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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.




In the field of Human Resource development AT


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

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.

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 [ExHR] 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.

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



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 oilrelated 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


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.









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.


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.




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. 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. TEXTILE: In this department POY is converted into flat Yarn through Draw Twist Process or textured Yarn through Draw Texturing Process. DYIENG: Dyieng department. of Yarn carried out in this





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. 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 . 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, airconditioning, 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) b) c) d) e) f) g) h) Purchase Accounting General Accounting Sales Accounting and Sales Tax Insurance Consumption Accounting Project and Fixed Asset Accounting Excise and Customs 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) b) c) d) e) f) g) h) Manpower Planning Recruitment and Selection Periodical Evaluation Regularization Industrial Relation Welfare Activities Induction Training and Development.


• •

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 & upgradation. 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 Executive Director

Shri Hital R. Meswani Executive Director

Shri H.S.Kohli Executive Director

Shri PMS Prasad Executive Director

Shri Ramniklal H. Ambani

Shri Mansingh L. Bhakta

Shri Yogendra P. Trivedi

Dr. D. V. Kapur

Shri M. P. Modi

Prof. Ashok Misra

Prof. Dipak C Jain

Dr. Raghunath Anand Mashelkar


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



Training focuses on technical and mechanical oriented operations.

On the job training and off the job training.

Developme nt

• Training is mostly for non managers. • Training focuses on current jobs and short term gains . • Training is job oriented and is vocational in nature. • Training can be classified in to major types-

It focuses on theoretical skill and conceptual ideas. is for and

• Development managers executives.

• Development prepares for future jobs and focuses on long term accruals.

• Development is general in nature and is continuous on going process.

• No such classification is possible.

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.


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.


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. 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.



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. 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. 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.

There are two types of training method. 1.On the job training 2.Off 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.

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.




Training for supervisors

PURPOSE- To establish a system for identification of training needs and providing training as per the requirement. 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.



ILNA & module selection

All department

Once in two years

Thru online ESS (SAPHRSDM)

Details filled in ESS online system As per detailed filled in format Details given in the module Completene ss of format with all details Checking the level of que. , ans. And objectives recd.


Requisition form/ thru ESS self booking Modules and faculty availability TRG calendar

All department

As and when required

Format no. FT/T&D/002/T hru online ESS (SAP HRSDM) List of modules & their writers as a faculty Format no. FT/T&D/007/t hru online ESS (SAPHRSDM)



All Every month department for modules and internal faculty T&D 7 days department before end of month Questionnai re and TRG objective from faculty Atleast two days before respective trg program



Guidelines from the faculty regarding questionnai re and their presentatio n TRG validation

All department

On monthly basis

Format no. / 011

Revised rating as given in the format


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

2 3

Compilation of learning needs thru Head -HR nominations received against module selection done by LI (HOS) Trg nominations thru e-mail and forwarding itto T&D self booking of training by individual & its approval by LI thru ESS Respective HOD/ HOS(LI)



Arranging the module / study Head HR material-to the extent possible, for in house training Arranging the faculty (internal or external) and getting his confirmation Publishing monthly training calendar on SAP-HR-SDM/email Publishing Trg notice with final list of participants for in house training on email Head HR

WI/T&D/00 1 WI/T&D/00 1 FT/T&D/00 7 WI/T&D/00 1 WI/T&D/00 1 FT/T&D/00 4 FT/T&D/00


7 8

Head HR Head HR

9 10

Conducting training on notified Head HR date and time for in house training Taking attendance, feedback from Head HR trainee and faculty both for in house training (wherever possible)

5 11 Conducting pre and post trg test, wherever applicable and working out learning index Publishing LI data on website for in house training Training validation and sending to T&D (this including self study training) Updating the training record of the individual & subsequently publishing on website Head HR WI/T&D/00 1 WI/T&D/00 1 FT/T&D/01 1 WI/T&D/00 8

12 13

Head HR Respective HOD Head HR


S. No. 1 2 3 4 5 6 Outputs Identified learning needs for entire plant Monthly training calendar Participants list Learning index Record updating Individual training card To With in dept. for further use Publish on website & email Publish on website & email Publish on website for HOD Within dept. for further use Publish on website for Reference document WI/T&D/001 WI/T&D/001 FT/T&D/007 WI/T&D/001 WI/T&D/001 WI/T&D/001 WI/T&D/001 FT/T&D/008

7 8

Hours of training individually No. of training & total training hours held each month

HOD Publishing on website for employees President /MR

WI/T&D/001 WI/T&D/001

S.N o. 1 2 MONITORIN G BREIF ILNA/module selection of all officers Training requisitions RESPONSI BILITY To be recd. Within a month up to schedule date of training MONITER ING CRITERIA Head -HR Executive (T&D) STAG E/ FREQ . Once in 2 years To be recd. as and when req. Every mont h Every mont h Every mont h Every REFERE NCE DOCUME NT WI/T&D/0 01 WI/T&D/0 01





Trg calendar 7 days and trg notice before start of the month No. of Variance trainings w.r.t. planned every month Hours of Variance training w.r.t. planned every month No.of training Variance

Executive (T&D) Head -HR

WI/T&D/0 01 WI/T&D/0 01 WI/T&D/0 01 WI/T&D/0

Head -HR

Head -HR


hours/employ ee Feed back of trainees and trainer

The contentsPositive or negative Change in level of knowledge of individuals after training

Head -HR

mont h After every traini ng With in six mont hs of traini ng need

01 WI/T&D/0 01 FT/T&D/0 04 FT/T&D/0 05 WI/T&D/0 01 FT/T&D/0 11


Training validation recd. From HOD’s

Executive (T&D)

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

WI/T&D/001- Procedure for training system

PURPOSE- To establish a system for identification of training needs and providing training as per the requirement. SCOPE- applicable to all non-supervisors of the company . DEFINITION- NONSUP- nonsupervisors (workmen) LI- learning index





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.



S.N O. 1




Deciding All dept. topics as per plant/dept . requireme nt Requisitio All dept. n form

FREQUE NCY/ WHEN As and when required

REFERE REVIEW NCE CRITERIA As decided by the dept.


Trg calendar

T&D dept.


Guidelines from the faculty regarding questionn aire and their presentati on

Questionn aire and trg objective from faculty

7 days before end of the month 7 days before end of the month Atleast 2 days before respectiv e trg program

Format no. FT/T&D/ 010 Format no. FT/T&D/ 007 -

As per details filled in the format Completen ess of format with all details Checking the level of questions, answers and objective recd.



S.N o. 1

ACTIVITY Training nominations and forwarding it to HR/LC for any trg needs identified by dept. Arranging the faculty (internal or external) and getting his confirmation Publishing monthly trg calendar on website Publishing trg notice with final list of participants on website




Head -HR


3 4

Head -HR Head -HR

FT/T&D/007 WI/T&D/001

5 6

Conducting trg on notified Head -HR date and time Taking attendance , feedback from trainee and faculty both (wherever possible) Conducting pre & post training test, wherever applicable and working out learning index Publishing LI data on website for various dept. Head -HR

WI/T&D/001 FT/T&D/010 FT/T&D/005 WI/T&D/001


Head -HR

8 9

Head -HR

WI/T&D/001 Training details

Updating the record in the Head -HR individual training detail


S.NO OUTPUTS . 1 Monthly training calendar 2 3 Participants list Learning index

4 5

Record updating Individual training detail

REFERENCE DOCUMENT Publish on WI/T&D/001 website and e- FT/T&D/007 mails Publish on WI/T&D/001 website and email Publish on WI/T&D/001 website for respective HOD With in dept. WI/T&D/001 for further use WI/T&D/001 Training details WI/T&D/001




Publish on website for respective individuals and HOD Hours of training Publish on individually website for respective HOD No. of training and total President/MR training hours held each month



S.N MONITORI O. NG BREIF 1 Training requisition s








With in a month before and after schedule training Trg 7 days calendar/tr before g notice start of the month No. of Variance training held w.r.t. planned eveyr month Hours of variance training held w.r.t.plann ed every month Feedback The from contents – trainees positive or and trainer negative

Executive (HR/LC) Head -HR

To be recd. As and when requir ed Every WI/T&D/00 month 1 Every WI/T&D/00 month 1


Head -HR

Every WI/T&D/00 month 1

Head -HR

After WI/T&D/00 month 1 end FT/T&D/01 0 FT/T&D/00 5/01

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

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.



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










 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.


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 B) Secondary Data: 1. Company Annual Report 2. Company Journal 3. Secondary data are mainly official record, 3. Observation Method.

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.

 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.

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.


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 –

 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.

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 retraining 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.

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.

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) ………………………………………………………………………………………………… …………………………………………………………………………………………………… …………………………………………………………………………………………………… …………………………………………………………………………………………………… …………………………………………………………………………………………………… ……………………………………………….


Web Sites:

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


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

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