201

Evaluation of
Training &
Development
policies
At Reliance Industries
Limited Manufacturing
division - Allahabad
This summer training project is all about the Training &
Development policies at RIL and its effectiveness to achieve
organizational objective under the department of Human
Resource Development.

DEEPALI DWIVEDI
PGDM
SCHOOL OF MANAGEMENT
SCIENCES,VARANASI
 SUMMER INTERNSHIP
PROJECT REPORT
ON
EVALUATION OF TRAINING & DEVELOPMENT
POLICIES AT RIL

In the field of Human Resource

development
AT

RELIANCE INDUSTRIES LIMITED

MANUFACTURING DIVISION -
ALLAHABAD
 Under the guidance of ,
submitted by,
Mr. Manoj Saxena Deepali Dwivedi
Head of learning Center PGDM , 3rd sem.
RIL , Naini- Allahabad SMS, Varanasi

PREFACE
The project contains a comprehensive study of the elements
that makes the training & development of employee, who are
an asset of the company ,are worthless. I have tried to explain
the linkage between the training & development activities and
organizational objectives and purpose.

Training is the most important function that

directly contributes to the development of human resources . If
human resources have to be developed , the organization
should create conditions in which people acquire new
knowledge and skills and develop healthy patterns of
behaviour and styles . one of the main mechanism of achieving
this environment is institutional training.

Training consists of planned programmes

designed to improve performance at individual, group or
organizational levels. Improved performance in turn implies
that there has been measurable change in Knowledge, Skills,
Attitudes and Social behaviour.

I have given detailed summary of all the training

objectives, training needs, training principles, training methods,
stages in training at Reliance Industries Limited , Naini ,
Allahabad.

I am thankful to all the officers and employees for

their valuable information and suggestion without which my
project would have been incomplete.

Acknowledgement
It is a great honour for me to be assigned this topic.

First Of all I would like to bow before the all mighty presence of
God without whose mercy this project report would have not
been possible.

I am immensely thankful to Mr. B.S. Bhadauria, Head of

HRD at Reliance Industries Limited, Naini – Allahabad.

I am also very much thankful to Mr. Nagendra Bahadur [Ex-

HR] and Mr. Manoj Saxena [head of Learning Center] and
to all the staff of HRD for providing me every possible guidance
and suggestions to complete this project report.
 I would also like to thank my friends who were there with me
when I needed . their support and cooperation at each and
every step of this project report.

CONTENT

Company profile

- Location

- History

- Organisational Structure

- Products and Markets

- Departmental details

- Strategies

- Board of directors
Summer Training Project

- About Training & development

- A study on Training & Development at RIL

- Objectives

- Research Methodology

- Limitation

- Analysis

- Data Interpretation

- Inferences

- Results

- Suggestions and Recommendations

- Annexure

- Bibliography
 COMPANY PROFILE

ABOUT RELIANCE GROUP

Reliance Industries Limited is India's largest private sector
enterprise (by market value), with an annual turnover of US$ 44.6
billion and profit of US$ 3.6 billion for the fiscal year ending in
March 2010 making it one of India's private sector Fortune Global
500 companies, being ranked at 264th position (2009). It was
founded by the Indian industrialist Dhirubhai Ambani in 1966.
Ambani has been a pioneer in introducing financial instruments
like fully convertible debentures to the Indian stock markets.
Ambani was one of the first entrepreneurs to draw retail investors
to the stock markets. Critics allege that the rise of Reliance
Industries to the top slot in terms of market capitalization is
largely due to Dhirubhai's ability to manipulate the levers of a
controlled economy to his advantage. Though the company's oil-
related operations form the core of its business, it has diversified
its operations in recent years. After severe differences between
the founder's two sons, Mukesh Ambani and Anil Ambani, the
group was divided between them in 2006.

Reliance enjoys global leadership in its businesses,

being the largest polyester yarn and fibre producer in the world
and among the top five to ten producers in the world in major
petrochemical products

"Between my past, the present and the future, there is one common
factor: Relationship and Trust. This is the foundation of our growth."
 Shri Dhirubhai H. Ambani
Founder Chairman Reliance Group
December 28, 1932 - July 6, 2002

HISTORY

RECRON SYNTHETIES LIMITED was earlier name known as

RAYMOND SYNTHETIES LIMITED. This Company was taken
over by SILWASA YARN INVESTMENT COMPANY LIMITED
in September 1999. This Company was the group of
reliance Industry Limited.
 Raymond was Flagship Company of JK Group,
which belongs to Mr. Vijaypath Singhania. It was formed
in 1925 to taken over the WADIA WOOLEN MILLS PLANTS
situated at Maharastra. Over the years, the Company had
established itself as leading player of Woolen Textiles.
The Company later diversified was changed from
Raymond Woolen Mills Limited to RAYMOND SYNTHETIES
LIMITED.

Raymond Synthetics Limited was incorporated on

8th Dec 1986. On 7th March 1989 the certificate of
commencement of business was obtained and
commercial production started in 1991.
In Allahabad, RSL is mainly concerned with the
manufacturing of PFY (polyester Filament Yarn) & POY
(Polyester Oriented Yam) there are working with 1579
employees. Its first plant (Batch Processing Plant) has
installed capacity of 80 TDP. In the year 1996 the
Company had its new plant called continuous process
installed with a capacity of 150 TDP.

Previously, Raymond’s Synthetics ltd was a stand

alone Company and had to depend upon other
Companies for its raw material and the changing scenario
and increasing competition it started incurring losses,.
Taking the benefits of the situation Silwasa Yam &
Investment Private LIMITED (it is an associated
Companies, Which could maximize their profit as they
had capability of forward and background integration.
So, finally in September 1999, Raymond
Synthetic’s was taken over by Silwasa Yam & Investment
Company Limited and the name of the Company was
change to RECRON SYNTHETIC’S LIMITED.
Mr. I.F. Seth. (Chairman) (Silwasa Yarn &
Investment private Limited) Reliance Limited. India
Largest Sector, Enterprises is a major Player in the India
Petrochemical sector.
Reliance Contributes over 1 % to India
Petrochemical Sector. Reliance Contributes over 1 % to
India GDP and almost 1 .5% of the total Government
revenue receipt.
Mr. (Late) Dhirubai Ambani was founder of
Reliance infocom Limited (RIL). Mr. Mukesh Ambani is the
Chairman of RIL.
The RECRON SYNTHETIC’S LIMITED obtained ISO
2002 certification by the global quality assurance
certification agency DNV Netherlands for quality
management system.

In Allahabad, RIL is mainly concerned with the

manufacturing of PFY (polyester Filament Yarn) & POY
(Polyester Oriented Yam) there are working with 992
employees. Its first plant (Batch Processing Plant) has
installed capacity of 80 TDP. In the year 1996 the
Company had its new plant called continuous process
installed with a capacity of 150 TDP, where the batch
plant produces wide range of specialty polymers and
continuous plant produces both commodity and
differentiated products.

PRODUCTS & MARKETS

In Allahabad , RIL is mainly concerned with the
manufacturing of PFY ( Polyester Filament Yarn) &
POY ( Polyester Oriented Yarn) & Polymer Chips
takes place which is used in further production of dress
material Saries and Film reels etc .

The main markets for threads produced by Reliance

Industries Limited’s plant are in Gujarat , Maharastra, &
Local markets are Tanda (Faizabad), Mau and Meerut &
Kanpur.
Marketing department for the threads produced by
Recron Synthetic limited at national level are at
Silwasa,
Kanpur and
Mumbai.
Head marketing department is Mumbai office.
Thread produced by RIL is also exported in outside India
like
Malaysia , Brazil , Italy etc.

Recron
Where INNOVATION is a
CONTINUOUS process
 DEPARTMENT
DETAILS
PRODUCTION :
a) POLY: The production process starts with the
polymerization of the raw material that takes place in
the poly department . This results in the formulation
of PET chips.
b) SPINING: PET chips are conveyed to the spinning
department. Here , after proper drying the chips are
melted and converted into filament form. After
winding, it takes the form of yarn called POY, that is ,
Partially Oriented Yarn.
c) TEXTILE: In this department POY is converted into
flat Yarn through Draw Twist Process or textured
Yarn through Draw Texturing Process.
d) DYIENG: Dyieng of Yarn carried out in this
department.

1. Quality control: All type of Polyester Filament Yarn

is collected for quality monitoring at Textile and
 Chemical lab. A team of well-qualified and trained
professional backed by the most modern and
sophisticated instruments accomplish this task.

2. Process control & Production Planning: The

basic function of this department is to make sure that
the products , which do not confirm to the quality
norms are not produced and maintained at minimum
level. The production schedule is prepared in the
Production planning Section .

3. Sorting & Packaging: This department helps in

maintaining quality and ensuring complete safety
product till it reaches the customer.

ENGINEERING:
a) ELECTRICAL: Its main function is to ensure the
continuous supply of electricity to the whole plant.
b) MECHANICAL: Its function is to ensure all the time
availability of all the equipment and look after their
maintenance.
c. UTILITY: It ensures uninterrupted supply of utilities to
the process plant such as treated water, air-
conditioning, compressed air etc.
d) INSTRUMENTATION: The main function of this
department is to maintain the entire process control
instruments used for controlling and monitoring entire
 process and poser electronic devices viz., inverter and
UPS of the entire plant.
e) CIVIL: All the construction work is being look after by
this department.

ADMINISTRATION:
It is service department; it takes up activities in the
following field viz. Horticulture, Sanitation,
Communication, Transportations, and liasioning with the
state and the central government agencies, Guesthouse
maintenance.

PURCHASE:
It is the vital link to the functioning of all other
departments. It arranges all the purchase of raw
materials and the services (both indigenous and
imported).

STORES:
The main task of this department is to make things
available to different departments whenever needed.
Total receipt of material, raw materials, spares and keeps
them stored and delivers timely to users. Maintain total
Inventory Management System.

SAFETY:
It deals with providing employees with safe working
conditions, tools, and equipment and ensures that correct
procedures are followed for carrying out all the
operations.

SECURITY:
It ensures safety and security to men, machine and
material.

ACCOUNTS:
The basic function of this department is to give cost
to every activity that has monetary relevance and also
records of all the benefits in monetary terms. Some of the
section of this department is
a) Purchase Accounting
b) General Accounting
c) Sales Accounting and Sales Tax
d) Insurance
e) Consumption Accounting
f) Project and Fixed Asset Accounting
g) Excise and Customs
h) Management Information System (Profit/Loss, cash
flow, balance sheet).
i) Income Tax
j) Internal Control & Internal Audit
k) Balance Sheet finalization & Statutory Audit.

IT :
With the help of the state-of-the-art technology, it is
being planned to connect all machines on Corporate
Network with ON-Line environment to facilitate data
communication and speedy decision making.
MARKETING:
The basic function of this department is to identify
customers need, offer them the products that are
profitable to the company and satisfy their needs.

HRD:
The main functions of this department are:
a) Manpower Planning
b) Recruitment and Selection
c) Periodical Evaluation
d) Regularization
e) Industrial Relation
f) Welfare Activities
g) Induction
h) Training and Development.

RELIANCE
STRATEGIES

• New product development in fibres, filaments

and resins.
• Needs analysis / applications research.
• Novel process technology development.
• Technology monitoring & forecasting.
• Scientific support to operations in the form of:
o Technology selection & absorption.

o Process technology optimisation & up-

gradation.
o Product benchmarking & quality

improvement.
o Cost reduction.

o Trouble-shooting.

Board of Directors of Reliance Industries Limited

 Shri Dhiru bhai H. Ambani

Founder chairman Reliance Group

Board of Directors of Reliance Industries Limited

Shri Mukesh D. Ambani

Chairman & Managing Director

Shri Nikhil R. Meswani Shri Hital R. Meswani Shri H.S.Kohli

Executive Director Executive Director Executive Director
 Shri PMS Prasad
Shri Ramniklal H. Ambani Shri Mansingh L. Bhakta
Executive Director

Shri Yogendra P. Trivedi Dr. D. V. Kapur Shri M. P. Modi

Dr. Raghunath Anand Mashelkar

Prof. Ashok Misra Prof. Dipak C Jain
SUMMER TRAINING PROJECT
 TRAINING AND
DEVELOPMENT

INTRODUCTION
Every organization needs well-trained and experienced
people to perform the acts. If the current or potential job
occupant can meet this requirement, the training is not
important but when this is not the case it's necessary to
raise the skills levels and increases the veracity and
adaptability of employees. As jobs became more complex
the importance of employee's performance also
increases. "In the rapidly the changing society employee
training and development is not only an act that is
desirable but also an act that an organization must
commit resources to, if it's to maintain a viable and
knowledgeable work force."
MEANING OF TRAINING

Training is the important subsystem of human

resource development. Training is a specialized
functions and is one of the fundamental operative
functions for known resource management . it is a
short-term process utilizing a systematic and
organized procedure by which non-managerial
personnel acquire technical knowledge and skills for a
definite purpose.
DEFINITION
Training is the organized procedure by
which people learn knowledge and skill for a definite
purpose.

-DALE S BEACH

MEANING OF DEVELOPMENT
Development is a long term educational
process utilizing a systematic and organized procedure
by which managerial personnel get conceptual and
theoretical knowledge. In other words , it refers not to
technical knowledge and skills in operation but to
philosophical and theoretical educational concepts. It
involves broader education and its purpose is long term
development.
DEFINITION
 Management development is a systematic
process of training and growth by which individuals gain
and apply knowledge , skills , insights and attitude to
manage prientation effectively.

-DALE S BEACH

DIFFERENCE BETWEEN TRAINING AND

DEVELOPMENT

TRAINING On the job training

and off the job
• Training focuses on training.
technical and
mechanical oriented Developme
operations. nt
• Training is mostly for • It focuses on
non managers. theoretical skill and
conceptual ideas.
• Training focuses on
current jobs and short • Development is for
term gains . managers and
executives.
• Training is job
oriented and is • Development
vocational in nature. prepares for future
jobs and focuses on
• Training can be long term accruals.
classified in to major
types-
 • Development is • No such classification
general in nature and is possible.
is continuous on
going process.

NEED FOR
TRAINING

Training is the corner stone for sound management ,

for it makes employees more effective and
productive . the need for training can be given as
under-

 To match the employees specifications with the job

requirement and organization needs.
 In order to survive and to be effective organization
adopts the latest technology i.e. mechanism and
computerization . technology alone does not
 guarantee success unless it is supported by people
possessing requisite skills.
 Companies constantly search for opportunities to
improve organizational effectiveness.
 Old employees need to keep refresher training to
enable them to keep abreast of the changing
methods techniques and use sophisticated tools and
equipments.
 Need for enabling the employees to do the work in
an effective way to reduce the learning time as well
as the supervision time , reduce waste and spoilage
of raw material and produce quality goods and
develop their potential.
 Need for reducing grievances and minimizing the
vitality of an organization as whole and raising the
morale of its employee.

STEPS IN TRAINING AND DEVELOPMENT

PROGRAM

1. IDENTIFYING THE TRAINING NEEDS- The most

important step in the training program and is to
make a thorough analysis of the entire organization,
 its operation and manpower resources available in
order to find the trouble spot where training may be
needed.

Discovering training needs involves 5 tasks, they are

as follows-

• List the duties and responsibilities or task of the job

under consideration using the job description as a
guide.
• List the standards of work performance on the job .
• Compare actual performance against the standard.
• Determine what parts of the job are giving
employees trouble , where he is failing in his
performance.
• Determine what kind of training is needed to
overcome the specific difficulty.

2. GETTING READY FOR THE JOB- Under this step it

is to decide who is to be trained , the staff, or all of
them selected from different key departments. The
trainer has to be prepared for the job , for he is the
key figure in the entire program.
3. PREPARATION OF THE LEADER- this step consist
of

• In putting the learner at ease

• Explaining why he is being taught.
• In creating interest and encouraging questions
finding out what the learner already knows about
his job and other job.
 • In placing the learner as close to his normal
working position as possible.

4. PREPARATION OF OPERATION AND

KNOWLEDGE- This is the most important step in
training programs . The training should clearly show,
illustrate and question in order to put over the new
knowledge and operation . The learner should be told
the sequence of the entire job and why each step in
its performance is necessary.
5. PERFORMANCE TRY ORDER- Under this step the
trainee is asked to go through the job several times
slowly , explaining him each step .Mistakes are
corrected, and if necessary some complicated steps
are done for the trainee first time, then the trainee is
asked to do the job , gradually building up the skill
and speed as soon as the trainee demonstrates that
he can do the job in the right way.
6. FOLLOW UP ACTION- The situation is analyzed to
find the difference between expected outcomes and
actual outcomes. Consequently necessary precaution
should be taken for designing and implementing in
future program. The organization invest in term of
energy, time and money, made in these program
must be justified the related outcomes in term of
increased efficiency and effectiveness of the working
of the participants.
 TYPES OF TRAINING –
There are two types of training method.

1.On the job training

2.Off the job training

1.ON THE JOB TRAINING

COACHING- In coaching the trainee is placed under a

particular supervisor who acts as an instructor and
teaches job knowledge and skills to trainee.

JOB ROTATION- This is particularly useful in the

development of diversified skills and to give the
executives a broader outlook , which are very important
to the upper management levels.

MULTIPLE MANAGEMENT- This technique is mainly

useful in bringing the managers out of their narrow shells
and help them gain a broader outlook knowledge in
different functional areas.
PLANNED PROGRESSION- This technique guides
managers in their path of development. It clearly
identifies the aspects of their performance that need to
be improved. It provides them clear guidelines as to
where they stand and what aspects of their performance
need to be improved.

CREATION OF ASSISTANT TO POSITIONS- This

method helps subordinates gain useful insights by
working in close co-ordination with experienced
superiors. To assess the performance of trainees
,managers conduct various tests and provide feedback.
This method can yield good results if the managers are
highly experienced , can provide the trainees useful
guidelines regarding the work.

TEMPORARY PROMOTIONS- when a manager is on

vacation or is away on an extended business trip,
subordinates are frequently appointed as acting
managers . This method of learning can be effective if the
acting manager is allowed to shoulder the responsibilities
of the manager and take decisions.

2.OFF THE JOB TRAINING

CASE STUDY- In the development of executives and

analytical and decision making skills , this technique is
particularly useful.
INCIDENT METHOD- this technique improves one’s
intellectual ability , practical judgement and social
awareness.

ROLE PLAYING- It helps executives in understanding

people better by giving them various experience.

BUSINESS GAMES- This technique may be used in order

to develop organizational ability , quickness of thinking
and leadership.

SENSITIVITY TRAINING – This helps one to know more

about himself and the impact of his behavior on the
others , which are important to manage people.

A STUDY ON
TRAINING AND
DEVELOPMENT
AT
RELIANCE INDUSTRIES
LIMITED
ALLAHABAD MANUFACTURING
DIVISION

QUALITY SYSTEM
PROCEDURE
 Training for
supervisors
1. PURPOSE- To establish a system for identification of
training needs and providing training as per the
requirement.
2. SCOPE- Applicable to all officers of the company.
3. DEFINITIONS- SUPS: Supervisors
 NONSUPS: Nonsupervisors
( workmen)
ILNA: Individual learning needs
assessment.
LI: Learning index
4. RESPONSIBILITY- HEAD HR is overall responsible for
the compliance of the system. HOD’s are responsible
for the identification of training needs in their
respective department.

5. DESCRIPTION / PROCESS APPROACH-

5.1 PROCESS INPUTS
S.N INPUTS SOURCE FREQUENC REFERENCE REVIEW
O. Y/ CRITERIA
WHEN
1 ILNA & All Once in two Thru online Details filled
module department years ESS (SAPHR- in ESS
selection SDM) online
system

2 Requisition All As and when Format no. As per

form/ thru department required FT/T&D/002/T detailed
ESS self hru online filled in
booking ESS (SAP HR- format
SDM)

3 Modules All Every month List of Details

and faculty department modules & given in the
availability for modules their writers module
and internal as a faculty
faculty
4 TRG T&D 7 days Format no. Completene
calendar department before end FT/T&D/007/t ss of format
of month hru online with all
ESS (SAPHR- details
SDM)
5 Guidelines Questionnai Atleast two Checking
from the re and TRG days before the level of
faculty objective respective que. , ans.
regarding from trg program And
questionnai faculty objectives
re and their recd.
presentatio
n
6 TRG All On monthly Format no. / Revised
validation department basis 011 rating as
given in the
format

5.2 PROCESS AND ITS INTERFACES

S. ACTIVITY RESPONSIBILIT REFERENC
No. Y E
DOCUMEN
 T

1 Individual learning for the year are Respective WI/T&D/00

identified from approved KSA’s of 1
individual HOS/individual
s
2 Identification of tools for learning Respective WI/T&D/00
HOS/individual 1

3 Compilation of learning needs thru Head -HR WI/T&D/00

nominations received against 1
module selection done by LI (HOS)
4 Trg nominations thru e-mail and Respective
forwarding itto T&D self booking HOD/ HOS(LI)
of training by individual & its
approval by LI thru ESS
5 Arranging the module / study Head HR WI/T&D/00
material-to the extent possible, for 1
in house training
6 Arranging the faculty (internal or Head HR WI/T&D/00
external) and getting his 1
confirmation
7 Publishing monthly training Head HR FT/T&D/00
calendar on SAP-HR-SDM/email 7
8 Publishing Trg notice with final list Head HR WI/T&D/00
of participants for in house 1
training on email
9 Conducting training on notified Head HR WI/T&D/00
date and time for in house training 1
10 Taking attendance, feedback from Head HR FT/T&D/00
trainee and faculty both for in 4
house training (wherever possible)
FT/T&D/00
 5

11 Conducting pre and post trg test, Head HR WI/T&D/00

wherever applicable and working 1
out learning index
12 Publishing LI data on website for Head HR WI/T&D/00
in house training 1
13 Training validation and sending to Respective FT/T&D/01
T&D (this including self study HOD 1
training)
14 Updating the training record of Head HR WI/T&D/00
the individual & subsequently 8
publishing on website

5.3 PROCESS OUTPUT

S. Outputs To Reference
No. document
1 Identified learning With in dept. WI/T&D/001
needs for entire plant for further use
2 Monthly training Publish on WI/T&D/001
calendar website & e- FT/T&D/007
mail
3 Participants list Publish on WI/T&D/001
website & e-
mail
4 Learning index Publish on WI/T&D/001
website for
HOD
5 Record updating Within dept. for WI/T&D/001
further use
6 Individual training card Publish on WI/T&D/001
website for FT/T&D/008
 HOD
7 Hours of training Publishing on WI/T&D/001
individually website for
employees
8 No. of training & total President /MR WI/T&D/001
training hours held each
month

5.4 PROCESS MONITORING

S.N MONITORIN RESPONSI MONITER STAG REFERE
o. G BREIF BILITY ING E/ NCE
CRITERIA FREQ DOCUME
. NT
1 ILNA/module To be recd. Head -HR Once WI/T&D/0
selection of in 2 01
all officers years
2 Training Within a Executive To be WI/T&D/0
requisitions month up to (T&D) recd. 01
schedule as
date of and
training when
req.
3 Trg calendar 7 days Executive Every WI/T&D/0
and trg notice before start (T&D) mont 01
of the h
month
4 No. of Variance Head -HR Every WI/T&D/0
trainings mont 01
w.r.t. planned h
every month
5 Hours of Variance Head -HR Every WI/T&D/0
training w.r.t. mont 01
planned h
every month
6 No.of training Variance Head -HR Every WI/T&D/0
 hours/employ mont 01
ee h
7 Feed back of The Head -HR After WI/T&D/0
trainees and contents- every 01
trainer Positive or traini FT/T&D/0
negative ng 04
FT/T&D/0
05
8 Training Change in Executive With WI/T&D/0
validation level of (T&D) in six 01
recd. From knowledge mont FT/T&D/0
HOD’s of hs of 11
individuals traini
after ng
training need

RECORDS
FT/T&D/002-online training requisition form
FT/T&D/004-participants feedback form
FT/T&D/005- Faculty feedback form
FT/T&D/007- Monthly training calendar
FT/T&D/008- Employee training card
FT/T&D/011- validation form

REFERENCES
WI/T&D/001- Procedure for training system
 TRAINING FOR
NONSUPERVISORS

1. PURPOSE- To establish a system for identification

of training needs and providing training as per the
requirement.
2. SCOPE- applicable to all non-supervisors of the
company .
3. DEFINITION- NONSUP- nonsupervisors (workmen)
LI- learning index
4. RESPONSIBILITY- Head HR is over all responsible
for the compliance of the system. HOD’s are the
responsible for the topic to be covered and the
identification of training needs in their respective
department.

5.DESCRIPTION/PROCESS APPROACH

5.1 PROCESS INPUTS

S.N INPUTS SOURCE FREQUE REFERE REVIEW
O. NCY/ NCE CRITERIA
WHEN
1 Deciding All dept. As and - As decided
topics as when by the
per required dept.
plant/dept
.
requireme
nt
2 Requisitio All dept. 7 days Format As per
n form before no. details
end of FT/T&D/ filled in the
the 010 format
month
3 Trg T&D dept. 7 days Format Completen
calendar before no. ess of
end of FT/T&D/ format
the 007 with all
month details
4 Guidelines Questionn Atleast 2 - Checking
from the aire and days the level of
faculty trg before questions,
regarding objective respectiv answers
questionn from e trg and
aire and faculty program objective
their recd.
presentati
on

5.2 PROCESS AND INTERFACES

S.N ACTIVITY RESPONSIBIL REFERENCE
o. ITY DOCUMENT
1 Training nominations and Respective e-mails
forwarding it to HR/LC for HOD
any trg needs identified
by dept.

2 Arranging the faculty Head -HR WI/T&D/001

(internal or external) and
getting his confirmation

3 Publishing monthly trg Head -HR FT/T&D/007

calendar on website

4 Publishing trg notice with Head -HR WI/T&D/001

final list of participants on
website

5 Conducting trg on notified Head -HR WI/T&D/001

date and time

6 Taking attendance , Head -HR FT/T&D/010

feedback from trainee FT/T&D/005
and faculty both
(wherever possible)
7 Conducting pre & post Head -HR WI/T&D/001
training test, wherever
applicable and working
out learning index

8 Publishing LI data on Head -HR WI/T&D/001

website for various dept.

9 Updating the record in the Head -HR Training

individual training detail details

5.3 PROCESS OUTPUT

S.NO OUTPUTS TO REFERENCE
. DOCUMENT
1 Monthly training Publish on WI/T&D/001
calendar website and e- FT/T&D/007
mails
2 Participants list Publish on WI/T&D/001
website and e-
mail
3 Learning index Publish on WI/T&D/001
website for
respective
HOD
4 Record updating With in dept. WI/T&D/001
for further use

5 Individual training Publish on WI/T&D/001

detail website for Training
respective details
individuals
and HOD
6 Hours of training Publish on WI/T&D/001
individually website for
respective
HOD
7 No. of training and total President/MR WI/T&D/001
training hours held
each month
5.4 PROCESS MONITORING

S.N MONITORI MONITORI RESPONSIBI FREQ. REFERENC

O. NG BREIF NG LITY E
CRITERIA DOCUMEN
T
1 Training With in a Executive To be WI/T&D/00
requisition month (HR/LC) recd. 1
s before As and
and after when
schedule requir
training ed
2 Trg 7 days Executive Every WI/T&D/00
calendar/tr before (HR/LC) month 1
g notice start of
the month
3 No. of Variance Head -HR Every WI/T&D/00
training month 1
held w.r.t.
planned
eveyr
month
4 Hours of variance Head -HR Every WI/T&D/00
training month 1
held
w.r.t.plann
ed every
month
5 Feedback The Head -HR After WI/T&D/00
from contents – month 1
trainees positive or end FT/T&D/01
and trainer negative 0
FT/T&D/00
5/01
RECORDS
FT/T&D/002- training requisition form
FT/T&D/010-participants feedback form
FT/T&D/005/01- Faculty feedback form
FT/T&D/007- Monthly training calendar
FT/T&D/008/01- Employee training card

REFERENCES
WI/T&D/001- Procedure for training system
Overview of training at RIL

The training process at RIL is completely an online

process through which each and every employee of
reliance is able to enroll themselves for any training
which is beneficial for improving their knowledge , skill
and attitude towards the organization. In RIL the whole
process is designed in such a way that every employee
gets a fair opportunity to enhance their skills, so that the
optimum performance is achieved. Every employee is
given a user account with a password , which they can
use to communicate with the company. The information
regarding various issues related to employees like
employee policy manual, attendance, training , retiral
benefits etc. can be accessed from his account. The
employees can have the information about various
schemes ,policies ,and procedure of various processes
,facilities of the company like fuel cards and
reimbursements etc.
HERE IS AN OVERVIEW OF WEB PAGE
TRAINING PROCESS
Training process at RIL is called as ILNA. It stands for
INTEGRATED LEARNING NEED ASSESSMENT. An
employee can apply online for various training programs
through ILNE FOR SELF.
Process is as follows

SELF BOOKING
BOOKING CANCELLATION
SELF STUDY – INITIATE
SELF STUDY COMPLETION
STATUS OF CERTIFICATION
MODULE SELECTION
ATTENDANCE REPORT
TRAINING CALENDAR
ILNA RATING SELF
 OBJECTIVE OF THE
STUDY

 To study Training and Development at RIL.

 To find out the pattern and frequency at RIL.

 To know the satisfaction level of the employees

related to training and development at RIL.

 To find out the effectiveness of training and

development act.

 Related to performance of employees.

 Right expression of Training and

Development need of employees.

 Right development of soft skills like

inter-personal relation and communication skills.
 RESEARCH
METHODOLOGY

In order to conduct a systematic enquiry one has to adopt

certain methods and techniques. Such methods indicate
the researcher the way of carrying out his research work.
The study is designed to conduct an enquiry of training
and development end program at RIL Allahabad. In this
study the following producer has been adopted.

1. POPULATION:
The population for the present study of employees at
RIL was 50.

2. SAMPLE TECHNIQUE:
Sample technique is convenience sampling. It comes
under non- probabilistic sampling method.

3. METHOD OF COLLECTON OF DATA:

There are various methods in research for collection
of data. Viz

A) Primary Data:
 1. Questionnaire method

2. Personal interview 3. Observation Method.

B) Secondary Data:
1. Company Annual Report

2. Company Journal

3. Secondary data are mainly official record,

information of HRD and other departments.

4. DATA COLLECTON:

Data sources:- Primary and secondary

Research Approaches:- Survey method
Research Instrument:- Questionnaires
Sampling Plan:-

• The sample unit was the employees of

Reliance Industries Ltd.
• The sample size was 50 employees.

• The sampling procedure was stratified

random sampling.
Contact Method:- Personal Interview.
 LIMITATIONS

 The biggest limitation was time factor one months

is an insufficient time to understand a vast and
complex organization at RIL.

 Human nature was my second limitation no matter

how well we questioned the executives.

 People response may be based owing to a variety

of reasons such as common beliefs and education
background.

 People could not give adequate time to the

questionnaire owing to the work load.
 DATA ANALYSIS AND
INTERPRETATION

1.Do you attend all the training program?

56% employees says that they attend all the
training program and remaining do not attend all the
training.
2.Do you recommend others to attend the
training ?
80% employees at company says that they
recommend others to attend training.
3. Is selection procedure for the training
appropriate?
88% employees says that selection procedure for the
training program is appropriate.
4.Is training system appropriate?
84% employees says that training system at reliance
is appropriate.
5.Is length of training appropriate?
72% people at reliance says that length of training is
right and remaining thinks that length of training is
short.
6.Is there any practical knowledge in training
program?
80% employees says that there is practical
knowledge in training.

7.Are you satisfied with the feedback system

after training?
Mostly employees are satisfied with the feedback
system after training program.
 8. Do you think employees should be given
trainingby the external trainer?
View of employees are as follows-

9.According to you which method is more suitable?

64% employees says that they like on the job training
and remaining are in favor of off the job training.
10. Does your senior staff helps you in your action
plan after training? 68% employees says that their
senior staff helps in their work
after training and 20% says that seniors help them some
times in their action plan.
11. Has training reduced the possibility of
accidents?
92% employees says that training reduced the possibility
of accidents.
12. Has training reduced wastage?
76% employees says that training reduced the wastage.
13. Do you think appreciation for your work is
enhanced?
View of employees are as follows-
14. your understanding of job enhanced after
training?
View of the employees are as follows-

15. It is possible to solve all organizational

problem through training.
View of the employees are as follows –
 FINDINGS

 The best things that respondents liked about the

program are:

 Informative content

 Friendly atmosphere

 Its practical exposure.

 Things they didn’t liked about the content are:

 No alternate knowledge was provided

 Abrupt and hectic schedule

 Its length

 68% of the respondents says that they should be

given training by the external trainer infact some of
them says that external trainer is called for the
training program.
 Assistance to implement the action plan-

 Around 70% fully agree that they received

assistance from their boss.

 Mostly employees says that after training their

appreciation and understanding of job is enhanced.

 Mostly employees says that training has reduced the

possibility of accidents and it has also reduced the
wastage.
 RECOMMENDATIONS

In the plant some important steps should be taken into

consideration to make training effective.

 Ensure that training contributes to competitive

strategies of the firm. Different strategies need
different HR skills for implementation. Let training
help employees at all levels acquire the needed
skills.
 Ensure that a comprehensive and systematic
approach to training exits, and training and re-
training are done at all levels on a continuous and
on-going basis.

 Ensure that there is proper linkage among

organizational, operational and individual training
needs.

 Create a system to evaluate the effectiveness of the

training.

 Implementation of effective training models like

KIRKPATRICK Model for evaluating effectiveness of
training programs.

 Length of the training should be enhance so that

employees can learn all the things in well manner.
 CONCLUSION

The project was the addition of the classroom study that I

have undergone plus the practical knowledge that I have
gained during my curriculum part. The project being more
suggestive and practical. I have tried to be more
analytical on various aspects that have been covered.
 Throughout the project we have discussed the
need of training and development activities in the
organization as well as the expected outcomes from such
endeavors. In practical, however, it is not uncommon for
individual to be sent to or to attend training events as a
reward for past good work. While recognizing that good
work has its merits, it is our premise that sending
employees to a training program as a reward rather than
fulfill a training and development need undermines good
training and development practices.

QUESTIONNAIRE

NAME:
……………………………………………………………………………
……………………..
DEPARTMENT:…………………………………DESIGNATION:
…………………………....
 1. Do you attend all the training programme ?

a. Yes b. no

2. Do you recommend others to attend training?

a. Yes b. no

3. Is selection procedure of candidate for the training appropriate?

a. Yes b. no

4. Is training system appropriate?

a. yes b. no c. can’t say

5. Is timing (length) of training appropriate?

a. yes b. no

6. Is there any practical knowledge in training?

a. yes b. no

7. Are you satisfied with the feedback system after training ?

a. yes b. no

8. Do you think employees should be given training by the external

trainer ?

a. yes b. no c. some times

9. According to you, which method is more suitable ?

a. on the job b. off the job

10. Does your senior staff helps you in your action plan after training?

a. yes b. no c. some times

 11. Has training reduced the possibility of accidents?

a. yes b. no

12. Has training reduced wastage ?

a. yes b. no

13. Do you think appreciation for your work is enhanced?

a. yes b. no c. Can’t say

14. your understanding of job enhanced after training?

a. yes b. remain same

15. It is possible to solve all organizational problem through training .

a. Agree b. Disagree c. Can’t say

your suggestion for improvement in training and development

process, ( if any)

…………………………………………………………………………………………………
……………………………………………………………………………………………………
……………………………………………………………………………………………………
……………………………………………………………………………………………………
……………………………………………………………………………………………………
……………………………………………….

THANK YOU FOR YOUR CO-

OPERATION
 BIBLIOGRAPHY

Web Sites:

 www.wikepedia.com
 www.google.com
 www.hr-guide.com

BOOKS

 Gupta C.B. “Human Resource Management”

 Aswathappa K. “Management” The McGraw-
Hill
 Davis, Kaith “HR at work- the Dynamic of
Org. Behavior” The McGraw-Hill(1967)