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2013 TRAINING AND DEVELOPMENT ANISH V SAIL 6/12/2013 TRAINING AND DEVELOPMENT JUNE 20013 2 ORGANISATION STUDY IN TRAINING AND DEVELOPMENT AT BOKARO STEEL PLANT JHARKHAND. Submitted to Rajagiri College of Social Sciences, Kochi In partial fulfillment of the requirements for the award of the degree of Master of Human Resources Management (2012-2014) By Anish v H1004-MHRM Rajagiri College of Social Sciences, Kochi Affiliated to Mahatma Gandhi University TRAINING AND DEVELOPMENT JUNE 20013 3 ACKNOWLEDGEMENT Having been a part of a prestigious Organization like bokaro steel plant SAIL for the past 8 weeks; I would like to acknowledge all those who made my tenure here a great learning experience. First of all I thank God Almighty for his immense grace and blessings at each and every stage of the organizational internship. I am highly obliged to Dr.Joseph. I. Injodey, Hon. Dean, Rajagiri Business School for giving me all the valuable support to complete my project. I express my sincere and heartfelt gratitude to my faculty guide Dr. Anil kumar for his tremendous source of encouragement and valuable guidance throughout my project and other members of the faculty at Rajagiri Centre for Business Studies, Kochi, for guiding me and helping me at various points throughout this project. I owe my sincere thanks Mr Sanjeev Singh……………………………, for letting me be a part of this organization as a part of my summer project. It was her guidance and support that made this task easier. Next, I thank Dr. S C Panday……………………. whose energy and enthusiasm were inspirational to say the least. Their knowledge and experience definitely helped me in making this project a success. I also express my deep gratitude to my family and friends without, whose co-operation this report would not have been possible. I am grateful to all those people who could not find their place here but have helped me in some ways. TRAINING AND DEVELOPMENT JUNE 20013 4 DECLARATION I, Mr. Anish V, student of Rajagiri Business School, Kochi, hereby declare that the project work titled “ORGANISATION STUDY IN TRAINING AND DEVELOPMENT” is a bonafide work undertaken by me at Bokaro steel plant SAIL during April- May 2013 in partial fulfillment of the requirements of the MASTER OF HUMAN RESOURCES MANAGEMENT program. I further declare that no part of this report has been replicated from any other project work that has been submitted elsewhere for the award of any degree. Place: Bokaro Date: ANISH V TRAINING AND DEVELOPMENT JUNE 20013 5 TABLE OF CONTENTS SL.NO. DISCRIPTION PAGE NO. Executive Summary Section I Profile Study Of The Organization Industry Profile Incorporation And history Of The Organization Vision/Mission Statements Organizational Structure/Hierarchy, Employee Strength Product Profile Of Sale Units Or Departments Of Bokaro Steel Plant Production Process Swot Analysis Section Ii Research Design Title Of The Study Background Of The Study Relevance Of The Study Chapter Ii – Research Process Objectives Of The Study Scope Of The Study Research Design Tools For Data Collection TRAINING AND DEVELOPMENT JUNE 20013 6 Methods Of Data Collection Sampling And Sample Size Chapter Iii - Presentation And Analysis Of Data Chapter Iv - Interpretation And Conclusions Chapter V - Suggestions/Recommendations • • Bibliography Annexure TRAINING AND DEVELOPMENT JUNE 20013 7 LIST OF TABLES TABLE TITLE PAGE NO. TRAINING AND DEVELOPMENT JUNE 20013 8 EXECUTIVE SUMMARY Human resource management traditionally deals with selection, recruitment, training, and employee development. The achievement of organizational goals is dependent on the skill of the workforce; organizations devote a considerable amount of time and money on effective training. From the organization’s perspective, training involves imparting of skills, knowledge and abilities to enable the worker to work effectively and make contribution to the organization. For employees/workers, training implies not only acquiring knowledge, but also adding to one’s already existing skills. An organization either Business or Industrial Enterprises needs many factors for its growth, further development and form its very survival. The most important factors are Capital, Materials, Machineries and Human Resources as the success or failure of any organization depends on the effective combination of these factors. Managing all other factors is comparatively easier than managing Human Resources. The Human Resources are most important and need to be handled carefully. Since all the others factors are handled by the human resources, hey have to be trained in an effective manner to utilize the resources at optimal level to get the desired output and thereby to reach the organization goals. The effective combination of all these factors results to way for success. To conduct the analysis various methods are available such as questionnaires, interviews, observation, etc. Oliver Sheldon says ‘No industry can rendered efficient so long as the fact remains unrecognized that the in principally human– not a mass of machines and technical process but a body of men. If manpower is properly utilized it causes the industry to run at its maximum optimization getting results and also work for as an climax for industrial and group satisfaction in the relation to the work formed. Competitive advantage is therefore depending on the knowledge and skill possessed by employee more than the finance or market structure by organization. The employee training not only serves the purpose to develop their employers but also safeguard organizational objectives of survival and success through competitive advantages The training function now popularly called as Human Resource Development, coordinates the provision of training and development experiences in organization. In recent years, the scope of Training and Development has broadened from simply providing training programs to facilitating learning throughout the organization in a wide variety of ways. There is increasing recognition that employees can and should learn continuously, and that they can learn from experience and from each other as well as from formally structured training programs. The Computer Application Training and New Employee Training are most popular training topics. Various Management and supervisory skills such as leadership, performance appraisal, interviewing, and problem solving were also commonly taught. TRAINING AND DEVELOPMENT JUNE 20013 9 SECTION 1 INDUSTRY PROFILE TRAINING AND DEVELOPMENT JUNE 20013 10 INDUSTRY PROFILE The global steel industry has been going through major changes since 1970. China has emerged as a major producer and consumer, as has India to a lesser extent. Consolidation has been rapid in Europe. India is the eighth largest producer of crude steel in the world, accounting for 3.37% of the global steel production in 2005. India’s finished carbon steel production grew to reach an estimated 42.63mmt in 2005-06; primary producers alone contributed about 38% whereas secondary producers contributed the rest. With reference in changes in economy Indian steel industry is poised for massive expansion. Dramatic consumption growth over the last few years has stimulated enormous expansion plans, facilitated by a relatively unexploited iron ore raw material base. India is now being hailed as the new China, where crude steel production soared from less than 100m tonnes in 1995 to over 400m tonnes in 2006.This report focuses on detailed study about the Indian Steel Industry. Steel became an integral part of development. It discusses basic steel manufacturing processes like Blast Furnace and, Electric arc Furnace, industry value chain with a special reference to major raw material trends and price trends of steel products. Demand –supply dynamics has been discussed along with key growth drivers and Export-Import scenario. It also talks about Issues & challenges of the steel industry, mergers and acquisitions, government policies and regulations. Top 10 Leading Players in steel Industry have been profiled namely Steel Authority of India (SAIL), Tata Steel, ESSAR Steel and JSW Steel in this report and analyzed on the basis of financial and operational performance and compares their Competitive Positioning along with future outlook in the light of increasing trend in investments in the domestic industry .Steel Industry in India is on an upswing because of the strong global and domestic demand. India's rapid economic growth and soaring demand by sectors like infrastructure, real estate and automobiles, at home and abroad, has put Indian steel industry on the global map. According to the latest report by International Iron and Steel Institute (IISI), India is the seventh largest steel producer in the world. With reference to development which revised Indian infrastructure, the origin of the modern Indian steel industry can be traced back to 1953 when a contract for the construction of an integrated steelworks in Rourkela, Orissa was signed between the Indian government and the German companies Fried Krupp und Demag AG. The initial plan was an annual capacity of 500,000 tonnes, but this was subsequently raised to 1 million tonnes. The capacity of Rourkela Steel Plant (RSP), which belongs to the SAIL (Steel Authority of India Ltd.) group, is presently about 2 million tonnes. At a very early stage the former USSR and a British consortium also showed an interest in establishing a modern steel industry in India. This resulted in the Soviet-aided building of a steel mill with a capacity of 1 million tonnes in Bhilai and the British-backed construction in Durgapur of a foundry which also has a million tonne capacity.The Indian steel industry is organized in three categories i.e., main producers, other major producers and the secondary producers. The main producers and other TRAINING AND DEVELOPMENT JUNE 20013 11 major producers have integrated steel making facility with plant capacities over 0.5 mT and utilize iron ore and coal/gas for production of steel. The main producers are Tata Steel, SAIL, and RINL, while the other major producers are ESSAR, ISPAT and JVSL. The secondary sector is dispersed and consists of: (1) Backward linkage from about 120 sponge iron producers that use iron ore and non-coking coal, providing feedstock for steel producers; (2) Approximately 650 mini blast furnaces, electric arc furnaces, induction furnaces and energy optimizing furnaces that use iron ore, sponge iron and melting scrap to produce steel; and (3) Forward linkage with about 1,200 re-rollers that roll out semis into finished steel products for consumer use. STRUCTURAL WEAKNESSES OF INDIAN STEEL INDUSTRY Although India has modernized its steelmaking considerably, however, nearly 6% of its crude steel is still produced using the outdated open-hearth process. Labour productivity in India is still very low. According to an estimate crude steel output at the biggest Indian steelmaker is roughly 144 tonnes per worker per year, whereas in Western Europe the figure is around 600 tonnes. India is deficient in raw materials required by the steel industry. Iron ore deposits are finite and there are problems in mining sufficient amounts of it. India's hard coal deposits are of low quality. Insufficient freight capacity and transport infrastructure impediments to hamper the growth of Indian steel industry. STRENGTHS OF INDIAN STEEL INDUSTRY • • • • • Low labour wage rates Abundance of quality manpower Mature production base Positive stimuli from construction industry Booming automobile industry OUTLOOK The outlook for Indian steel industry is very bright. India's lower wages and favorable energy prices will continue to promise substantial cost advantages compared to production facilities in (Western) Europe or the US. It since industry players are engaged in an unfettered rush for scale. This is evident from the recent acquisition of Corus by Tata. The deployment of modern production systems is also enabling Indian steel companies to improve the quality of their steel products and thus enhance their export prospects. TRAINING AND DEVELOPMENT JUNE 20013 12 INCORPORATION AND HISTORY TRAINING AND DEVELOPMENT JUNE 20013 13 Steel Authority of India Limited (SAIL) is the leading steel-making company in India. It is a fully integrated iron and steel maker, producing both basic and special steels for domestic construction, engineering, power, railway, Auto motive and defense industries and for sale in export markets. During struggle for independence, Pt. Jawaharlal Nehru, our first Prime Minister, had a very clear vision about the role of Steel in the development of our country. Although TATA Iron & Steel Company (TISCO) has been establishment in 1907 marking the beginning of Indian Steel Industry followed by Indian Steel Co. (1918), they were too small to meet the development requirements of a big country like ours. Therefore, in the 1st Industrial Policy Resolution of the Govt., soon after independence, Govt. decided to establish Steel Plants in Public Sector. However, work could be started at fast pace only in 1954, when Hindustan Steel Ltd., was formed and three Steel Plants of 1 MT capacity each, were established with provision of further expansion at Bokaro, Rourkela and Durgapur with assistance from USSR, West Germany and U.K. respectively. To improve the functioning of Steel Industry, Govt. decided to form a holding company during 1972, which was named as Steel Authority of India Ltd., (SAIL) and the same was incorporated on January 24, 1973, with an authorized capital of Rs.2000 crores. SAIL was formed by registration of a company under the companies Act and not by the Act of Parliament. Govt., decided to abandon the holding company concept in 1978 and a bill was presented to the Lok Sabha. Accordingly, SAIL was again recognized in the following manner. Hindustan Steel Ltd., Bokaro Steel Ltd., Salem Steel Ltd., SAIL International Ltd., Bhilai Ispat Ltd., Rourkela Ispat Ltd., Durgapur Ispat Ltd., wholly owned subsidiaries of SAIL merged into it and started functioning as Units of SAIL. MECON, HSCL and NMDC become independent Companies and started under Ministry of Steel. However, Kiriburu and Meghatuburu Iron Ore Mines were attached with BSL as their Captive Mines. Bharat Refectories Ltd. also became independent under the Ministry of Steel and refractory units also came under them. Thus, SAIL, at present, is having capacity of 12 MT of crude steel through its four integrated Steel Plants, at Bokaro, Bhilai, Durgapur and Rourkela. Two special steel plants at Durgapur and Salem produce a wide range of alloy and special steels. Marketing of the products from these plants is done through a country wide distribution network consisting of a chain of Stock Yards and distribution network. TRAINING AND DEVELOPMENT JUNE 20013 14 SAIL today is one of the largest industrial entities in India. Its strength has been the diversified range of quality steel products catering to the domestic as well as the Export markets and a large pool of technical and professional expertise. Ranked amongst the top ten public sector companies in India in terms of turnover, SAIL manufactures and sells a broad range of steel products, including hot and cold rolled sheets and coils, galvanized sheets, electrical sheets, structural, railway products, plates, bars and rods, stainless steel and other alloy steels. SAIL produces iron and steel at four integrated plants and three special steel plants, located principally in the eastern and central regions of India and situated close to domestic sources of raw materials, including the Company’s iron ore, limestone and dolomite mines. SAIL’s wide range of long and flat steel products are much in demand in the domestic as well as the international market. This vital responsibility is carried out by SAIL’s own Central Marketing Organization (CMO) and the International Trade Division. CMO encompasses a wide network of 38 branch offices and 47 stockyards located in major cities and towns throughout India. With technical and managerial expertise and know-how in steel making gained over four decades, SAIL’s Consultancy Division (SAILCON) at New Delhi offers services and consultancy to clients world-wide. SAIL has a well-equipped Research and Development Centre for Iron and Steel (RDCIS) at Ranchi which helps to produce quality steel and develop new technologies for the steel industry. Besides, SAIL has its own in-house Centre for Engineering and Technology (CET), Management Training Institute (MTI) and Safety Organization at Ranchi. SAIL’s captive mines are under the control of the Raw Materials Division in Calcutta. The Environment Management Division and Growth Division of SAIL operate from their headquarters in Calcutta. Almost all SAIL’s plants and major units are ISO Certified. TRAINING AND DEVELOPMENT JUNE 20013 15 OWNERSHIP AND MANAGEMENT The Government of India owns about 86% of SAIL's equity and retains voting control of the Company. However, SAIL, by virtue of its "Navratna" status, enjoys significant operational and financial autonomy. INTEGRATED STEEL PLANT 1. Bokaro Steel Plant (BSL) in Jharkhand 2. Durgapur Steel Plant (DSP) in West Bengal 3. Rourkela Steel Plant (RSP) in Orissa 4. Bhilai Steel Plant (BSP) in Chhattisgarh SPECIAL STEEL PLANTS 1. Alloy Steel Plant (ASP) in West Bengal 2. Salem Steel Plant (SSP) in Tamil Nadu 3. Visvesvaraya Iron & Steel Plant (VISL) in Karnataka SUBSIDIARIES 1. Indian Iron & Steel Company Limited (IISCO) in West Bengal. 2. Maharashtra Electrosmelt Limited (MEL) in Maharashtra OTHER UNITS 1. Raw Material Division (RMD) at Kolkata, West Bengal 2. Central Marketing Organization (CMO) at Kolkata, West Bengal 3. SAIL Consultancy Division (SAILCON) at New Delhi 4. Research & Development Centre for Iron & Steel (RDCIS) at Ranchi Jharkhand TRAINING AND DEVELOPMENT JUNE 20013 16 5. Centre for Engineering & Technology (CET) at Ranchi, Jharkhand 6. Management Training Institute (MTI) at Ranchi, Jharkhand 7. Central Power Training Institute (CPTI) at Rourkela, Orissa 8. SAIL Safety Organization (SSO) at Ranchi, Jharkhand 9. Environment Management Division (EMD) at Kolkata, West Bengal 10. Growth Division (GD) at Kolkata, West Bengal 11. Central Coal Supply Organization (CCSO) at Dhanbad MISSION • Consistent with the corporate vision and core values, Bokaro Steel Plant strives to create sustainable long term competitive advantage by managing, mobilizing, inspiring & motivating its employees for continuous growth in production, productivity, quality & profitability leading to total customer satisfaction. • Bokaro Steel Plant recognizes that though the process of competences building people involvement unleashing and leveraging the creative energies of our people, we can create values for the organization and agreed the needs and expectation of our state leaders. • Bokaro Steel Plant is committed to safety health and environment, friendly, operations and practices for its people as well as personal touch in all people imitativeness and interactions to bring a sense of togetherness and pride, we believe people create valve when they are valued. VISION To prosper in business by achieving international competitiveness through satisfaction of customer needs by continual improvement in quality, cost and delivery of products and services. CORE VALUES OF SAIL • Customer satisfaction. TRAINING AND DEVELOPMENT JUNE 20013 • • • Concern of people. Consistant profitability. Commitment of excellence. 17 TRAINING AND DEVELOPMENT JUNE 20013 18 HUMAN RESOURCE SAIL’s total manpower at the end of 15 April, 2013 stood at around 18,789in which 2,700 are executive employees and rests of them are non-executive. The company’s labour productivity of 241 tonnes of crude steel (tcs) /man/year in 2011-12 LOCATION OF BOKARO STEEL PLANT Bokaro steel Plant was planned for 4.1 MT and action for the acquisition of land was undertaken. Land Acquired (in hector) Total area acquired and delivered Total Govt. and forest land transferred Areas under process of acquisition 10511.17 2046.08 1044.36 Present total land requirement (in hector) Plant, Slag dump, cooling pond & Marshal Yard Township including Airstrip Garga dam reservoir Railway 6963.99 4093.29 1451.58 742.99 1321.85 TRAINING AND DEVELOPMENT JUNE 20013 19 ORGANISATION STRUCTURE TRAINING AND DEVELOPMENT JUNE 20013 20 PRODUCT PROFILE OF SAIL All units of SAIL are designed to produce different products consumed by related industries. The product are classified as:1. Prime Products 2. Secondary Products PRIME PRODUCTS:Prime products are the main products produced by Steel plant i.e. Steel. They are again classified into 3 parts. i) ii) iii) Flat-Product Long-Products Semi-finished product FLAT PRODUCTS :- These include –       HR Coils i.e. Hot-rolled coils, sheets & scalp. Plate (HR) Cold-rolled coils & sheets Galvanized plane sheets & coils, Galvanized corrugated sheet Tin Plates Electrical Steel i.e. Cold Rolled Non-Oriented (CRNO) fully processed steel used in the manufacture of magnetic cores and components. TRAINING AND DEVELOPMENT JUNE 20013 21 USES OF FLAT PRODUCTS:They find wide application in all sectors of the economy. Some of their uses are as follow: CR Coils and Sheets are used for manufacturing Automobile Components and bodies, Railway coaches, precision tubes and Pipes, Refrigerators, Washing Machine, Furniture’s, Drums & Barrels by Oil companies for storage & transportation of oils, lubricants, Large containers, construction of cooler bodies.  HR coils, Sheets and scraps are used for Pipe and Tube manufacturing. They are used in manufacturing Water Pipes, Storage Pipes, Gas Line Pipes, Engineering goods, Railway-Wagons, Fabrication work, defence equipment’s like Tanks, Submarines, Guns, Canons and Radar’s.  Tin Plates used in packing industries for oil and food packaging.  Galvanized products are used in Manufacturing Boxes, Buckets, Buses, Storage bins, and Agricultural Sectors.  Corrugated Sheets are used in fencing and roofing, ERW Pipes manufacture (Electrically Resistant Wires) for transportation of gas, Oil and Water etc.  CRNO Steel is used in manufacturing Electrical Transponders, Motors and Other Electric components.  LPG Coils and Sheets are used in the manufacturing of industrial and domestic LPG cylinders. Large producer of this product is Bokaro Steel Plant. TRAINING AND DEVELOPMENT JUNE 20013 22 LONG PRODUCTS: 1. Structural – Angles, Channels, Beams, Joints. 2. Crane Rails. 3. Bars, Rods & re-bars. 4. Wire Rods. SECONDARY PRODUCTS All products arising from Mines, Coke Ovens, Iron & Steel Zones Miles , including defectives , rejects and miscellaneous items generated from various process. Excludes : surplus /Obsolate items . According to Marketing department (Bokaro Steel Plant). Secondary products (Scrape products) are extracted from production of prime products . During the manufacturing of Steel, raw material is going through different process. There is expectation of some scrape which is generated during every stage of production. TRAINING AND DEVELOPMENT JUNE 20013 23 SHOP PRODUCTS HSM HR Sheets/ Plates HRCF HR Sheets/ Plates HR Sheets/ Plates HR Coil CRM ANNUAL FACILITY CAPACITY (,000 TONNES) Continuous 3955 Coils/ Mill Shearing Line-I Shearing Line-II Slitting Line CRM-I complex CRM-II complex DCR Mill - THICKNESS WIDTH LENGTH RANGE RANGE (METRE) (MM) (MM) 1.6 -16 9001850 1800 1500 2.5-12 1.5-4.5 5-10 1.6-4 1660 CR Coils/ Sheets CR Coils/ Sheets CR Coils/ Sheets, TMBP GP Coils & Sheets GC Sheets 0.63-2.5 0.63-1.6 100 0.22-0.8 7001850 6501250 6501040 6501250 HDGL 170 0.3-1.6 TRAINING AND DEVELOPMENT JUNE 20013 24 SPECIAL GRADES OF STEEL As per the demand of the market, Bokaro Steel Plant has the capacity to produce the special grades of steel. Special Steel Grades SAE 1541 MC 11 SPC 370/390 C 15 API X-42, X-46, X-52, X-56, X-60 (SAILAPI) SAILCOR (corrosion resistant) SAILMEDSi (Medium Silicon Steel) SAILPROP Strapping Steel (for internal use only) Full-hard Galvanized Coil Cold Rolled Medium Electrical Steel Extra-low Carbon Extra Deep Drawing (HR & CR) DMR 249A Grade Steel Application Automobile Industry Cycle Industry Cycle Industry Cycle Industry Pipe Line Railways Heavy Electrical Winding Propeller Shaft Strapping Finished Products Extra hard roof of houses Transformer core White goods Defense Research Development Organization (DRDO) for fabrication of Submarine parts (import substitution) Floating bridges for Defense. For M/S BEML; for making. (import substitution) Kolkata fly-over E460/E500/E550 IS8500 Fe 540B high strength low alloy steel with UTS value in excess of 540 Mpa LowCarbon, Low Manganese, High Strength Structural Steel without micro alloying (Carbon Structural purposes. Thermo-mechanically Controlled Processing. 0.10% ) TRAINING AND DEVELOPMENT JUNE 20013 25 BY- PRODUCTS OF BOKARO STEEL PLANT:A. BENZOL PRODUCTS 1. Benzene - nitration grade 2. Toluene – nitration grade 3. Xylene 4. Light solvent naphtha 5. Benzol industrial grade 6. Still bottom oil B. COAL TAR PITCH 1. Hard medium and liquid pitch 2. Extra hard pitch 3. Soft pitch C. PRODUCT 1. Hot pressed naphthalene D. CARBON BLACK FEED STOCK 1. Anthracin oil E. AMMONIUM SULPHATE TRAINING AND DEVELOPMENT JUNE 20013 26 UNITS OR DEPARTMENTS OF BOKARO STEEL PLANT RAW MATERIALS & MATERIAL HANDLING PLANT The Raw Materials and Material Handling Plant receives blends, stores and supplies different raw materials to Blast Furnace, Sinter Plant and Refractory Materials Plant as per their requirements. It also maintains a buffer stock to take care of any supply interruptions. COKE OVENS & BY-PRODUCT PLANT The Coke Oven Complex at Bokaro converts prime coking coal from Jharia, Dugda and Moonidih and medium coking coal form Kargali, Kathara and Mahuda, blended with imported coal, into high quality coke for the Blast Furnaces, recovering valuable by-products like Anthracene Oil, Benzene, Toluene, Xylene, Light Solvent Naphtha, Ammonium Sulphate and Extra-hard Pitch in the process. Bokaro is situated in the prime coal belt of the country. BY PRODUCT PLANT The By Product Plant situated at Bokaro Steel Plant is set up for the utilization of waste from the other units SINTER PLANT The main function of this unit is to convert the small particles like flux, waste, etc. which can not be feed to the blast furnace is converted into big pieces so that it can be used in the blast furnace TRAINING AND DEVELOPMENT JUNE 20013 27 BLAST FURNACES Bokaro has five 2000-cubic meter Blast Furnaces that produce molten iron - Hot Metal - for steel making. Bell-less Top Charging, modernized double Cast Houses, Coal Dust Injection and Cast House Slag Granulation technologies have been deployed in the furnaces. The process of iron-making is automated, using PLC Charging System and Computer Controlled Supervision System. The wastes products like Blast Furnace slag and gas are either used directly within plant or processed for recycling / re-use. STEEL MELTING SHOPS Hot Metal from the Blast Furnaces is converted into steel by blowing 99.5% pure Oxygen through it in the LD converter. Suitable alloying elements are added to produce different grades of steel. CONTINUOUS CASTING SHOP The Continuous Casting Shop (CCS) has two double-strand slab casting machines, producing high quality slabs of width ranging from 950 mm to 1850 mm. CCS has a Ladle Furnace and a Ladle Rinsing Station for secondary refining of the steel. The Ladle Furnace is used for homogenizing the chemistry and temperature. The concast machines have straight moulds, unique in the country, to produce internally clean slabs. SLABBING MILL Slabbing Mill transforms ingots into slabs by rolling them in its 1250 mm Universal Four-High Mill. The rolling capacity of the Mill is 4 MT per annum. The shop has Hot and Cold Scarfing Machines and 2800 Ton Shearing Machine. Controlled heating in Soaking Pits, close dimensional accuracy during rolling and hot and cold scarfing help produce defect-free slabs. HOT STRIP MILL Slabs from CCS and Slabbing Mill are processed in the state-of-the-art Hot Strip Mill. The fully automatic Hot Strip Mill with an annual capacity of 3.95 million tones has a wide range of products - thickness varying from 1.2 mm to 20 mm and width from 750 mm to 1850 mm. The mill is equipped with state-of-the-art automation and controls, using advanced systems for process optimization with on-line real time computer control, PLCs and technological control systems TRAINING AND DEVELOPMENT JUNE 20013 28 HOT ROLLED COIL FINISHING All the Hot Rolled coils from the Hot Strip Mill are received in HRCF for further distribution or dispatch. HR Coils rolled against direct shipment orders are sheared and finished to customer-required sizes and dispatched to customers. The material is supplied as per Indian specifications and many international/ foreign specifications. The shop has two shearing lines with capacities of 6,45,000 Tones/ year and 4,75,000 Tones/ year respectively COLD ROLLING MILL The Cold Rolling Mill at Bokaro uses state-of-the-art technology to produce high quality sheet gauge material, Tin Mill Black Plate and Galvanized Products. Cold rolling is done to produce thinner gauge strips of very smooth and dense finish, with better mechanical properties than hot rolling strips HOT DIP GALVANIZING COMPLEX The Hot Dip Galvanizing Complex integrated with the CRM produces zinc-coated Cold Rolled strips resistant to atmospheric, liquid and soil corrosion. The Continuous Coil Corrugation Line in the HDGC produces corrugated sheets and the Galvanized Sheet Shearing Line produces galvanized plain sheets for a variety of applications. SERVICES - A VALUABLE SUPPORT NETWORK The service departments like Traffic, Oxygen Plant, Water Management and Energy Management provide invaluable support to this gigantic plant MAINTENANCE DEPARTMENTS Bokaro has centralized maintenance departments for large-scale electrical and mechanical maintenance, in addition to shop-based maintenance wings for running repairs and maintenance. These facilities are capable of executing massive capital repairs, supported by the fabrication facilities of the auxiliary shops TRAINING AND DEVELOPMENT JUNE 20013 29 All these departments work together to produce steel , iron sheets which are the main products of Bokaro Steel Plant .All these departments work in a process flow to make it one of the leading steel makers TRAINING AND DEVELOPMENT JUNE 20013 30 PRODUCTION FLOW IN BOKARO STEEL PLANT TRAINING AND DEVELOPMENT JUNE 20013 31 SWOT ANALYSIS TRAINING AND DEVELOPMENT JUNE 20013 32 STRENGTH: • • • Huge infrastructure, which provides a strong base for better production and marketing. As it is a government undertaking faith amongst customer is almost 100%, so they do not hesitate to pay heavy advances while placing orders for secondary products. The By- Product of Bokaro Steel Plant are coal based which is of best quality in market as against the By-Product of its competitors, which are generally petroleum based. Thus Bokaro Steel Plant has an advantage in marketing of secondary products. SAIL, BSL never comprises regarding ‘QUALITY’ so it has superior quality product, in all categories of primary and secondary product. In SAIL, BSL customer is the ‘KING’ so total care is taken to retain exiting customers. The customer service is highly acknowledged by one and all. SAIL, BSL has ‘T.Q.P’i.e. Total Quality People, who totally dedicated towards there work and organization. are honest, hard working and • • • • • • • • • • There is a well- balanced co-ordination and interaction among various marketing department. A strong network of workforce who are ever ready to take up challenges of any kind in production and marketing. An advanced technological technological support is provided to marketing department. Great emphasis is given to after-sales relation with regular and new customers. SAIL, BSL has tried its best to fulfill the demand of its customers as it has a systematic procedure of sales. The brand name ‘SAIL’ has goodwill in national and international market, for both primary and secondary products. A strong force of research team of SAIL, backs marketing of secondary products by re-processing it into superior quality product. This has enhanced the demand for secondary product of SAIL, BSL. TRAINING AND DEVELOPMENT JUNE 20013 • 33 Its wide spread marketing centers all over the world has placed the marketing department of BSL in the for-front. WEAKNESS: • Due to its large organizational structure, which involves numerous policies and officials, it becomes difficult to take decision quickly and as a result final decisionmaking very slow. Being a Govt. organization there are several old and unnecessary procedures, which have to be either put away or revised, taking into consideration the present economic and marketing trend. There is no shortage of brainpower in SAIL, BSL marketing department but it has to be taped and given due reorganization with appropriate reward. Secondary product marketing depends on the primary product demand i.e. if the demand for primary product is less then production will have to be slow down thus even if the demand for secondary product is mounting up still the production won’t be increased, so the secondary product is directly link to primary product demand. Huge lone burden is eating up the profit generated by marketing of primary and secondary product, leading to lack of motivation among marketing managers. • • • • OPPORTUNITIES: • • • • There is growing demand for secondary product in both domestic and international market. With the opening up of economy new market can be discovered. With the progress of research in the field of secondary product the utility of these products has increased. All departments must go in for well-planned modernization. THREATS: • Competition has grown very tough with MNC’s entering domestic market. TRAINING AND DEVELOPMENT JUNE 20013 • • 34 There is tough competition with National and Internatioinal Petro based companies. Main thrust of SAIL is on marketing of its primary product; so secondary product marketing is not taken seriously. Sales of secondary product are just considered as an additional income. Secondary products are available at cheaper rate in international market, with the opening up of the economy customers have the freedom of choice and thus due to price factor they go for international market. Excessive delay in execution of order and dispatch has lead to shift of regular customers • • TRAINING AND DEVELOPMENT JUNE 20013 35 Section II RESEARCH DESIGN TRAINING AND DEVELOPMENT JUNE 20013 36 ORGANISATION STUDY IN TRAINING AND DEVELOPMENT AT BOKARO STEEL PLANT JHARKHAND TRAINING AND DEVELOPMENT JUNE 20013 37 BACKGROUND OF THE STUDY “Training and Development is a formal process of changing employee behavior and motivation in the way that will enhance employee job performance and then overall organizational performance.” Thus, T&D helps the employees to polish their abilities and capabilities in a better way such that they are much equipped to handle their jobs in the company. In an organizational environment, there are service organizations like banks, hospitals, educational institutions etc, and production oriented organizations like garment factories, motor vehicle companies etc. Usually both of these companies are giving the same kind of training to all their employees. Some companies even use the old methodology for trainings without any improvements. In some cases, this may be useful but there will be some companies where this method will not be effective. This way the aim of the T&D program itself is lost. In this project, I have designed the questionnaire to identify, if the training program given by the company “Service with a Smile” has been effective in bringing about reduced stress on a personal and professional plane, change in attitude towards job, improved customer relations, improved team work and recognition of their own valuable role within the organization. Therefore, through this project I am trying to find out the extent to which the program has been effective in these areas and where improvements are necessary. TRAINING AND DEVELOPMENT IN SAIL The human resources is one of greatest assets of SAIL.Training and continuous development of this asset is an important management responsibility. SAIL has always placed the training of its employees on a high pedestal since inception. Starting from late 50’s, when the steel plants under erstwhile Hindustan Steel Limited(HSL), were built commissioned, SAIL has been striving to reach new peaks in the spheres of technical management and other training activities including training for technology upgrdation, modernization automation and computerization etc. TRAINING AND DEVELOPMENT JUNE 20013 38 SAIL training policy is based on the realization that the development of human resources is crucial to success of our organization. The company is also aware of changing environment with respect to continuously updating technologies, skills required, attitudinal change, growth strategies and future plans. The company’s policy is dynamic and flexible and allows for focusing of our approaches for training and development. The major emphasis areas focused for training are:  Attitudinal changes  Optimal utilization of existing manpower i.e. by redeployment and multi skilled training  Continuously train human resources for higher level automation  Enhancing efficiency  Proper orientation /induction of new entrants  Thrust areas  Safety and pollution control  Training in TQP  The training plans made are implemented through following agencies:  Management Training Institute  The Plant/Unit Training Centers  Corporate Human Resource Development Group TRAINING PHILOSPHY IN SAIL SAIL believes that training facilities the development of employees and skills so that the resultant growth of competence contributes to contributes to attaining of organization‘s goals and objectives and move towards vision. TRAINING VISION IN SAIL TRAINING AND DEVELOPMENT JUNE 20013 39 Making training the most important facilitating process for SAIL, to be a World Class Corporation and the leader in Indian Steel Business TRAINING AND DEVELOPMENT JUNE 20013 40 TRAINING AND DEVELOPMENT IN BOKARO STEEL PLANT Training for industry like Bokaro Steel Plant (BSL) is concerned with the acquisition or development of those knowledge, skills, attitudes, techniques and experiences which enable an individual to make his most effective contribution to the combined effort of the team of which he or she is a member. The scope of Training and Development has broadened from simply providing training programs to facilitating learning throughout the organization in a wide variety of ways. There is increasing recognition that employees can and should learn continuously, and that they can learn from experience and from each other as well as from formally structured training programmes. Training And Development Infrastructure in BSL: • • Training Workshop Electrical Shop, Fitting & Assembly Shop, Machine Shop, Welding Shop, Carpentry Shop • • • • • • • Training Laboratories Electronics Lab, PC Lab, PLC Lab, Hydraulics &Pneu. Lab. Class rooms, Conference rooms, Auditorium Plant Training Centre Plant Training Units (32) will be equipped with modern AVA system Two Trainees Hostels (18 Blocks – 312 seats) The RETREAT TRAINING AND DEVELOPMENT JUNE 20013 41 TRAINING METHODS AND TECHNIQUES FOR EMPLOYEES Because of the objective of Human Resource Development is to contribute to the organization’s overall goals, training programs should be developed systematically and with the organization’s true needs in mind. Successful training begins with a thorough needs assessment to determine which employees need to be trained and what they need to be trained to do. Allison Rossett and Joseph W. Arwady states ”The question is not whether you will solicit this kind of information through needs assessment. It is how much of it you will do and using which tools. The culmination for the assessment phase is a set of objectives specifying the purpose of the training and the competencies required in trainees after they complete the program. This section considers the choice of methods for employees training. With training objectives defined and learning principles in mind, the trainer must be choose appropriate training methods and design the sequence of events in the training program. Perhaps the first decision to be made is whether to conduct the training on the job or away from the job. In many cases, the decision is to do some of both. On the Job Training: On the job training is conducted at he work site and in the context of the actual job. The vast majority of all industrial training is conducted on the job, often by the trainee’s immediate superior or a nominated peer trainer. On-the job training has several advantages: a. Because of training setting is also the performance setting, the transfer oftraining to the job is maximized b. The cost of a separate training facility and a full-time trainer are avoided orreduced. c. Trainee motivation remains high because it is obvious to trainees that what they are learning is relevant to the job d. Trainees generally find on-the-job training more valuable than classroom training. TRAINING AND DEVELOPMENT JUNE 20013 42 Apprenticeship Training: This training is combination of on and off the job training. The department of Labor regulates apprenticeship programs, and often management and a union jointly sponsor apprenticeship training. This training is normally given to artisans, electricians, plumbers, bricklayers etc., The duration is normally vary from 2 to 6 years. Apprenticeship training is carried out under the guidance and intimate supervision of master craftsman or expert worker/supervisor. During apprenticeship training period, the trainees are paid less than that of a qualified worker. Advantages: i. Workmanship is good ii. Immediate returns from training iii. Economical, better loyalty iv. Feedback is given quickly about the correctives of performance Disadvantages: i. It takes times to learn the skill ii. Required job knowledge is too complex Job Rotation: In the job rotation, management trainee/employee is made to move from one function to another at planned intervals. Job rotation is widely used as a management executive development program which makes the employees or management trainee, a multitasking individual. It can be done either vertical or horizontal. Coaching and Understanding method: Training under experienced worker they are coached and instructed by skilled co-worker by supervisor by special trainee instructor. Advantages: i. Excellent for supervisor ii. Quick and economical iii. Sequences in logical and simple iv. Instructions are clear and concise. TRAINING AND DEVELOPMENT JUNE 20013 43 Outbound Training: The outbound training is conducted in a location specifically designated for training. It may be near the workplace or away from work, at a customized training centre or a resort. The purposes of conducting this kind of training away from the work place is to minimized or avoid distractions of the employee from their daily work routine and allows them to devote their full attention the specific subject. Some of the outbound training methods and activities are:  Action planning: Often a closing activity asking participants to specify or set goals about exactly what they will do differently back on the job  Behaviour-modelling training: use a videotape to demonstrate the steps in a supervisory activity such as conducting a disciplinary interview, followed by role played skill practice and feedback  Behavioural Simulation: Large-scale multi person role-play, non-computerized business game.  Brainstorming: Creative idea-generation exercise in which no criticism isallowed.  Business Game: Computerized business simulation that requires participants to make decisions about strategy and investments and then provides financial results based on the decisions.  Buzz Group: Small – group discussion of several minutes, duration on an assigned topic  Case Study: From a one -paragraph vignette to a fifty-page Harvard-style case.  Demonstration  Experiential exercise  Field trip  Group discussion  Guest speaker  Guided teaching: Drawing from the group the points the lecturer otherwise would make him or herself  Information search: asking trainees to locate the answers to question in the training materials or manuals provided TRAINING AND DEVELOPMENT JUNE 20013 44  Inter group exchange: small groups share their ideas of findings with another group  Learning game: competition between teams in a quiz show format  Lecture  Mental imagery: asking participants to close their eyes and visualize or recall something or engage in mental rehearsal of physical or interpersonal skills.  Outdoor leadership training: Team activities that may include hiking, rope courses, or other physical challenges along with problem - solving activities.  Problem-solving activities  Role-play  Self-assessment instrument or quiz: An example is a conflict resolution -style inventory.  Team Building: A series of group activities and sometime surveys used to develop team skills and role clarify in a team of people who must work together closely on the job  Videotapes: can be used alone but are most effective discussion and practice. INSTRUCTIONAL METHODS used in training program: 1. Classroom-programs – live 2. Workbooks / Manuals 3. Videotapes 4. Public Seminars 5. Self-assessment instruments 6. Role plays 7. Case Studies 8. Games/simulations (not computer-based) 9. Outdoor experiential programs   TRAINING AND DEVELOPMENT JUNE 20013 OFF JOB TRAINING TECHNIQUES 45 1. Classroom lectures: this is the simplest and from the off the job training. This is a best form of instruction when the instruction is to convey information on rules, regulation, policies and procedures. Advantages: Simple and efficient a) Minimum cost b) Minimum time Disadvantages: a) Monologues and one way communication b) Large trainees are participants c) Efficiency depends on ability of trainers in the use of correct expression better participation d) Concentration and intent of majority of trainees fade off after short time or so e) No individual attitude is possible with result there is no feedback of assimilation of knowledge. 2. Conference and Seminars and Workshops: This is a formal method of arranging meeting in which individuals confer to discuss points of common interest for enriching their knowledge and skill. This is group activity. It encourages group’s discussion and participation of individuals for seeking clarification and offering explanation and own experience. It is a planned activity with a leader or moderator to guide the proceedings, which is focused on agreed agendas points prefixed during planning stage of such conference.  There are three variables: a) Directed conference b) Training conference c) Seminars and workshops TRAINING AND DEVELOPMENT JUNE 20013 46 3. Group discussions and study analysis : case study method was initially introduced by Christopher Lang Dell at Harvard Law School in 1880’s. The principle used is ‘experiences are the best teacher’. Here several empirical structures are examined in detail to find out commonalities to derive general discussion. Based on such studies and group discussion are initiated to derive common lesson. This method has, however limited use of worker but both used for supervisors. In case of workers, areas of importance in this method are that the quality control. 4. Audio-visuals and Film Shows: In order to improve understanding very usual and sometimes is escapable to ‘Demonstrate’ operation of a machine or explain or process. Audio–visual film shows can supplement the efforts lecturing and improve its effectiveness. 5. Simulation Computer Modelling : A training activity in which actual working environment is artificially created as near and realistic and possible is called simulation training. Case study, analysis, experiment exercise game playing computer model and vestibule training etc come under this category When the work environment is artificially created by using computer-programming method well call it ‘computer method’ 6. Vestibule Training: In this training, employees are trained of the equipment they are employed, but the training is conducted away from the place of work. In which all necessary equipment and machines required as actual machined ship are duplicated 7. Programme Instruction: Programmed instruction is a stu5rctured method of instruction aided through texts, handouts, book and computer aide instruction. In this case the instruction materials and information is broken down in meaning full unit and arranged in a proper sequenced from logical method of learning packages, the learning ability is tested and evaluated in real time basis Advantages: a) Materials of learning are broken down into meaning full modules b) Instructions are not key players c) Trainees learn at his/her own pace of learning. Individual difference are taken care of d) No fear of evaluation and criticism e) Active interaction between the learner and the machine TRAINING AND DEVELOPMENT JUNE 20013 f) Immediate feedback is available 47 g) Training can be undertaken at any time and any place h) It is highly flexible and motivated Disadvantages: a) Costly method b) Advance topics are untouched 8. T. group Training: ‘T’ stand for training or laboratory training. T group training was originated on 1940’s but only 1960’s it has opened to the industries. This Training has both supporters and opponents. Unlike any other programmers discussed. T group training is concerned with really problem existing within the other group itself. 9. Retraining: technology is advancing at rapid pace. Here obsolesce is a major problem faced by the worker are the introduction of automation for such retraining programme to update their knowledge, which will further make them productivity useful of the organization and restore this confidence TRAINING AND DEVELOPMENT JUNE 20013 48 OBJECTIVE AND GOALS OF TRAINING & DEVELOPMENT IN BSL We build lasting relationship with customers based on trust and mutual benefit. We uphold highest ethical standards in conduct of our business. We create and nurture a culture that supports flexibility. Learning and is proactive to change. We chart a challenging career for employees with opportunities for advancement and rewards. We value the opportunity and responsibility to make a meaningful difference in people’s lives. HUMAN RESOURCE DEVELOPMENT POLICY We shall strive for continual improvement in building employees’ competence for enhanced performance through technical & managerial training and various other interventions in tune with organizational goals and priorities while creating a culture of learning. OBJECTIVES: • • • • Enhance employees’ knowledge competence for individual organizational growth. Impart need based training. Nurture and provide continuous learning environment. Enhance performance of employees through various HR interventions. TRAINING AND DEVELOPMENT JUNE 20013 49 Chapter II Research Process TRAINING AND DEVELOPMENT JUNE 20013 50 OBJECTIVE  Training and Development can help an organization in a number of ways ultimately it is employee knowledge and skill that produce the organization product or service. Training facilitates the implementation of strategy by providing employees with the capability to perform their jobs in the manner dictated by the strategy.  The objective of the programme is to know the importance of training and development for organization such as SAIL.  To have the knowledge regarding its benefits for and organization, benefits for Individuals and benefits for personal and human relation and internal group relation and policy implementation.  The project will be applicable in the training and development for the employees of the organization using the new techniques and methods as suggested by the survey methodology of my project.  The project will help the organization to understand the views of the employees and the progress in their development skills.  To improve quality of work and product, and to enhance and update, knowledge and skill level of employee in the organization.  To promote better opportunity for the growth and promotion chances of employees and thereby the employability and to secure better health and safety standard. TRAINING AND DEVELOPMENT JUNE 20013 51  My endeavor would be how to design programmes for officer and well as workers which could keep the organization in the contemporary knowledge management marathon simultaneously increasing the productivity skills and other management skills.  The best methods should be employed in the organization that occurs a needs to identify the most effective method of Training and development. The study then goes on to evaluate and analyze the findings so as to present a clear picture of trends in the training and development. SCOPE OF THE STUDY Training and Development is a continuous process within the organization. An organization constantly spends a large amount of its capital resources on the development of its Human Resources. A well trained and developed Human Resource of Organization is the measure of its potential to carry out the work most effectively and efficiently. Therefore, the best methods should be employed in the organization hence there occurs a need to identify the most effective method of Training And Development. The study then goes on to evaluate and analyze the findings so as to measure the effectiveness of training and development Training enables employees to develop and train within the organization and increase the market value, earning powers and job security. It modulates the employee’s attitude and also helps them to achieve better co-operation with the company and greater loyalty to it. The management is benefited in the sense that higher standard of quality are achieved, a satisfactory organization structure is built up authority can be delegated and stimulus for progress applied to employees. RESEARCH DESIGN The research is primarily both exploratory as well as descriptive in nature. The sources of information are both primary & secondary. A well-structural questionnaire was prepared and personal interviews were conducted to collect the Trainee’s as well as Trainer’s perception and behavior, through the questionnaires. TRAINING AND DEVELOPMENT JUNE 20013 52 TOOLS FOR DATA COLLECTION Apart from interview, a questionnaire was also prepared and distributed to employees SAMPLING METHODOLOGY:Primary Data: It is prepared keeping in mind the objective of the research. A pilot study was done in order to know the accuracy of the Questionnaire. Information collected through questionnaire from employees and through observation of training programme. Thus my sampling came out to be judgmental and convenient. Secondary Data: The secondary data was collected mainly from the HIRS, books, web search and personal interaction with experts of the plant. Sampling Unit: The respondents who were asked to fill out questionnaires are the sampling units. The comprised of employees of Bokaro Steel Plant. Sampling Size: Around 250 employees had been participated this training programme out of these 85 employees has been taken for sampling size. SURVEY METHOD:At the time of data collection I visited different department of BSL and survey about their work and their problems. QUESTIONNAIRE METHODOLOGY: The Questionnaire is attached as Annexure-I, in this project report. Questionnaire has been asked to the employee and requested to give the answer genuinely and correctly. TRAINING AND DEVELOPMENT JUNE 20013 53 CHAPTER III CASE STUDY TRAINING AND DEVELOPMENT JUNE 20013 54 TRAINING PROGRAMME “SERVICE WITH SMILE” The Non-works area has great impact on employee’s performance so HRD centre BSL has designed a new training programme with a name “Service with Smile” for various Non-executives of non-works areas. With the objective to develop team spirit and coordination between employees of BSL.   The programme objectives are:1. To understand current business scenario and steel making process. 2. Deal with people in pleasing and satisfying way while giving their service. 3. Communicate effectively with internal customers. 4. Appreciate their own role as service provides as well as role as a member of Team Bokaro. The programme has been started on May 2009 and conducted in every threee months, 25-30 participants are taking part in one time and till now more then 250 employees has benefited by the programme. Programme Content: Steel Business Appreciation and Process.  Dealing with people-Importance of smile.  Role of service provider.  Communication with effective team.  Working with team spirit. Training Methodology:Lecture, Syndicate discussion, Role Playing, Case Study, Plant Visit. TRAINING AND DEVELOPMENT JUNE 20013 55 Evaluation :Feedback from the participants through Questionnaire. TRAINING AND DEVELOPMENT JUNE 20013 56 TABLE-1 RESPONSE OF EMPLOYEES REGARDING THEIR VALUABLE ROLE IN THE ORGANIZATION SL NO 1 2 3 4 5 RESPONSE Extremely High High Neutral Low Very Low NO. OF RESPONDENTS 40 25 20 0 0 PERCENTAGE (%) 47 29 24 0 0 TRAINING AND DEVELOPMENT JUNE 20013 57 ANALYSIS From the above diagram 47% of the respondents have very high extent of experiencing their valuable role in organization whereas 29% have high extent and 24% are satisfied INTERPRETATION OF DATA: It is clear from the response that the programme have had an effective impact on the employees regarding their role in the organization in a very positive way. TRAINING AND DEVELOPMENT JUNE 20013 58 TABLE-2 EFFECTIVENESS OF THE PROGRAMME IN DEALING WITH DIFFERENT CUSTOMERS.. SL NO 1 2 3 4 5 RESPONSE Extremely High High Neutral Low Very Low NO. OF RESPONDENTS 23 40 22 0 0 PERCENTAGE (%) 27.06 47.06 25.88 0 0 TRAINING AND DEVELOPMENT JUNE 20013 59 ANALYSIS 47% of the employees have mentioned that after attending the programme the effectiveness with which they could deal with the customers is High, 27% found this programme bringing in Extremely high effectiveness and 26% found the same as neutral. INTERPRETATION OF DATA: The programme has been successful in bringing in an improved customer relationship for the company. TRAINING AND DEVELOPMENT JUNE 20013 60 TABLE-3 THE EMPLOYEES FEELING TOWARDS WORKING IN A TEAM SL NO 1 2 3 4 5 RESPONSE Extremely High High Neutral Low Very Low NO. OF RESPONDENTS 28 39 18 0 0 PERCENTAGE (%) 32.94 45.88 21.18 0 0 TRAINING AND DEVELOPMENT JUNE 20013 61 ANALYSIS After attending the programme 46% of the employees were of the opinion that they have a High feeling regarding working towards a team, while 33% rated the programme as extremely high in increasing their feeling towards working in a team. 21% of the employees remained neutral regarding the same. INTERPRETATION OF DATA: The programme has been successful in bonding the employees more as a team. TRAINING AND DEVELOPMENT JUNE 20013 62 TABLE-4 OPINION OF EMPLOYEES REGARDING REDUCTION IN JOB STRESS. SL NO 1 2 3 4 5 RESPONSE Extremely High High Neutral Low Very Low NO. OF RESPONDENTS 8 36 30 7 4 PERCENTAGE (%) 9.41 42.35 35.29 8.24 4.71 TRAINING AND DEVELOPMENT JUNE 20013 63 ANALYSIS 42% of the employees rated the programme as High in helping them reduce their job stress, while 9% rated the same as Extremely High. However , a total of 49 % of the employees rated the program as neutral, low or very low INTERPRETATION OF DATA: Since nearly 50% of the employees have mentioned the program as less effective in reducing job stress, the programme needs improvement in that area.   TRAINING AND DEVELOPMENT JUNE 20013 64 SUGGESTIONS FROM RESPONDENTS: 1) Should continue this programme, along with added improvement on reducing job stress. 2) Programme duration should be increased. 3) The particular programme “Service with Smile” organized for all grade, department of employees and also for executives. 4) For the effective implementation of training programme management should remove the main causes of dissatisfaction i.e. shortage of manpower so that employee will be more benefited by this programme. 5) Management should provide training based on team work for all employees. TRAINING AND DEVELOPMENT JUNE 20013 65 FINDINGS: 1) Training and development of Bokaro Steel Plant is aimed at systematic development of knowledge, skills, attitude, team work and make aware to the employees of nonworks areas with hazardous of plant. 2) The majority of employees of non-work area liked the programme “Service with Smile”. 3) Employees of non-works areas become aware about hazardous of plant and it creates co-operative environment among the organization. 4) The knowledge developed the present business scenario and the position of SAIL has increased the team spirit among the employees. 5) During the programme employees got chance to discuss their problems that helped the management to plan for the action to remove problems. 6) Majority of respondents shows their satisfaction about programme but some of them express their inability to follow the tips given in this programme, because of the shortage of manpower and ignorance of management. 7) The township and medical department shows their dissatisfaction for management. TRAINING AND DEVELOPMENT JUNE 20013 66 TRAINING AND DEVELOPMENT JUNE 20013 67 CONCLUSIONS 1) The Length of Training and Development programmes should depend upon the requirement of Job. 2) Management should remove the other factors of dissatisfaction of employees like increase the manpower to reduce the job stress of employee. 3) The duration of training programme should be enough so that employees can visit plant properly. 4) Some more programme should organize for non-works as well as executives so that everyone should know about the hazardous of plant. 5) This is found that 49% respondents express that the programme has not reduce their job stress but 51% are certified that this programme is very helpful to reduce their stress. TRAINING AND DEVELOPMENT JUNE 20013 68 BIBIOLOGRAPHY References: • • • • • VSP Roa, Human Resource Management: Text and cases Gary Dessler, “Human Resource Management”, Seventh Edition SAIL Human Resource Handbooks www.sail.co.in Other previous studies TRAINING AND DEVELOPMENT JUNE 20013 69 ANNEXURE-I Questionnaire for evaluating training Programme “Service with Smile” (N-Ex) Evaluation of The Training Programme “Service with Smile” at Bokaro Steel Plant I am a student of Rajagiri Centre for Business Studies, Kerala doing my summer internship at Bokaro Steel Plant on a project titled “ Evaluation of The Training Programme “Service with Smile””.As part of it, I am collecting data from the employees of BSP for my analysis.I would request you to please provide me with your valuable inputs on the questionnaire. i. ii. iii. Name Department Desiginatio : : : Please tick the most appropriate response in the 5-point scale below. TRAINING AND DEVELOPMENT JUNE 20013 70 Extremely High 5 High Neutral Low 4 3 2 very Low 1 1 2 Are you able to recognize your valuable role in organization after attending “Service with Smile” The extent to which “Service with Smile” changed your attitude towards your job and organization After attending “Service with Smile” are you able to 3 behave in a cooperative way with customer and coworker? How far “Service with Smile” helped to improve your communication skill/ the way you deal with different customers. After attending “Service with Smile” are you feeling more comfortable working in team? How far “Service with Smile” was able to reduce stress in your personal life/ family life. How far has “Service with Smile” helped you, to reduce job stress at your job place. 4 5 6 7 8. Any specific suggestion/issues you like to comment. ...................................................................................................................................................... ...................................................................................................................................................... ......................................................................................................... Thank you for giving your precious time to respond this questionnaire.