CONTENTS

Chapter-I

Introduction
Company profile
Organization structure
Schemes and guidelines
HR sub systems

Chapter-II

Identification of Training & Development Needs

Collating of Training needs
Preparation of Training Plan
Finalisation with Faculty
Nomination to Training Programs
Organising training programs
Taking Feedback
Summarising feedback

Chapter-III

Evaluation of training feedback

Sponsoring to outside training programs
ISO Records
Observing one training at conference hall

Chapter-IV
Plant visit and study of Production Process
Chapter-V

Report writing and Finalisation of the same/ obtaining certificate

CHAPTE
R-I

INTRODUCTION:
Training often has been referred to as teaching specific skills and
behaviour. It is usually reserved for who have to be brought up to
performing level in some specific skills. The skills are almost always
behavioural as distinct from conceptual or intellectual.
Development, is considered to be more general than training and more
oriented to individual needs in addition to organisational needs and it is
most often aimed toward management people. There is more theory
involved with such education and hence less concern with specific
behaviour than is the case with training. The intent of training is to provide
knowledge and understanding that will enable people to carry out nontechnical organisational functions more effectively such as decision making
and relating to people.
OBJECTIVES OF THE STUDY
To find out various Training and development programmes
conducted in OCL.
To find out how an employee implementing the ideas that are
imparted in training sessions.
To study the effectiveness of the training policy and attitude oftrained
executives towards the training policy implemented in OCL.
To explore the current scenario of the training programmes and to
give suggestions to increase the effectiveness of the training system

Oraganistion selected for undergoing project

For fulfilling my study of research work for training and

development I have chosen OCL India Ltd, Rajgangpur as my
study place.

Company profile
Sjt. Jaidayalji Dalmia, an industrialist of farsighted vision set up a cement
plant at Rajgangpur during 1950 - 51 at the request of government of
Odisha to manufacture super grade cement for use in the construction of
Hirakud dam.
The origin of OCL was seeded in the time that signaled Indias
independence. A dream unleashed. A blue print of growth was drawn.
Endeavors to reconstruct economy set in. Indian industry woke up to the
key challenge of self- reliance. Agriculture took a turn to modernity with
construction of dams across the country. Against such a bubbling
background Sjt. Jaidayalji Dalmia, an industrialist of farsighted vision set
up a cement plant at Rajgangpur during 1950 - 51 at the request of
government of Odisha to manufacture super grade cement for use in the
construction of Hirakud dam. The plant that went on steam as Orissa
cement limited during 1952 transformed itself into OCL India Limited
during 1996 to better reflect its multifarious activities.
From a modest 500 TPD capacity imported single wet process Kiln of FL
Smidth make of Denmark, the house of 'Konark' brand cement has
journeyed a long way. To cater the growing demand the company enhanced

its installed capacity with addition of its second wet process 600 TPD kiln
in 1957.

Keeping a steady process in time and technology, OCL has produced the
first clinker through modernized and fully Automated dry process plant in
1988 and further enhanced its installed capacity by adding its 2nd
clinkerization unit in 2009.
In the early fifties OCL has installed four numbers of Ball mills of FL
Smidth for cement grinding purpose. Later on, to keep pace with the
technological advancement and facilitating manufacture of blended cement,
three giant Vertical Roller Mills with combined and separate grinding
systems were installed during the period of 1997 to 2005.

To ensure easy availability and timely supply of cement to the customers in

the coastal area of Odisha, a split level cement grinding unit Kapilas
Cement Works was set up near Cuttack in 2008 . The urge to modernize
and continuously upgrade technology has gone beyond the plant and
transformed OCL's limestone mines into one of totally mechanized
operations from the earlier system of manual mining. The drive for
excellence through continuous technological up-gradation has resulted in
many 'Firsts' for OCL. A few of them are, The first auto kiln control system
based on fuzzy logic in India, The world's largest cement and slag grinding
Vertical Roller Mill during 1997,The second such Cement Vertical Roller
Mill during 2001, The third Cement Vertical Roller Mill again with 60%
additional capacity and first in the world market in 2005.
In 2003 OCL became the first Cement manufacturer in eastern India and
one amongst the only four Indian Cement manufacturers who are accorded
with the right to use American Petroleum Institutes (API) monogram for its
Oil Well grade cement, approved for use in various Oil Well constructions.
The target centric investments in R&D and application specific product
development have both enabled OCL to enlarge and include in its product

range various grades of Ordinary Portland Cement(OPC) like 43 and 53

grades; 53S Grade cement for use in the manufacture of railway sleepers;
Portland Slag Cement (PSC); Fly Ash based Portland Pozzolana Cement
(PPC), Sulphate Resisting Portland Cement (SRPC); OIL Well Cement
(Class G Type HSR/MSR) and Masonry Cement.
For a brief spell OCL also ventured into manufacture of a wide range of
cement allied products including spun pipes etc., in early sixties of the last
millennium and became a prime source of high strength reinforced spun
pipes and pre-stressed concrete poles. It was the first manufacturer of prestressed concrete railway sleepers. Decades later, the company still reigns
supreme as a supplier of railway sleeper grade cement in India.
Industrial Research & Development had always been the backbone of
OCL's product supremacy. Apart from harnessing the fruits of in-house
research for direct application to product and process development related
spheres, OCL regularly commissions the services of Dalmia Institute of
Scientific and Industrial Research (DISIR) in carrying out application
oriented specific research projects. This immensely helps OCL to draw
upon the knowledge of scientific community as well and use it for the
betterment of both the industry and the consumer to whom the benefits of
such research ultimately reach.
A company is primarily known for the products it makes and the services it
renders. In the ultimate count it is quality that holds the key.

Konark' Brand cement of OCL has been extensively used in the

construction of the prestigious Hirakud Dam in Odisha and in building
some of India's largest roads, bridges and Industrial plants including the Vidyasagar Setu in Kolkata ,the Gandhi Sagar
Bridge in Patna , as well as in the construction of port
facilities at Haldia and Paradip. OCL is proud that it was
'Konark' cement, which was exclusively used in essential restoration repairs
by Archeological Survey of India in Lord Jagannath Temple at Puri. To
name a few remarkable Projects where Konark Cement has been recently
used are Modernisation of TISCO/Jamshedpur plant , 2.2 Million ton
Integrated Steel plant of Electro Steel Integrated in Bokaro, Jharkhand , A 3
Million ton Integrated Steel Plant of Jindal Steel and Power at Angul,
Odisha An all weather new private Port at Dhamara near Bhadrak in Odisha
built jointly by TISCO and L&T placed confidence on Konark in using its
cement. A first all concrete road connecting the busiest commercial town of
Odisha with its only Port Paradip in underway with all its requirement met
from Konark cement A 3 Million ton integrated steel plant of Bhushan Steel
and Power alongwith 500mw of power plant placed its confidence on
Konark for its vital installations and used maximum quantity for
installation of BF and other systems. Vedanta Aluminium, Jharsuguda
building a world class Aluminium Refinary and a 2400MW IPP is another
testimony of the confidence placed in Konark. Besides these, numerous
Large and medium projects of Irrigation, Power, Sponge Iron and Steel
have used Konark cement in shaping up their dream which shows the
confidence the brand enjoys in the minds of its consumers.

As on date Konark Brand Cement enjoys rock solid customer satisfaction

across the country and is very popular in the state of Odisha where for the
last almost 60 years it is the most demanded premier lead brand. It is a
name 'Cemented to Quality'.
After its recent upgradation and enhancement of its capacity, Konark
Cement has entered into the states of Bihar where it has been so well
received that it commands a substantial market share immediately after its
entry in the markets.
OCL is proud of its dedicated team of people - its employees, its everincreasing list of satisfied customers, its dealers, its Bankers and Financial
Institutions, its representatives and associates who have all immensely
contributed to making what OCL is today.

Oraginsational Structure in OCL:

Board of Directors
Executive Directors
General Manager
Deputy General
Manager
Chief Manager
Senior
Manager
Deputy
Manager
Executive
Engineers
MBA
Diploma
Engineers
Functional
Executives

Schemes and Guidelines:

1.
2.
3.
4.
5.
6.
7.
8.
9.

Health related
Accommodation related
Perks and benefits
Recognition related
Transport related
Loan related
Retirement related
Safety
General

HR SUB-SYSTEMS OF OCL INDIA LIMITED

1.Performance Management System
The performance management system helps in achieving organizational
growth and employee development by providing relevance of
organizational goals and objectives to all departments, teams and
individuals.
The performance management system also helps in creating desired culture
and values in the organistion in the line with the organisations vision and
mission.
The system broadly deals with the followings:
Annual business plan
Divisional objectives
Departmental/team objective

 Individual objectives
Periodic review(monthly) and assessment of achievements of all
these objectives(Team objectives annually & individual objective
half yearly)
ABC analysis on the basis of achievement of both team & individual
objectives
Payment of performance based reward (Ratio 50% each. Team &
Individual)
2.Qualitative Assessment
Qualitative Assessment is being done once in year in respect of each
individual covered under performance management system who are rated
A in their Individual Objectives Achievemnet. The prescribed format
contains the guidelines to rate each managerial competence as mentiond
below.

Customer Orientation
Achievement Orientation
People Leadership
Subordinate Development
Excellence/ Quality
Change Leadership
Cost Consciousness
Strategic Mindset

The Qualitative Assessment will be utilized to determine the consistently

high performance, worth to the organization, the current market value of
the individual. This is also being used for training and development, career
planning, promotion etc.

3. Training and Development

The appraise while finalizing team action plan, individual improvement
objectives, subordinate development objectives and annual qualitative
assessment, finds opportunity to identify the training and development
needs of each appraise.
Training & Development includes the followings:
Identification of Training needs by Appraiser in consultation with the
Appraisee
Preparation of training calendar by HRD
Finalization of Faculty members for imparting In house Training
Programmes
Imparting In house Trainings and also sponsoring employees to
outside institutes for training where in house training is not possible.
Collecting feedback on trainings
Assessment of training & review by HOD after 6 months.
4. Recruitment Policy
The objectives is to fill-up the vacancys and to bridge the critical
competencey gaps in accordance with the manpower plan to enable OCL
India to achieve its mission.
5.Exit Interview
We obtain an Exit Report from those Executives who are leaving the
organization before attaining the age of superannuation.

The primary purpose of conducting the exit interview is to probe deeper

into the sentiments of people, to know the exact causes of dissatisfaction
and to invite their feedback/ suggestions which will go a long way in
helping us to take care to build a better organization.
After obtaining the filled in prescribed format, the same is being forwarded
to Divisional heads with comments of HRD personnel for an interaction if
any for knowing details / for clarification.
6. 360 Degree Feedback Appraisal
An Executives deals on regular basis with a number of persons who create
a pool of information and perspective about the executive. These persons
may include top management , superiors , subordinates, colleagues,
representatives from other departments, clients/customers, suppliers,
consultants,

government

officials

and

community

and

union

representatives. Any one who has useful information on how the executive
interacts, behaves and responses may be a good source to identity areas for
improvement.
7.Internal Customer Feedback
In the organization there is always a customer- supplier relationship among
departments. With a purpose to bring improvement in this relationship a
survey is being conducted half yearly.
Each customer department is required to fill up a grid giving their rating on
the performance of their supplier department. This rating is summarized

and the feedback is given to concerned supplier department for improving

upon the areas where the rating is low.
8.Climate Survey
This HR tool is being designed to determine the Organisations health.
A questionnaire consisting of about 120 questions on various aspects of
functioning of the management has been prepared to do the survey. The
questionnaire is made in English, Hindi, Odia. Employees are requested to
respond to the questions based on their own perception and not what they
think the perception of others or what they think is the correct response.
Initially this survey was conducted with the help of M/s Eicher Consultancy
Services Ltd., New Delhi and now OCL has designed its own computer
package to conduct this survey.

Training and development includes the following

Identification of training needs by appraiser in consultation with the
appraise.
Preparation of training calendar by HRD
Finalization of faculty members for imparting in house training
programs.
Imparting in house training and also sponsoring employees to outside
institute for training where in house training is not possible
Collecting feedback on training
Assessment of training and review by HOD after 6 months

CHAPTE

TRAINING PROCESS IN OCL

Identification of Training and
Development Needs

INTRODUCTION TO TRAINING AND DEVELOPMENT

Training can be introduced
simplyof
as Training
a process of assisting a person
Collating
for enhancing his efficiency
and effectiveness to a particular work area by
needs
getting more knowledge and practices. Also training is important to
establish specific skills, abilities and knowledge to an employee. For an
organization training Preparation
and development of
are important as well as
Training
Plan
organizational growth because
the organizational
growth and profit are also
dependent on the training. But the training is not a core of organizational
development. It is a functionFinalization
of the organizational
development.
with
Training is different from education; particularly formal education.
The education is concerned mainly with enhancement of knowledge, but
the aims of training areNomination
increasing knowledge
while changing attitudes and
to Training
competences in good manner. Basically the education is formulated within
the framework and to syllabus, but the training is not formed in to the frame
and as well as syllabus. It may differ from one employee to another, one
group to another, even the
group in the same
class. The reason for that can
Organising
training
be mentioned as difference
of attitudes and skills from one person to
program
another. Even the situation is that, after good training program, all different
type skilled one group of employees can get into similar capacity, similar
Taking
skilled group. That is an advantage
of the training.

Feedback

In the field of Human Resource Management, Training and

Development is the field concern with organizational activities which are
aimed to bettering individualRecording
and group performances in organizational
settings. It has been known by many names in the field HRM, such as
employee development, human resources development, learning and
development etc. training is really developing employees capacities through
Summarising
learning and practicing.

Feedback

Training and Development is the framework for helping employees

to develop their personal and organizational skills, knowledge and abilities.
The focus of all aspects of Human Resource Development is on developing

the most superior workforce so that organization and individual employees

can accomplish their work goals in service to customers.
All employees want to be valuable and remain competitive in the
labour market at all times, because they make some demand for employees
in the labour market. This can only be achieved through employee training
and development. Hence employees have a chance to negotiate as well as
employer has a good opportunity to select most suitable person for his
vacancy. Employees will always want to develop career- enhancing skills,
which will always lead to employee motivation. There is no doubt that a
well trained and developed staff will be a valuable asset to the company
and thereby increasing the chances of his efficiency in discharging his or
her duties.
Training in an organization can be of two types: Internal and
External training sessions. Internal training involves when training is
organized in-house by the human resource department or training
department using either a senior staff or any talented staff in the particular
department as a resource person.
On the other hand external training is normally arranged outside the
firm and is mostly organized by training institutes or consultants. Which
ever training, it is very important for all staff and helps in building career
positioning and preparing staff for greater challenges in developing world.
However the training is costly. Because of that, people who work at firms
do not receive external trainings most of times. The cost is a major issue for
the lack of training programs in Sri Lanka. But now a days, a new concept
has come with these trainings which is Trainers through trainees.
While training their employees in large quantities, many countries
use that method in present days to reduce their training costs. The theory of
this is sending a little group or an individual for a training program under a
bonding agreement or without a bond. When they come back to work, the

externally trained employees train the employees who have not participated
for above training program by internal training programs.
Employers of labour should enable employees to pursue training and
development in a direction that they choose and are interested in not just in
company assigned directions. Companies should support learning, in
general, and not just in support of knowledge needed for the employees
current or next anticipated job. It should be noted that the key factor is
keeping the employee interested, attending, engaged, motivated and
retained.
For every employee to perform well, especially supervisors and
Managers, there is a need for constant training and development. The right
employee training, development and education provides big payoffs for the
employer in increased productivity, knowledge, loyalty, and contribution to
general growth of the firm. In most cases external trainings for instance
provide participants with the avenue to meet new set of people in the same
field and network. The meeting will give them the chance to compare
issues and find out what is obtainable in each others environment. This for
sure will introduce positive changes where necessary.
It is not mentioned in any where that the employers, managers and
supervisors are not suitable for training programs. They also must be highly
trained if they are expected to do their best for the organization. Through
that they will have best abilities and competencies to manage the
organization. Training employees not only creates a more positive corporate
culture, but also add a value to its key resources.
Raw human resources can make only limited contribution to the
organization to achieve its goals and objectives. Hence the demands for the
developed employees are continuously increasing. Thus the training is a
kind of investment.

Definitions of Training and Development:

Training:
Training is defined as follows by many expertise and literature.
It is concerned with the knowledge, skill, attitude, techniques and
experiences which enables as individual to make his most effective
contribution to the combined effort of the team of which he is a member.
Training is the process of assisting a person for enhancing his efficient and
effectiveness at work by improving and updating his professional
knowledge; by developing skills relevant ot his work and cultivating
appropriate behavior, attitude towards work and people. Training could be
design either for improving present capabilities at work or for preparing a
person for assuming higher, responsibilities in future which would call for
additional knowledge and superior skills.
Training is the formal and systematic modification of behavior through
learning which occurs as a result of education, instruction, development
and planned experience.
Training is a method whereby people get hold of abilities to aid in the
accomplishment of organizational objectives. It occupies planned learning
activities premeditated to develop an employees performance at her /his
recent job.
Development:
Development is any learning activity, which is directly towards future,
needs rather than present needs, and which is concerned more with career
growth than immediate performance.
Development is a wide ranging enduring multifaceted position of
behaviors to bring an employee or an organization up to another entrance of
presentation. Development also suggests achieving several jobs or new role
in the upcoming.

When Training & Development is conducted

Training and development is applied when there is a need of:

Increasing productivity
To make the employee skillful when they are not well trained
To improve the quality
To improve the organizational climate
Personal growth

Where Training & Development is conducted

Training and development is given in the place where the employees work
i.e. in the work place or either it may be outside the work place i.e.
somewhere else in other institute away from the workplace.

Who is trained
It is a process given by the trainer and taken by the trainee.
Training is given to:
Newly recruited employee.
Employee who gets promotion.
Employee who moves from one job to another.
Trainer is one who gives the training and development the skill of the
employee.
Trainee is the one who takes the training.

Why training & Development is conducted

It is needed because of:

To increase job satisfaction & morale among employees.

To increase employee motivation.
To reduce employee turnover.
To increase innovation strategy & products.
To increase efficiency in process, resulting in financial gain.

How Training & Development is conducted

Training & Development is a process which is given by different methods.
They are as follows:

On the job Training

Off the job Training
Grid Training
Sensitivity Training
Apprenticeship Training
Transactional Analysis

IDENTIFY TRAINING & DEVELOPMENT NEED

The first step of the process of training and development is
identification of the organizational needs for trained manpower, both
present and future. Basically some questions can be used in this step.
a) What specifically must an employee learn in order to be more
productive?
b) Where is training needed?
c) Who needs to be trained?
The productiveness of an employee is the important factor for the
employer, because the income or profit of the organization and employer is
depends on the employees productivity.
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. The organization or an employer should
know where it wants to be in its long range strategic plan and
organizational need is a training program to take the organization from
current situation to developed upped step.

Secondly, consider whether the organization is financially committed to

support the training efforts. If not, any attempt to develop a solid training
program will fail.
Next, determine exactly where training is needed. It is foolish to implement
a company wide training effort without concentrating resources where they
are needed most. An internal audit will help point out areas that may benefit
from training. Also, a skills inventory can help determine the skills
possessed by the employees in general. This inventory will help the
organization determine what skills are available now and what skills are
needed for future development.
In summary, the analysis should focus on the total organization and should
identify where training is needed and where it will work within the
organization.
When the organization has a clear idea to where training is needed,
concentrate on the content of the program. Analyze the characteristics of
the job based on its description, the written description of what the
employee actually does. Training based on job descriptions should go into
detail about how the job is performed base on a task-by-task. Actually
doing the job will enable you to get better feel for what is done.
Individual employees can be evaluated by comparing their current skill
levels or performance to the organizations performance standards or
anticipated needs. Any discrepancy between actual and anticipated skill
levels identifies a training need.
All above details and descriptions will helps to find the gap between
standard or expected performances and the actual performances. In simply,
Training and development need= Expected performance Actual
performance

OBJECTIVES OF TRAINING PROGRAMMES:

One major objective of the training is problem solving in ongoing
processes. Training can solve a variety of manpower problems including
operational problems involving manpower component. If not solved, these
problems may lead to the reduction of optimum productivity. Those
problems can emerge within any group, such as except non except, line and
staff, unskilled, skilled, lower, middle and upper management. These
problems are according to natures and all are having a common
denominator, the solution required individual to their appreciative
backgrounds specific identifiable items of additional knowledge skill or
understanding. Organization wide, these problems includes needs to
a)
b)
c)
d)
e)
f)
g)
h)
i)
j)
k)

Increase productivity
Improve the quality of work, work life and raise morals.
Develop new skills, knowledge, attitudes and understandings.
Correct use of new tools, machines, processes, methods or
modifications thereof.
Reduce wastage, accidents, turnover, lateness, absenteeism, and other
overhead costs.
Implement new or changed policies or regulations.
Fight obsolescence in skills, technologies, methods, products,
markets, capital management etc.
Bring incumbents to that level of performance which meets the
standard of performance for the job.
Develop replacements, prepare people for advancement, improve
manpower deployment and ensure continuity of leadership.
Ensure the survival and growth of the organization.
Optimum utilization of human resources at the organisation can be
considered as an objective of training programs. The training and
development programs further help the employee to achieve the
organisational goals as well as their individual goals.

l) Training and development is inculcating the sense of team work,

team spirit and inter-team collaborations. It helps in including the
zeal to learn with in the employees.
m) Training programs can be used to building the positive perception
and feeling about the organisation. The employees get these feelings
from leaders, subordinators and peers.
n) Health and safety is a major factor at the organisation. Training
programs in the sense of health and safety helps in improving the
health and safety helps in improving the health and safety of the
organisation thus preventing obsolescence; and it will helps to create
healthy work environment through changing attitudes of the both
employees and employers.
o) Finally the training programs are objected to develop human
resources at the organisation in technically and behaviourally in an
organisation. It also helps to development of an organisation through
more effective works, decision making and problem solving too.
Training programs reduces the stress of management and employer;
because when employees receive good training, they are able to solve
their problems and make effective decisions even under limited
resources.

ACHIEVING TRAINING OBJECTIVES:

Training objective should be specific for the particular segment of
the even or an organization. As mention above, the training objectives may
different from the one organization to another; but the objective should be
specific for that organization and or specific to part of that organization. i.e.
implement ISO 9000:2001 quality system for Research and Development
Division.
The above objective is specific, and the employees should be trained
for achieve that objective. Even the above objective can be different from a
Testing service division. R & D is trial and error method or product

development basis and testing services is based on evaluation methods or

quality assurance of developed product basis. It definitely may different
from marketing and sales division of an organization.
Another important thing of the establishing training objectives is it
should be measurable. From a specific method or a process or generally, the
objective can be measured. If the objectives cannot be measure, the
evaluation of training is difficult. Therefore a good training objective is
should be measurable.
If the training cannot be measure then it will go in to wide area rather
than expected and the trainees may confused because of that. The confusion
of a trainee in a training program may be a reason of lack of participation
of the next training program; and also if the training did not develop the
trainee, that will be waste the time of both trainee and trainer. Even that
will not make confusion in trainee, but also it happens in the trainer. So the
training objectives should be established in measurable way bye any one.
The training objective should be achievable by trainees. If the
training objectives cannot be achievable by trainees, it is also an error of
setting training objectives.
The training program should be motivating employees of an
organization; not makes frustration in them. For motivate people and
training them in correct way, there should the objectives are achievable. i.e.
Implementing ISO 9000:2001 quality system among R & D division that
should be achievable.
If the R & D divisions cannot implement the quality system anyhow,
that objective is not achievable for R & D institutes rather than production
oriented organization. When setting will not effect for them; and it may
only time consuming thing.
In organizational level time consuming for non profitable thing is not
good. It may reason for profit losses and destroy skillful employees skills

too. Competence employees may not like to spend their valuable time for
non achievable things and it may make stress in their minds too.
Then the absenteeism, accidents and less concerning to work may
increase in the organization. So there must to set achievable training
objectives when the training is allocating for employees.
The training program should relevant to an organization or to the
employee. Sometimes employees may receive some of training programs
which are not directly relevant to their current fields; but it may have a
good opportunity to adapt to new potential field to the employee. Also
some kind of general trainings has involved making employees as
Generalists not specify to a particular field.
That is suitable for most of firms, organizations; but such as
medicine, surgeons and research officers, that is not relative mostly. Those
specific job titles have to have a specialization and special abilities. The
generalist concept is most suitable to most of organizations because then
the employer can rotate employees among the organization in to several
types of job responsibilities. To reduce individual stress in an organization,
the job rotation is suitable process.
To rotate jobs, employees must have general knowledge and abilities
to do assigned tasks well. Training and development programs can bring
the employees up to that standard. In the case of specialized job titles, there
have to be a direct relationship between training and the job
responsibilities. i.e. to a research officer who is specialized in inorganic
chemistry, training related to handicraft or carpentry will not be useful for
his research field. That training is useful for a carpenter.
When considering Nano technology, there is no direct relationship
between Nano technology and inorganic chemistry, but there is a good
potential to apply Nano technology in inorganic chemistry such as making
free radical coatings with certain materials giving them special properties.

Nano technology is related not only to inorganic specialists, but also

its related to the specialists in organic chemistry. For example Nano
technology is used in inorganic chemistry to produce high efficiency
hydrocarbons by converting hydrocarbons to Nano particles ultimately
making high efficiency fuel source. Also, Nano technology is not related to
administrative work. Administrative works should have trainings such as
PR handling etc. So the relatedness of the training program for employee is
an important thing when setting training objectives.
The employer or trainer must concentrate on these functions when he
or she establishes training objectives to the training programs. In both onthe-job and off-the job training methods, training objectives should be
time bound, because the trainee takes time to develop skills in him. When
considering off-the-job type training, there is low contribution from the
employee to organization during the training periods.
Therefore to minimize the additional time consumption, the trainings
should be time bounded. For an employee to achieve a given period of time
there can be great efficient automatically. Training programs and training
objectives should be oriented in efficiently. For that purpose, there should
be a specific time period to end up the training and develop the trainee.
SETTING TRAINING OBJECTIVES:
WHAT ARE THE TRAINING OBJECTIVES:
Training objectives are some kind of statements of what training is
expected to achieve at the beginning. Setting training objectives must be in
according to SMART theory; because of the training is one of important
function in human resources management and also it is a costly process. So
the training objectives should be expected level of an employee by
employer.
Identification of the training needs correctly is most wanted thing for
setting training objectives. For setting training objectives, there can be done

some of analysis of employees. This also is important to the designing of

the training program. An employer can do a task analysis, fault analysis and
skill analysis at the beginning of setting training objectives. Task analysis is
a systematic analysis of the behavior required to carry out a task with a
view to identifying areas of difficulty and the appropriate training
techniques and learning aids necessary for successful instruction. By task
analyzing there can be identify what kind of difficulties the employee is
facing while doing the given task.
Where the incidence of errors of faults in a job can be fairly high, the
faults analysis method can be useful for identify the actual faults.
Identifying the faults and the frequencies of faults are doing important job
on the setting training objectives. May be the most common method of
analyzing the skills required in work of a non-supervisory nature in
industry or commerce is that and abilities by skill analyzing. Knowing of
skills of an employee is important to set objectives on trainings.
As a major function of human resource management process,
training and development is giving higher contribution to the organization
when recruiting new employees to organization. After recruit new
employee, training programs are important to induction part of HRM
process. Not only for the induction of HRM has process, but also for other
parted of the process, such as performance appraisal etc. When establishing
training objectives these kinds of specific things should be conceder, as
same as other things.
In setting objectives of training, is depends on the organization. It
may differ from an organization to organization. In an organization again
the objectives are basically depends on its vision mission and corporate
objectives. These have to achieve without any argument. But in operational
level, there can be identify most of times employees makes lots of mistakes
because the lack of training. Even they are highly paid, highly motivated
people; this cannot be decrease in large amount.

For these types of situations are the indicators of the training needs
and the training objectives. Training objectives are should be achieves and
fulfill training needs of an organization. Also training objectives are should
have a power of motivation. Otherwise if the training objectives make
stress on the employee, then the outcome of training may not be achieves
the objectives.

TRAINIG PROCESS
The training process:
The training is not a single task. It is a kind of process which is in the
organizations. The training process has several steps and that steps can be
mentioned as follows.
a)
b)
c)
d)
e)
f)
g)

Organisational objectives
Needs assessment
Identify the gap between standard and actual performances
Establish training objectives
Select the trainees
Select a training methods and mode
Evaluate the training

(1)Organisational objectives:
First the organization has to understand whether their objectives are
achieved by employees. If not organization should establish its
objectives in employees; and the training also have to helps above
activity.

(2)Needs Assessment:
Then the employer or organization should estimate the need of the
training. There organization can use many of methods such as
questionnaires, income expenditure ration etc. The training program is
based on this training needs assessment.

(3)Identify the gap between expected and actual performance:

After training needs assessment there have to identify the gap between
excepted and actual performance of employee. This will helps to
identify the weight of training that employee needs. Otherwise even
after training the organizational expectation may not be achieved.

(4)Establishing training objectives:

This is also an important step of training process. To earn what is needed
actually is based on this step. After identify the gap between expected
and actual performances they have to identify how to establish the
missed objectives in to employees and what would be the objectives that
have to be established. The process of this step is helpful for that.

(5)Select the trainees:

There should be a correct procedure to select the employees for training
programs so that the person who really needs the trainings can be select.
Otherwise if the trained and well skillful employees were selected for
the same training which has no contribution to their improvement, it will
cost only money and time.

(6)Select the training methods and mode:

The training method and mode should be trainee friendly. If the
education level of trainee is not in the standard of the training program,
the trainee will be unable to understand the core of the training, and then
again the time of both employer and employee will be wasted. Employer
should have a sense to identify the methods which are effective for the
training program. The methods and mode can differ from one training
program to other.

(7)Evaluating of training:
Once after the training, there should be procedure or a method to
evaluate the training. That will help for further developments and
training programs. After a good training program, the trainee should be
developed. Development after training shows the effectiveness of the
training program.

CHAPTE