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EXECUTIVE SUMMARY

Training Impact Study is the systematic process by which an agency involves its employees and
reporting officer, as individuals and members of a group. In this work we tried to find out those
variables which affect the effectiveness and efficiency of the organization as well as the
employees. Typically, appraisals either compare an employee's work with that of colleagues or
gauge performance against established goals. Companies use impact study reviews to determine
which type of training should be provided to employee to drive career development and overall
organization development. The response of feedback form collected from various departments
was quiet good which includes SIP, Mill, CRS, BF, Power Plant etc. The Data was collected
through Training Impact Study Questionnaire.





















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COMPANY PROFILE


JSW STEEL LTD.

JSW Steel Limited, Dolvi (earlier know as Ispat Industries Ltd.) is one of the leading
integrated steel makers and the largest private sector producer of hot rolled coils in India. Set up as
Nippon Denro Ispat Limited in May 1984 by founding chairman Mr M.L Mittal, JSW ISPAT has
steadily grown into a Rs 1200-acre company, assuming its position as flagship of the reputed Ispat
Group. A corporate powerhouse with operations in iron, steel, mining, energy and infrastructure, the
Group today figures among the top 20 business houses in the country.
The company's core competency is the production of high quality steel, for which it employs
cutting edge technologies and stringent quality standards. It produces world-class sponge iron,
galvanized sheets and cold rolled coils, in addition to hot rolled coils, through its two state-of-the art
integrated steel plants, located at Dolvi and Kalmeshwar in the state of Maharashtra.
Dolvi complex is house to a 2 million tonne blast furnace and also boasts a mechanized
multifunctional jetty situated nearby, that facilitates the automation of raw material handling. A new
2.24 million tonnes per annum sinter plant; a 1260 tonnes per day oxygen and a new electric arc
furnace have also been commissioned at Dolvi.
The company's strengths lie in its integrated process management, knowledge management and
control systems. And its seamless supply chain management systems further the efficient use of raw
materials, while its staff of highly skilled engineers, technicians and managers with specialized domain
knowledge, ensure the choice of the
relevant technology and the ability to produce international quality products at a competitive price.

On 21 December 2010 it was declared that JSW Steel will buy controlling interest in Ispat Industries at
an enterprise value of $3 billion to emerge as India's largest producer of the commodity with an annual
capacity of 14.3 million tonnes. The company was being called JSW Ispat Steel Ltd.




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TAKEOVER BY JSW STEEL :

On 1
st
June 2013 JSW Steel Ltd took over controlling interest stakes of Ispat Industries Ltd. The
name of the company now is JSW Steel Ltd, Dolvi Works after amalgamation in JSW Steel Limited.

Today, JSW Steel offers the widest range of products to cater to different sectors and markets spread
across the globe. From galvanized steel, of which they are the worlds leading producer, to rebars
colour coated products and even wire-rods, their product portfolio spans an expansive gamut. The
Company produces practical solutions in conjunction with the R&D team to introduce the best
products.
















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Type Public company
Traded as BSE: 500228
NSE: JSWSTEEL
Industry Steel
Founded Sajjan Jindal
(Chairman)
Founded Mumbai, Maharashtra, India
Area served Worldwide
Key people Sheshagiri Rao MVS, Dr.Vinod Nowal
Products Steel, flat steel products, long steel
products, wire products, plates
Revenue 346.58 billion (US$5.5 billion) (2012)

Profit 16.26 billion (US$260 million) (2012)

Parent JSW Group
Website www.jsw.in




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MANUFACTURING DIVISIONS OF JSW STEEL LTD

Vijayanagar Manufacturing Division in Indias first 10 MTPA steel plant at single location, the fastest
growing steel plant in India. It is the first in India to use the Corex technology for hot metal
production, technology to produce green steel Houses Indias largest blast furnace and the widest
hot strip mill. The only plant in India with pair-cross technology and twin-stand reversible cold-rolling
mill the highest productivity steel plant in India,
'Salem Manufacturing Division in JSW acquired SISCOL in the year 2004, a sick unit at that time.
The Salem plant has emerged as a global steel hub for automobiles and auto components. Complete
product range Rounds: 5.5 to 200 mm RCS: 55 to 240 mm Flats: 60 to 101 series DSIR Approved
R&D Centre with sophisticated modern equipments. Online Automatic inspection and testing facilities
for Rounds and RCS up to 160 mm State of the art Infrared and phased array ultrasonic testing
facilities. High precision rolling Reducing and Sizing block in Bar and rod mill.
Dolvi Manufacturing Division is 3.3 MTPA integrated steel plant at Dolvi, Maharashtra majority stake
acquired in 2010, is an inherent part of JSW Steel. The plant has a jetty with a capacity of 10 million
tones per annum. This provides the unit with logistical advantages in importing raw materials and
savings on freight cost. The unit is well connected through rail, road and sea and has given the JSW
Steel a strategic presence in western India. The Dolvi plant is the first in India to adopt a combination
of Conarc technology for steelmaking and compact strip production (CSP) for producing hot rolled
coils. The main feature of CSP is thin slab casting. It can produce coils with thickness as low as
1.2 mm. HR coils produced at Dolvi are feed material for the two JSW Steel cold rolling and
downstream facilities.
Vasind Manufacturing Division focuses on JSW- branded high-end steel products. It sources HR Steel
coils from the Dolvi and Vijayanagar plants to manufacture value-added, branded steel products such
as galvanized steel, plain and corrugated products as well as colour-coated products, part of Indias
largest coated product producer and exporter of galvanized steel. Manufacturer of appliance grade
colour coated products, a revolutionary product in the Indian steel industry which will replace
imported steel in the manufacture of white goods in India. Turn around Delivery Time within three
weeks of demand.
'Tarapur Manufacturing Division originally inaugurated on 11 May 1974 by Hon. Vasant Rao Naik,
the then Chief Minister of Maharashtra, the plant was acquired by Late Shri O. P. Jindal on 9
November 1982. The plant offers coated products catering to several sectors. Tarapur plant specializes
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in galvanizing, Galvalume and colour coated steels. It is Indias largest producer and exporter of
Coated Products.
Kalmeshwar Manufacturing Division is one of the downstream operations of JSW Steel is executed
from Kalmeshwar Zero Liquid Discharge Facility. The Kalmeshwar plant has a pickling line, two
rolling mills, two galvanising lines, two colour-coating lines, a Galvalume line, six slitting and 7 cut-
to-length lines, two profiling lines and a tile profiling line.



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VISION, MISSION, CORE VALUES:





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ORGANIZATIONS GOALS

1. To achieve the production capacity of 5 million tons per annum.
2. Be a market leader in India Steel Industry in terms of quality products, customer service,
productivity & cost of production.
3. Achieve maturity level where focus is shifted from managing quality of products to managing
quality of management.
4. To achieve benchmark status in Corporate Governance & Environmental Management.


COMPETITORS OF JSW STEEL LTD, DOLVI

Tata Steel Ltd
Essar Steel Ltd
Bhushan Steel
Posco

MAJOR CUSTOMERS OF JSW STEEL LTD, DOLVI

Tata Steel Ltd.
Bhushan Steel Ltd.
Uttam Galva Steel Ltd.






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OBJECTIVE OF THE STUDY

To find out and analyze the impact of training programs on individuals learning, change in his
behavior and ultimately on the performance of individuals and the organization.

To evaluate the impact of training in different stages of process. The idea is to have quantified
benchmark to see how training impacts the organization.



SCOPE OF THE STUDY


Impact study covers the following fifteen parameters:

1. Impact on Learning
2. Impact on Satisfaction from the learning received
3. Impact on Individual Performance ability towards job
4. Impact on work environment
5. Impact on performance ability
6. Impact on ability to take higher job responsibility
7. Impact on sense of belongingness & commitment to the organization
8. Quality of work
9. Quality of Output
10. Efficiency of work
11. Improvement in IPR
12. Change in mindset
13. Impact on the cost of services and product
14. Impact on the productivity
15. Improving creativity in the organization


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LIMITATIONS

We found that the employees were engaged on field, so very difficult to get feedback from
employees. Communication sent was not properly spread to the employees. HODs & Sectional
Head has very critical role to play in such study. Little more co-operation from them could
made this study more effective.
It is difficult to assess the performance of organization on the basis of only training given to
them as there are various other factors affecting the performance of the organisation. However,
it cannot be said that training has lesser role in contribution of organizational performance.
Quantifying accurately the role of training on performance is still in study by various
researchers which is one limitation in my opinion because unless you dont make your people to
understand how it is impacting they wont give correct feedback.













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LITERATURE REVIEW

When the candidates are recruited from outside or selected, promoted from inside, it is expected
that they must perform their jobs with maximum efficiency and competence. Therefore after selecting
the candidates, the next logical step is to train them for better performance. Era of vocational training
started during industrial revolution, which took place in Britain in 18th century. The apprentices
working n different factories use to get vocational training in the form of direct instructions in the
operation of machines. Thereafter especially when use of computers, automatic machines increased and
because of rapidly changing techniques the need of training is recognized as one of the most important
organizational activities.

Training is required to be given to employees to keep them updated effective and efficient. At
present, it is observed that all organizations, of whatever types they may be, need to have well trained
experienced and skilled people to perform various activities. If current job occupants meet this
requirement, in that case, training is not important but if it is not the case, it is very essential to raise the
skill levels, increase the versatility and adaptability of the job occupants by giving them necessary and
appropriate training.


















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THE TRAINING PROCESS

ASSESSMENT PHASE

Assess training need of different group of employees

Define objectives

PLANNING TRAINING

Design training programme

Define Methods, content of programme

About trainer

Place and time of training programme


CONDUCT OF TRAINING


EVALUATION

Evaluation of training programme

Check- objective are achieved?













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NEED ASSESSMENT:

Needs assessment diagnoses present and future challenges to be met through training and development
Needs assessment occurs at two levels- Group and individual.
An Individual obviously needs training when her or his performance falls short of standards i.e. when
there is performance deficiency.
Assessment of training needs occurs at the group level too. Any change in the organizations strategy
necessitates training of group of employees.

TRAINING OBJECTIVES:

To raise the productivity: Increased human performance often directly leads to increased operational
productivity and increased company profit.

To improve quality in work: Improvement in quality may be in relation to companys product /
service.

To improve health and safety: Proper training can help prevent industrial accidents.

Outdated prevention: Training and development programmes foster the initiative and creativity of
employees and help to prevent manpower obsolescence, which may be due to age, temperament or
motivation or the inability of a person to adapt him to technological changes.

To improve organization climate: An endless chain of positive reactions results from a well-planned
training programme. Production and product quality may improve, financial incentives may then be
increased, and less supervisory pressure may result.

Personal growth: Management development programmes seem to give participants a wider awareness,
an enlarged skill, and enlightened altruistic philosophy, and make enhanced personal growth.



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SELECTION OF TRAINEES

Trainees should be selected on the basis of self-nomination, recommendations of supervisors or by the
HR department itself.


SELECTION OF TRAINERS

Training and development programmes may be conducted by several people, including following

1. Immediate supervisors,

2. Co-worker,


3. Members of the personnel staff,


4. Socialists in other parts of the company,


5. Outside consultants,


6. Industry associations,


7. Faculty members at universities.


Large organizations generally maintain their own training departments whose staff conducts the
programmes.






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TRAINING METHODS

On-the-job training: Almost every employee, from the clerk to company president gets some -on-the-
job training, when he joins a firm. Under this method, an employee is placed in a new job and is told
how it may be performed. It is primarily concerned with developing is an employee skills and habits
consistent with the existing practices of an organization, and with orienting him to his immediate
problems.

Vestibule training (training-centre training): Vestibule training method attempts to duplicate on-the-
job situation in a company classroom. It is a classroom training which is often imparted with the help
of equipment and machines which are identical with those in use in the place of work. This method
enables the trainee to concentrate on learning the new skill rather than on performing an actual job.
Theoretical training is given in the classroom while the practical work is conducted on the production
line. It is a very efficient technique of training semi skilled personnel e.g. clerk, machine operation,
testers, typists etc. Training is in the form of lectures, conferences, case studies, role-playing and
discussion.

Demonstrations and examples: In the demonstration techniques, the trainer describes and displays.
When he teaches an employee how to do something by actually performing activities himself and by
going through a step-by-explanation of why and what he is doing. Demonstrations are effective
techniques in teaching as it is easier to show a person how to do a job then to tell him or ask him to
gather instruction from the reading material. Demonstrations are often used in combination with
lectures, pictures, text materials, discussions etc.

Simulation: Simulation is a technique which duplicates the actual condition encountered on a job.
Trainees interest and employees motivation are high in simulation exercises because he actions of a
trainee closely duplicate the real job conditions. This method is essential in cases in which actual on-
the-job practice might result in a serious injury, costly errors. This technique is a very expensive one.

Apprenticeship: Apprenticeship training is the oldest and most commonly used methods. It is training
in crafts, trades and in technical areas. A major part of training time is spent on-the-job production
work.
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Classroom training:

a) Lectures: Simplest way of imparting knowledge to trainees is by lecture. Concepts or principles,
attitude, method can be useful when large group are to be taught. The lecture method can be useful
when large groups are to be trained within a short time, thus reducing the cost per trainee.

b) The Conference Method: In this technique, the participating individuals confer to discuss points of
common interest to each other. Conference is a formal meeting, conducted according to organized plan.

c) Seminar or team discussion: There are different methods of conducting seminar. It may be based
on paper prepared by one or more trainees on the subject in consulting with the person in charge of the
seminar.

d) Case studies: The person in charge of training make out a case, provides necessary explanations,
initiates the discussion going. When the trainees are given cases to analyze, they are asked to identify
the problem and recommend tentative solutions.

e) Role Playing: in role playing, trainees act out a given role as they would in a stage play. It basically
involves employee-employer relationships hiring, firing, interviews disciplining etc.

f) Programmed instruction method: A programmed instruction involves breaking information down
into meaningful units and then arranging these in a proper way to form a logical and sequential learning
programme or package.

g) T-group training: This comprises of Audio-visual aids and planned reading programmes.




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TRAINING TECHNOLOGIES/ METHODOLOGIES USED FOR TRAINING

Lecture method, Presentation & Discussion
Brain Storming Workshops
On-the-job training
Web Based training System
Knowledge Portal on Internet
OEM Workshops
One Point Lessons
Experimental Learning Process
Video Films
SWOT Analysis/ Brain Storming Workshops
e-Learning & Library
Problem-solving Workshops
Awareness Programmes & Mock Drills
Out Bound Training
Visits to bench marking Organizations
In-basket Exercise
Case Studies
Training Skills
Role Play


MAJOR EQUIPMENTS, FACILITIES & TECHNOLOGIES USED FOR
TRAINING

3 Training Academics
5 Training Halls
10 Conference Rooms
Technical Training Center
Management Development Center Workshops
Hydraulic & Pneumatic Workshop
PLC Training Workshop
Computer Training Workshop
Audio Visual aids
Video Conferencing Facilities
OHP's & LCD's
Interactive CD's
Manuals
Well Equipped Library
Training Manuals & KM Portals


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MAJOR ACHIEVEMENTS THROUGH TRAINING

Achieving TPM Level II Award through JIPM, Japan(Japanese Institute of Plant Maintenance)

Developing 186 numbers of internal resources as a trainers/Faculty for imparting training down the
line.

Improvement in productivity & reducing break downs through training, SWOT Analysis & Brain
Storming workshops and Break down & Business Gap related training programmes.

Developing organizational motivational climate through implementing behavioral training processes.

New Training Center: The company has planned for building up a New Training Center with world
class facilities at one location.


NEW PROPOSED TRAINING CENTRE INFRASTRUCTURE

11 Training Halls for Seminars & Conferences
2 Auditorium
1 E-learning Library
2 Exhibition Centers for Equipments Exhibition
Technical Training Center
Video Conferencing Facility
IT Academy
Six Sigma Academy
TPM Academy
Research Center
Teaching lounge
Cafeteria
Faculty rooms


MAJOR TRAINING ACTIVITIES

People development has been our key strategy for corporate performance. In line with the same, we
have undertaken intense training and development activities in our organization. This has been in the
area of technical and functional skill enrichment, managerial competency enhancement, pioneering
operational excellence and new initiatives.



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MAJOR ACTIVITIES IN TRAINING:

Review of the total organization structures & manpower plan.
Analysis of the roles and job requirements for individuals.
In depth identification of training activities.
Assessment of skills/Competencies required for different roles and individuals.
Designing of the training strategies for meeting the job requirements.
Designing of the training programmes.
Development of resource persons and faculty.
Development of course material.
Preparation of detail outline of every programme.
Placement of the outline design & course material on knowledge portal.
Meticulous monitoring of programme implementation.
Learning tests(written tests for all programmes)
Programme evaluation.
Training impact study.
Weekly review of the training implementation.
Training on consultants report.
Training for overseas employees.
Training on maintenance break-downs & Operational failures.
Training on new initiatives (TPM, Six Sigma, SCM, my-SAP, EVA, etc)
External training programmes.
Training through brainstorming & SWOT analysis.
Training of Trainers.
Post Training feedback & follow up.
Sensitivity training
Activity based training


















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SPECIFIC ISSUES THE TRAINING HAS ADDRESSED

The most difficult part was to meet the technical manpower requirement of the plant as the plant
technology is unique. Here JSW plays an important role to develop the required competencies for the
smooth functioning of the plant.

The company is located in Western region at the port, the disadvantage is that it is far from raw
material source and many other supplementary raw materials required for production. Only advantage
is the technology and hence, the company required updated and highly skilled manpower, to take
advantage of its advanced technology. JSW contributes to upgrade the knowledge and sharpen the skills
to achieve the business plans.

Today, the strength of the company is highly skilled manpower, which has been nurtured through
training and development initiatives over the years.

Apart from this, the company has been striving to upgrade its technology as well as management. A
number of initiatives have been taken for technology and management process up gradation. All these
initiatives and consulting implied a large training input to the employees so that the consultants inputs
can be assimilated into system.




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TRAINING AT DOLVI WORK


JSW firmly believe that safety is a state of mind and that all unsafe behaviour results from a wrong
mind set. Training is the best tool available to ensure that employees are armed with the proper mind
set. At JSW, they place great emphasis on safety training. In the past year, they have conducted 74
training programs for employees covering, about 1500 employees.

Learning & Development yearly Budget Preparation
Training need identification
Preparation of Training calendar
Presentation material & training content Development
Implementation & monitoring of training program
Facilitating for Departmental Brain Storming Session
Internal faculty development program
Training impact study
Feedback analysis & Improvement
Management Information system & KM Portal data Management
Faculty database management (Internal & External)
Internal Training for ISO9001: 2008 , ISO14001, OHSAS18001:2007 , ISO/TS16949 & soft
skill
Continuous improvement training program
Involved in Employee satisfaction survey
Ensure adherence of training programs as per ISO 9001 :2008 standards
Facilitating for induction program for new joiners / GET / Management Trainee
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POLICY OF TRAINING

PURPOSE AND SCOPE

Effective training and development benefits the individual and the organization as a whole, and
contributes to the achievement of objectives
High standards of work performance
Greater understanding and appreciation of factors affecting work performance
Sharing ideas and dissemination of good practice
Effective management and implementation of change
Building strong and effective teams
Increased motivation and job satisfaction for individuals
Professional development
Greater understanding of business.
The overall purpose of the policy is to set out guidelines and purpose for the training and development of
employees that have a skill need or career path.
The importance of maintaining a continuous learning programme to develop a core of well-trained individuals
whose performance will enhance the companys abilities to perform at a level that is consistent with growth and
profitability objectives.
All personnel are trained and become sufficiently experienced to the extent necessary to competently and
effectively undertake their assigned activities and responsibilities. It is also the aim of the company to
encourage its employees to make the most of learning opportunities to realize their own personal potential and
enjoyment of their job.
The company shall attempt to create a learning environment where employees will be prepared to accept
change, develop new skills and take responsibility for their own continuous learning, in partnership with their
immediate manager and Managing Director, to ensure their effective contribution to the successful achievement
of both business and personal goals.
The companys success will depend on the professionalism, skill and commitment of all its employees.

All new employees will undergo a company induction plan to include
Health & Safety
Fire Safety
Quality Management System & Quality Policy
Skills Needs Assessment
Terms & Conditions of Employment
Job & Place of work details



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METHODOLOGY OF STUDY

The study has been carried out by obtaining data on the feedback of the participants and their
superiors.

We have listed out all the employees of company who has undergone training programs during
the period of the 1
st
April 2013 to 31
st
March 2014.

We have evolved a set of two questionnaires. One is for employees undergone training & the
other is for their Reporting Officer. A copy of the both Questionnaires is enclosed in the
Annexure.

All the questions in the questionnaire are given on 6 point scale which represents different level
of impact as per the parameters.

Questionnaire was sent to all employees & Reporting Officer through lotus email to obtain the
required data. We were able to arrive at figure of 672 Employees & Reporting Officer in terms
of survey response. Actually majority of the employees have undergone 2 or more training
programs. From the list of approx. 1861 employees, we selected random sample and got
response from maximum.

The sampling method was random sampling representing different departments, grades to make
the sample totally representative.

The data collected then has been tabulated. In many cases training team members has discussed
the issue face to face with respondents. The All questions were on six point scale on which data
has been quantified.

Impact of the training programs in terms of the above parameters has been analyzed and is
shown in following pages.

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Analysis of the questionnaire:

Department wise

Grade Wise

Age wise

Experience wise

Various parameters.


Follow up & planning was main tool to get maximum data in less time from employees.


















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TABLE 1

Demographics & Overall Impact Area wise:


Parameters
Emp RO Overall
S.N
Area Count
Avg
Impact
%
Impact
Count Avg Impact % Impact
Avg
Impact
% Impact
1 IMA 70 4.94 82.33 51 4.63 77.17 4.79 79.75
2 RMA 63 4.68 78.00 31 4.37 72.83 4.53 75.42
3 SMA 56 5 83.33 58 4.57 76.17 4.79 79.75
4 TSA 67 4.95 82.50 31 5.06 84.33 5.01 83.42
5
CPA 141 4.74 79.00 63 4.67 77.83 4.71 78.42
Overall 4.88 81.33 4.66 77.67 4.77 79.50




Legends (Areas after clustering departments):
Iron Making Area(IMA): BF, SIP
RM Area(RMA): RMHS, Sinter Plant, Pellet Plant, Coke Oven
Steel Making Area(SMA): SMS, Refractory, LCP,HSM Inst
Technical Services Area(TSA): Utility, OP, ARS, Crane, Maintenance, Project, MRSS
Support Services Area(SSA): Admin, Logistics, Store, Security, Safety, Taxation, IT, Medical
Customer Product Area(CPA): Caster, Mill, CTL, M&S, Quality, PPC












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Emp Count
70
63
56
67
141
41
IMA RMA SMA TSA CPA SSA
RO Count
51
31
58
31
63
IMA RMA SMA TSA CPA
28


CHART-1





















Training Impact - Areawise
66.00 68.00 70.00 72.00 74.00 76.00 78.00 80.00 82.00 84.00 86.00
IMA
RMA
SMA
TSA
CPA
A
r
e
a
s
% Impact - Emp % Impact - RO
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2) GRADE WISE OVERALL IMPACT LEVEL RATED BY EMPLOYEES &
REPORTING OFFICER

TABLE 2
Sr.
No. Grade
Average rating
by
employees(%)
Average
rating by
Reporting
Officer (%)
1 L 11 & Above
76.53 76.29
2 L 08 - L10
79.77 78.70
3 E07 & Below
81.45 NA



CHART- 2




Training Impact % - Gradewise
73
74
75
76
77
78
79
80
81
82
L 11 & Above L 08 - L10 E07 & Below
Grades
%
Impact % - Emp
Impact % - RO
30


3) AGE WISE ASSESSMENT OF TRAINING IMPACT

TABLE 3
Sr.
No. Age (in yrs)
Average
rating by
employees(%
)
Average
rating by
Reporting
Officer (%)
1. 20-30
82.37 84.81
2. 30-40
82.69 75.82
3. 40 -50
81.25 77.72
4 50 Above
78.29 82.78


CHART 3


Training Impact % - Agewise
70
72
74
76
78
80
82
84
86
20-30 30-40 40 -50 50 & Above
Age
%
Impact % - Emp
Impact % - RO
31


4) EXPERIENCE WISE ASSESSMENT OF TRAINING

TABLE 4
Sr.
No. Experience (in yrs)
Average rating
by
employees(%)
Average
rating by
Reporting
Officer(%)
1
1-10 78.89 77.78
2
10-20 82.25 74.64
3
20 above 80.25 79.21


CHART 4







Training Impact % - Experiencewise
70
72
74
76
78
80
82
84
1.-10 10.-20 20 above
Exp (in yrs)
%
Impact % - Emp
Impact % - RO
32


5) THE OVERALL TRAINING IMPACT ON VARIOUS PARAMETERS

TABLE 5

Sr. No. PARAMETERS
EMPLOYEE'S
ASSESSMENT ON
OVERALL IMPACT OF
TRAINING AT
DIFFERENT STAGES
(%)
REPORTING OFFICER
ASSESSMENT ON OVERALL
IMPACT OF TRAINING AT
DIFFERENT STAGES (%)
1. Impact on Learning 81.67 81.67
2.
Impact on
Satisfaction from the
learning received 79.00 79.00
3.
Impact on Individual
Performance ability
towards job 79.67 79.67
4.
Impact on work
environment 79.83 79.83
5.
Impact on
performance ability 79.33 79.33
6.
Impact on ability to
take higher job
responsibility 80.67 80.67
7.
Impact on sense of
belongingness &
commitment to the
organization 78.50 78.50
8. Quality of work 83.17 83.17
9. Quality of Output 81.83 81.83
10. Efficiency of work 83.33 83.33
11. Improvement in IPR 83.33 83.33
12. Change in mindset 80.33 80.33
13.
Impact on the cost of
services and product 79.67 79.67
14.
Impact on the
productivity 82.00 82.00
15.
Improving creativity
in the organization 81.50 81.50
33

CHART 5





Training Impact % - Parameterwise
76 77 78 79 80 81 82 83 84
Impact on Learning
Impact on Satisfaction from the learning received
Impact on Individual Performance ability towards
job
Impact on work environment
Impact on performance ability
Impact on ability to take higher job responsibility
Impact on sense of belongingness & commitment
to the organization
Quality of work
Quality of Output
Efficiency of work
Improvement in IPR
Change in mindset
Impact on the cost of services and product
Impact on the productivity
Improving creativity in the organization
%
Parameters
Impact % - Emp Impact % - RO
34

FINDINGS

The main findings of this study are:-

Training and development programs at JSW Steel Limited is aimed at systematic development
of knowledge, skills, attitude and team work for employees.

The company efforts for improving the performance of employees include providing exposure
to an employee for different training by internal and external faculty on different topics.

The Company does conduct the training impact study of their individual employees for
assessing the effectiveness of the training imparted. It is also found that company takes the
feedback of their employees after training program which gives the idea of learning for the
participants.













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CONCLUSION

This is a study on Impact of training on Individuals Learning, Satisfaction, Change in
Performing Ability, Work Environment Change, Organization Performance Change, and Ability
to take Higher Job Responsibility and on Sense of Belongingness and Commitment to the
Organization. The study has been carried out with a random sample of 672 out of 1861
employees who have undergone through training programmes during the period of 1
st

April2013 to 31
st
March 2014. Research methodology & Data Analysis tool: Questionnaire
Method, Random Sampling Method was adopted to conduct the study. Analysis of feedback of
very large number of Participants (Employees) and their Reporting Officers were determined.
Most striking feature of the study is that feedback of Participants and their Reporting Officers at
all stages of training impact, is almost identical. The overall rating of Employees is good as
compared to Reporting Officer (RO).










SUGGESTIONS

As the process of collecting the training feedback could be done online, more emphasis should
be given on follow up.

HOD / Sectional Head should explain & motivate the employee's to fill up the form as it is
36

beneficial to them as well as for the organization.

After circulation of impact study form, it should be filled up in the particular time period.
















BIBLIOGRAPHY

www.allprojectreports.com
Training & Development: A Better way: Robert Hayden: Volume 52.
JSW company site www.jsw.in
Articles from Knowledge Centre of JSW Co.
37

Earlier Company Reports.





















ANNEXURE
Questionnaires :

JSW Steel Limited
TRAINING IMPACT STUDY FOR YEAR 2013-2014 (TO BE FILLED BY THE
"EMPLOYEE WHO HAS RECEI VED THE TRAI NI NG")
38

Name of Employee:
Current Company Experience:
Emp No: Age:
Designation/Grade:
Total Experience:
Dept: Signature:
Instruction: Likert scale for measurement has been taken for this survey which is as follows: Agree
Very Strongly (6), Agree Strongly (5), Agree Moderately (4), Agree Slightly (3), Disagree
Slightly (2), Disagree Moderately (1)
This is a questionnaire used for Impact study of training. Two identical questionnaire -have been
administered, one to the employees concerned & other to their superior
Please tick the most appropriate for you

Questionnaire/Measurement Scale
Agree
Very
Strongly
(6)
Agree
Strongly
(5)
Agree
Moderately
(4)
Agree
Slightly
(3)
Disagree
Slightly
(2)
Disagree
Moderately
(1)
1
I have learnt from the training
programme.

2
I am satisfied from the training
received during the last one year.

3
The learning received by me has
been able to improve my ability
towards job performance.

4
I think I have been able to bring
impact in my total work
environment through changed
behavior.

5
I think my learning, changes in my
performing ability and its influence
on the work environment around,
have been able to impact the
performance in working section/
Department and the organization.

6
I am competent and confident to
take up higher job responsibility
after attending training programmes.

7
The learning opportunity and
investment made has brought about
improvement in sense of my
belongingness and commitment.

8
According to you there has been
impact on the following
areas(Tick the proper score):-
Agree
Very
Strongly
(6)
Agree
Strongly
(5)
Agree
Moderately
(4)
Agree
Slightly
(3)
Disagree
Slightly
(2)
Disagree
Moderately
(1)
1 Quality of work
2 Quality of Output
3 Efficiency of work
39

4
Improvement in IPR (Inter Personal
Relations)

5 Change in mindset
6
Impact on the cost of services and
product

7 Impact on the Productivity
8
Improving creativity in the
organization

Comments:






















JSW Steel Limited
TRAINING IMPACT STUDY FOR YEAR 2013-2014 (TO BE FILLED BY THE "RO OF
Training Attended EMPLOYEES")
Name of RO:
RO Emp No:
Current Comp. Exp Age of RO:
40

Designation/Grade of RO: Dept: Sign of RO:
Name of Employee:
Emp No:
Total Experience: Grade of Emp:
Instruction: Likert scale for measurement has been considered for this survey which is as follows:
Agree Very Strongly (6), Agree Strongly (5), Agree Moderately (4), Agree Slightly (3), Disagree
Slightly (2), Disagree Moderately (1)
This is a questionnaire used for Impact study of training. Two identical questionnaire have been
administered, one to the employees concerned & other to their superior
Please tick the most appropriate for you

Questionnaire/Measurement
Scale
Agree
Very
Strongly
(6)
Agree
Strongly
(5)
Agree
Moderately
(4)
Agree
Slightly
(3)
Disagree
Slightly
(2)
Disagree
Moderately
(1)
1
My subordinate has learnt
from the training
programme.

2
I am satisfied from the
training received by my
subordinate during the last
one year.

3
The learning received by
my subordinate has been
able to improve his/her
ability towards job
performance.

4
I think, s/he has been able
to bring impact in his/her
total work environment
through changed behavior.

5
I think, his/her learning,
changes in his/her
performing ability and its
influence on the work
environment around, have
been able to impact the
performance in working
section/ Department and the
organization.

6
S/he is competent and
confident to take up higher
job responsibility after
attending training
programmes.

7
The learning opportunity
and investment made has
brought about improvement
in sense of his/her

41

belongingness and
commitment.
8
According to you there has
been impact on the following
areas(Tick the proper score):-
Agree
Very
Strongly
(6)
Agree
Strongly
(5)
Agree
Moderately
(4)
Agree
Slightly
(3)
Disagree
Slightly
(2)
Disagree
Moderately
(1)
1 Quality of work
2 Quality of Output
3 Efficiency of work
4
Improvement in IPR (Inter
Personal Relations)

5 Change in mindset
6
Impact on the cost of
services and product

7 Impact on the Productivity
8
Improving creativity in the
organization

Comments: