on how continue on it.
REFERENCES
ANNEXURE
14
12 High Priority
No. of employees
10 Middle Priority
6 Low priority
8
6
4 6
6
2 2 1
1 1 1 1 1 1 1 2
0
C.S T.B I.S L.S P.D P.S K.A.S R.A DT &
Itax
Type of Training
8
High Priority
7
Middle Priority
No. of employees
6
Low priority
5
4
7 1
3 6
2
3 1
1
1 1
0
L.S E.S C.S C.F TAER & P
Type of Training
8
High Priority
7
Middle Priority
No. of employees
6
Low priority
5
4
7
3
1
2 2
1 3 1 3 1 1
1 2 2 2 2
1 1 1 1 1 1 1 1
0
I /E
F. Tax
T.B
P.D
C.S
L.S
P.S
IMS / EMS
M.S
E- Procr
T.M
S.C.M
Tech(E.M)
(Purch)
Tech(M.M)
R.A
Type of Training
6
High Priority
5 M iddle Priority
Low priority
No.of Employees
3 2
3 3
2 2
1 1
1 2 2 2 2
1 1 1 1 1 1 1 1 1
0
C.S P.A M .S L.S T.B I.S T.M P.D R.A C.F P.S E.I CM &
C
Type of Training
3 Middle Priority
Low priority
2
3 3
1 2 2
1 1
0
Type of Training
Middle Priority
2
Low priority
1 2 2
1
0
L.S Sales tax & excise G.A abt Product
Type of Trainnig
7
6 M iddle Priority
5 6 6 Low priority
4 6
3
2 4
1
1 2 2 2 2
1 1 1 1 1 1
0
C.F
ERP
C.S
Analytical
S.C.M
P.S
L.S
SQL
Scheduling
Process
Steel plate
grades
HR
skill
Type of Training
5 Low priority
3
4
3
3
2
3 3
1 2 2
1 1 1 1 1
0
C.F
C.S
T.B
Revenue
T.T
L.S
M.S
P.Speaking
L.Laws
Acts
K.of
Type of Training
10 Low priority
1
8
10
6
8
9 3
4
2 7
2 2 2 2
1 1 1 3 3 1 3 3
2 2 2
1 1 1 1 1 1 1 1
0
Type of Training
8
7 Middle Priority
6
5 6 Low priority
4 7
3
1
2 1
1 2 2 2
1 1 1 1
0
C.S P.S C.F R.A QMS/ Adv ETP K of CR Water
EMS process Opern Trt
Type of training
Low priority
5
4
5 7
3
5 5
2 2
1
1 1
0
L.S C.F EMS ISO CS
Type of Training
Middle Priority
4 Low priority
3 4
2 4
1
1
1 1 1 1
0
C.F QMS / EMS Identifying Modern Advance
defects in pickling line Water mgt
RM
Type of Training
80
High Priority
70 10 Middle Priority
No.of Employees
60
Low priority
50
40 51
30 1 3
1
20 27
24 21 1
18
10 12
12 6 4 4 4 4
0
R.A
C.F
EMS/QMS/ISO
L.S
P.S
C.S
Type of Training
300
257 High Priority
250 239 Middle Priority
Low Priority
No of Employees
200
150
100
50 42 38
21 10
0
BEHAVIOURAL TECHNICAL
Type of Training