1.

Introduction
1.1 Human resource development department:
HRD is an activity designed to improve the performance of existing workers and managers and also provide a supply of managers to meet the need of organizations in future. HRD is concerned with overall improvement in the skill attitude and behavior of the employee and creating systems and processes that will aid the increase of both production and productivity while keeping morale and motivation high. Organizations need HRD because -Rapid technological developments call for new skills. -Market competition calls for manpower to give its best and improve on that effort. -Managerial consciousness has to be sensitized to the needs and aspirations of employees. -The “vital few” have to be improved upon but the “trivial many” also need to be brought up. -A degree/ diploma only give basic career competencies which need to be sharpened to become a competitive advantage. -Errors in selection can be rectified without loosing an employee. -A general work environment conducive to learning has to be created.

Besides training employees at all levels for enhancing their skill, attitudes and behaviors, the main objective of HR Department is to create a learning environment and a developmental climate. For this kind of climate top management support and line management’s active cooperation is necessary.

1.2 Tools available to HRD experts for people development:

 Data from Performance Appraisals.  Data from Counseling and Potential Reviews.  Job rotation.

 Training.
 Periodic meetings, feedback and improvement of processes and systems.  Implicit and explicit support from both the Top Management and the Trade Union.  Feed back from exit interviews.

1.3 Expectations from HRDD:

 To build and efficient and effective work force.  To foster a spirit of trust, transparency and teamwork.  To create a learning and sharing work culture.  To create an environment and a workforce such that organizational objectives are met.  To assist employees to enhance their self-worth and self-esteem.

1.4 HRD in Bhilai Steel Plant:
BSP is one of the biggest steel plants in P.S.U. with consistent profitability and higher production throughout years. It has become role model for many of the industries. The valuable achievements milestone obtained by BSP is the best example of HRD performance with such a large workforce i.e. 35,000 working together for the achievement of one goal and one target which is production with maximum customer satisfaction. BSP has undertaken number of HRD programmes for the composite development of the people and has been successful to obtain numbers of milestones not only nationally but internationally too. Major HR activities in BSP are:-Improving work culture. -Making optimum of the installed facility. - Improving productivity. -Generating profits through cost control measures. -Providing better customer services. -Team building, motivation to employees and man power planning -Training and development. -Ensuring best practices in each department. -Employees services and employee services. Training of training officer (TOTO)

1.5 Introduction of merchant mill and wire rod mill:

a) Merchant mill:

The Merchant Mill is semi continuous high capacity mill designed to roll finished products. Merchant Mill consists of three main sections: • • • Re-heating furnace. The mill stands and cooling beds Finishing zone and shipping.

• • • •

Three no. of Reheating Furnaces. Continuous recuperative end charging type. Capacity of each furnace is 60 T/ Hr Mixed Gas used cv is 1350 KCl/CUM

Furnace Parameters: • • • • • • • Gas Pressure 1500mm wc Gas Flow 28000 cum/Hr Furnace pressure 2 mm wc Soaking Zone Temp 1260- 1280 (Beam) Soaking Zone Temp Heating Zone Temp Heating Zone Temp 1220- 1300 (Round)l 1280- 1300 (Beam)) 1300- 1320 (Round)

Products of Merchant Mill:  Rounds Bars  Angles  Channels

1.6 Wire rod mill: Wire Rod Mill is designed to roll wire rods into coils.

Reheating Furnace: • • • • One No Size 18 *12 M 28 nos burner (14 nos in heating Zone an 14 nos in the soaking zone Mixed gas used , CV is 1450 Kcal/CuM Air is Preheated up to 500*c

Gas is preheated up to 250*c

Products of WRM:

2.1 Objective of study:
Implementing an Employee Perception Survey can be used to gauge current levels of satisfaction and identify opportunities for improvement as perceived by employees. It helps organization to:-

To identify key retention factors. To discover opportunities for improvement and evaluate opportunities for improving customer service To improve morale and reduce turnover and to identify other areas for improvement To learn about potential cost-savings to enhance productivity/efficiency. To use tool for positive change in utilizing employee's recommendations and solutions To measure the effectiveness of the organization's programs to strengthen supervision, training needs, curb absenteeism. Increase credibility of management.

• • • • • •

The Employee Perception Survey is an employee attitude survey that provides an important view of the organization - through the eyes of employees. This kind of survey allows employees to give honest, confidential input about their job and organization. This discreet feedback provides a powerful tool for understanding and meeting employee needs. The Employees that are satisfied and motivated perform better, leading to improved customer loyalty. It defines for management, in detail, employee needs and concerns. Employee satisfaction is improved when needs are met and concerns are shared openly.

3.1 Literature review:

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. Today, the accent in SAIL is to continuously adapt to the competitive business environment and excel as a business organization, both within and outside India. To meet all the challenges of competitive and fast changing technical environment companies like SAIL and BSP needs highly develop HR system to satisfy both employees and organizational needs and perception. In order to meet the challenges of Corporate Plan 2012 and to maintain the leadership position of BSP in Indian steel industry, the leadership has taken bold steps to make significant investments for breakthrough improvements in efficiency, resource management, knowledge and skill by deploying world class tools viz. ERP, Knowledge Management, Six Sigma, and Multi-skilling etc

HRD is concerned with overall improvement in the skill attitude and behavior of the employee and creating systems and processes that will aid the increase of both production and productivity while keeping morale and motivation high. Besides training employees at all levels for enhancing their skill, attitudes and behaviors, the main objective of HR Department is to create a learning environment and a developmental climate. For this kind of climate top management support and line management’s active cooperation is necessary

3.2 Organization Profile:
3.2.1 STEEL AUTHORITY OF INDIA LIMITED (SAIL)

SAIL traces its origin to the formative years of an emerging nation - India. After independence the builders of modern India worked with a vision - to lay the infrastructure for rapid industrialization of the country. The steel sector was to propel the economic growth. Hindustan Steel Private Limited was set up on January 19, 1954. The President of India held the shares of the company on behalf of the people of India. Hindustan Steel (HSL) was initially designed to manage only one plant that was coming up at Rourkela. For Bhilai and Durgapur Steel Plants, the preliminary work was done by the Iron and Steel Ministry. From April 1957, the supervision and control of these two steel plants were also transferred to Hindustan Steel. The registered office was originally in New Delhi. It moved to Calcutta in July 1956 and ultimately to Ranchi in December1959. A new steel company, Bokaro Steel Limited, was incorporated in January 1964 to construct and operate the steel plant at Bokaro. With the completion of the 2.5 MT stage at Bhilai, 1.8 MT at Rourkela and 1.6 MT at Durgapur, the total crude steel production capacity of HSL was raised to 3.7 MT in 1968-69 and subsequently to 4MT in 1972-73. The Ministry of Steel and Mines drafted a policy statement to evolve a new model for managing industry. The policy statement was presented to the Parliament on December 2, 1972. On this basis the concept of creating a holding company to manage inputs and outputs under one umbrella was mooted. This led to the formation of Steel Authority of India Ltd. The company, incorporated on January managing five integrated steel plants at Bhilai, Bokaro, Durgapur, Rourkela and Burnpur, the Alloy Steel Plant and the Salem

Steel Plant. In 1978 SAIL was restructured as an operating company. Since its inception, SAIL has been instrumental in laying a sound infrastructure for the industrial development of the country. Besides, it has immensely contributed to the development of technical and managerial expertise. It has triggered the secondary and tertiary waves of economic growth by continuously providing the inputs for the consuming industry.

Company:
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, automotive and defence industries and for sale in export markets.

Ranked the top sector

amongst ten public

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 five 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. The company has the distinction of being India’s largest producer of iron ore and of having the country’s second largest mines network. This gives SAIL a competitive edge in terms of captive availability of iron ore, limestone, and dolomite which are inputs for steelmaking. SAIL's wide range of long and flat steel products is 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 34 branch offices and 54 stockyards located in 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. 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. Our captive mines are under the control of the Raw Materials Division in Kolkata. The Environment Management Division and Growth Division of SAIL operate from their headquarters in Kolkata. Almost all our plants and major units are ISO Certified.

3.2.2 Major Units:

Integrated Steel Plants
1) Bhilai Steel Plant (BSP) in Chhattisgarh 2) Durgapur Steel Plant (DSP) in West Bengal 3) Rourkela Steel Plant (RSP) in Orissa 4) Bokaro Steel Plant (BSL) in Jharkhand 5) IISCO Steel Plant (ISP) in West Bengal

Special Steel Plants
• • • Alloy Steels Plants (ASP) in West Bengal Salem Steel Plant (SSP) in Tamil Nadu Visvesvaraya Iron and Steel Plant (VISL) in Karnataka

Subsidiary •
Maharashtra Elektrosmelt Limited (MEL) in Maharashtra

Joint Ventures
i NTPC SAIL Power Company Pvt. Ltd (NSPCL) .

i i Bokaro Power Supply Company Pvt. Limited (BPSCL) .

i i Mjunction Services Limited i .

i v SAIL-Bansal Service Center Ltd. .

v Bhilai JP Cement Ltd. . v i Bokaro JP Cement Ltd. .

v i SAIL&MOIL Ferro Alloys (Pvt.) Limited i . v S&T Mining Company Pvt. Ltd i i i

i x International Coal Ventures Private Limited: .

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

Vision:
To be a respected world Class Corporation and the leader in Indian steel business in quality, productivity, profitability and customer satisfaction.

Product mix of sail:
Flat Product Long products Track/Railway Plates, HR coils, HR Sheets, HR plates, CR sheets, CR coils, Galvanized sheets etc. Bars, TMT bars, rounds, angles, channels, beams, joists, wire rods Rails, crane rails crossing sleeper bars, wheels & axles

Tubular products Semis Pig Iron Special Steels Chemical

ERW pipes & spirally welded pipes Blooms, Billets and slabs All grades 400 varieties of spl. Steel Bye products and fertilizer

3.2.3 Bhilai steel plant (BSP)
The Bhilai Steel Plant (BSP) a public sector undertaking run by the Steel Authority of India - was built with Soviet co-operation and technology, and began production in 1959. It was deliberately located in what was then regarded as a remote and "backward" rural area, profits being secondary to employment in the planning priorities of the time. BSP currently has nearly 55, 000 permanent workers on its direct pay-roll, of whom approximately three-fifths work inside the quarries, and for the purpose-built BSP township. This compares with a regular workforce of 63,400 in 1987. In addition, on any one day there are at present something in the region of 8,000 contract workers employed by the plant and the township, and a further 3,500 - 4,000 employed by the mines. Though a handful of managers, and a significant proportion of the contract labor force, are women, all of the regular BSP workers assigned to duties inside the plant are men. Despite a workforce which is far larger than that of plants of comparable capacity in other steel producing countries with which it must increasingly compete, BSP has for some years shown a profit, and is widely regarded as the most successful of those in the Indian public sector. It runs at its four million ton capacity; produces cheaper steel, and has a record of considerably more harmonious industrial relations than any of the other state-run steel plants, and also than the vast majority of private sector factories which now surround it, and for which it served as a magnet. Initially these were smallscale ancillary industries directly dependent on BSP. Some prospered and grew into fairly large-scale enterprises, while other industrialists from elsewhere were offered incentives to locate on the new industrial estate which now houses around 200 factories.

Bhilai Steel Plant is a flag ship unit of Steel Authority of India Limited. SAIL, a fully integrated iron and steel maker, produces both basic and special steels for domestic construction, engineering, power, railway, automotive and defense industries and for sale in export markets. In terms of annual production SAIL is the18th largest steel producer in the world and BSP contributes 60% of its profit.

Living up to the description by Jawaharlal Nehru as significant symbol of a new age in India, Bhilai Steel Plant has been performing consistently despite many odds and has achieved profits for the 18th consecutive year. It broke its own record of highest ever profit of Rs 1932 crore by any steel plant in 2003-04 and registered a profit of Rs 4042 crores in 2004-05. In the year 2005-06 also it earned a handsome profit of Rs. 2781 Crores despite input price escalation. The true testimony to BSP’s status of a world class steel plant is that BSP’s EBITDA margin of 33% is quiet comparable to many International steel players like POSCO (30%), NIPPON (19%), MITTAL STEEL (16%0, ARCELOR (16%), etc. Its Gross Margin to average capital employed at 182% is a Global Benchmark. This is on account of strong internal response to raise the production levels to unprecedented heights and increase in value added production without any significant investment so as to seize the opportunities offered by the rising steel demand.

Maintaining the track record, BSP continued to operate above the rated capacity in production of the three main items viz. Hot Metal, Crude Steel and Saleable Steel. BSP is the first steel plant in India to have crossed the annual production of 5MT crude steel in the year 2005-06.

Awards and Accolades:
Glimpse of some of the awards and accolades bagged by Bhilai Steel Plant and its employees: • 2004-05” for becoming the best among integrated steel plant. Out of 13 PM’s Trophy awarded so far Bhilai Steel Plant has bagged it 7 times.

• 5 Employees from Rail & Structural Mill bagged Prime Minister’s Shram Ratna – The highest Shram award. Out of total 15 awarded so far in the country, 13 awardees are from Bhilai Steel Plant.

• 3 Employees from Bhilai Steel Plant bagged PM’s Shram Veer award, and 5 Shram Shree in 2004.

• 10 Employees were honoured with the Rashtriya Vishwakarma award - a total of 262 BSP employees have been awarded since inception.

• Bhilai Steel Plant bagged the Green Tech Silver Safety award, 2006 instituted by Green Tech Foundation. Bhilai Steel Plant is receiving this award for last 3 years in different sectors i.e. Steel sector in 2003-04, Metallurgical sector in 2004-05 & Mining and Metal Sector in 2006.

• Ispat Suraksha Puraskar for the year 2005 awarded to BSP by JCSSI.

• Bhilai Steel Plant has won “Corporate Sustainability prize” instituted by CII-ITC Centre

of Excellence for the year 2006 in the “Independent Unit category” for exemplary performance in environmental economic and social dimensions of sustainable development • Bhilai Steel Plant bagged the prestigious Indira Gandhi Memorial National Award 2004 of Excellent Pollution Control Implementation Gold Award for Excellence in Indian Industries, sponsored by the International Greenland Society, Hyderabad.

• BSP, a Winner of Gold Award in Metal Sector for outstanding achievement in Environment Management for the year 2004-05, sponsored by the Greentech Foundation, New Delhi.

• Golden Peacock Eco-innovation award 2006 has also been bagged by Bhilai Steel Plant. • Bhilai Steel Plant received IIM National Quality Award 2005 in the category of Integrated Steel Plant.

• Golden Peacock Award for the most innovative product was awarded to Bhilai Steel Plant in the 16th World congress on Total Quality (WCTQ 2006)

• Bhilai Steel Plant was declared winner for HR Excellence Award by CII, Chhattisgarh.

Credo

We build lasting relationships with customers based on trust and mutual benefit. 2007—08 5.27 5.05 4.43 2008 – 09 5.39 Item 5.18 4.49 % Rated Capacity 121.0 132.1 142.6

(Unit MT) Hot Metal Crude Steel Saleable Steel

• • • •

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.

4.1 Research methodology:
“Research Methodology is a way to systematically solve the research problem.” It is a science of studying how research is done scientifically. We study the various steps that are generally adopted by a researcher in studying his research problem along with logic behind them. This study has used an exploratory design to analyze the effectiveness of training and development for retaining the employees of BSP. Research Methodology may be summarized in following steps:1. Defining Research Objective. 2. Preparing Research Design. 3. Implementation of Research Design. “Research Design is arrangement of condition for collection & analysis of data in a manner that aims to combine relevance to research purpose with economy in procedure.”

4.2. Types of research methodology:
A research design is the arrangement of conditions for collection and analysis of the data in a manner that aims to combine relevance to the research purpose with economy in procedure. Research design is broadly classified into three types as: • • • Exploratory Research Design Descriptive Research Design Causal Research Design

I have chosen the descriptive research design.

Descriptive research design:
Descriptive research studies are those studies which are concerned with described the characteristics of particular individual. In descriptive as well as in diagnostic studies, the researcher must be able to define clearly, what he wants to measure and must find adequate methods for measuring it along with a clear cut definition of population he want to study. Since the aim is to obtain complete and accurate information in the said studies, the procedure to be used must be carefully planned. The research design must make enough provision for protection against bias and must maximize reliability, with due concern for the economical completion of the research study.

4.3 Method of Data collection:
Questionnaire:A Questionnaire consists of a number of questions printed or typed in a definite order on a form. Questionnaire is mailed to respondents who are expected to read & understand the questions & write down the reply in he space meant for purpose in questionnaire itself. Questionnaire contains simple & straight forward questions for the respondents.

Survey:Surveys are concerned with describing, recording, analyzing & interpreting conditions that either existed or exist. Surveys are example of field research.

Sample Unit:Sample is the representative unit of the population .It is neither feasible nor desirable to cover entire population so; the sample size is taken 30% of the total population.

4.4 Sources of Data:

4.4.1 Primary Data:
“The Primary Data are those which are collected afresh & for the first time & thus happen to be original in character.”

4.4.2 Secondary Data:
“The Secondary Data are those which have already been collected by someone else & which have already been passed through statistical process.”

4.4.3 Population:
“Population refers to total of items about which information is desired.” Population is said to be finite if it consist of fixed number of elements to enumerate it in totality.

4.4.4 Sample Unit:
“The elementary units or group or cluster of such units form the basis of sampling process they are called as Sample Units.”

4.5 Table and interpretation of questionnaire:
4.5.1 Survey regarding the awareness of Training and Development programmes. The researcher has conducted a survey regarding the awareness of Training and Development programmes offered by HRD Department. As per the survey it was found that 65% of the executives are aware about the various training and development programmes offered by HRDD while 35% of them are still unaware or have awareness to a lesser extent. 56% of non-executives are unaware about the training programmes offered by HRDD while only 44% of them are aware about the same Executives TABLE 4.5.1.1 is showing the awareness among executives for T&D programmes. Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 4 11 07 00 Percentage 18 % 50 % 32 % 00 %

Non – Executives TABLE 4.5.1.2 is showing the awareness among non executives for T&D programmes Attributes To a greater extend Number of respondents 05 Percentage 12 %

To some extent To a less extent Not at all

14 22 02

32 % 51 % 05 %

4.5.2 Survey regarding the awareness of the training need. The researcher has conducted a survey regarding the awareness of the training need assessment procedure for training programmes at BSP under HRD As per the survey it was found that 62% of Executives are aware of the training need assessment procedure for training programmes at BSP under HRD while 38% of them are still not aware about the same. 51% of Non-executives are unaware of the training need assessment procedure for training programmes at BSP under HRD while only 49% of them are aware about the same. Executives TABLE 4.5.2.1 is showing the awareness among executives for T&D needs Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 02 11 07 01 Percentage 10 % 52 % 33 % 05 %

Non – Executives TABLE 4.5.2.2 is showing the awareness among non executives for T&D needs Attributes To a greater extend Number of respondents 03 Percentage 07 %

To some extent To a less extent Not at all

18 17 05

42 % 39 % 12 %

4.5.3 Survey regarding training programmes level. The researcher has conducted a survey regarding the training programmes arranged as per employee’s skill and qualification level. As per the survey it was found that 78% of Executives think that training programmes are arranged as per their skill and qualification level while 22% think that it is not. 61% of Non-Executives think that training programmes are arranged as per their skill and qualification level while 39% think that it is not.

Executives TABLE 4.5.3.1 is showing opinion of executive regarding training programmes level Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 11 04 03 03 Percentage 53 % 19 % 14 % 14 %

Non – Executives TABLE 4.5.3.2 is showing opinion of non executive regarding training programmes level Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 09 17 13 04 Percentage 21 % 40 % 30 % 09 %

4.5.4 Survey regarding the simplicity & understandability of training. The researcher has conducted a survey regarding the training provided by HRD make your job simple and understandable. As per the survey it was found that 72% of Executives think that training provided by HRD make their job simple and understandable while 28% of them think that it is not. 83% of Non-Executives think that training provided by HRD make their job simple and understandable while 17% of them think that it is not. Executives TABLE 4.5.4.1 is showing opinion of executive regarding the simplicity & understandability of training Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 8 8 3 3 Percentage 36 % 36 % 14 % 14 %

Non – Executives TABLE 4.5.4.2 is showing opinion of non executive regarding the simplicity & understandability of training Attributes To a greater extend Number of respondents 16 Percentage 38 %

To some extent To a less extent Not at all

19 5 2

45 % 12 % 05 %

4.5.5 Survey regarding training provided by HRD encourage employee. The researcher has conducted a survey regarding the training provided by HRD encourage employee to bring new ideas to the organization. As per the survey it was found that 64% of Executives thinks that training provided by HRD encourage them to bring new ideas to the organization while 36% of them think that it is not 72% of Non-Executives thinks that training provided by HRD encourage them to bring new ideas to the organization while 28% of them think that it is not. Executives TABLE 4.5.5.1 is showing training provided by HRD encourage Executives Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 06 08 06 02 Percentage 27 % 37 % 27 % 09 %

Non – Executives TABLE 4.5.5.2 is showing training provided by HRD encourage Non-Executives Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 17 14 08 04 Percentage 39 % 33 % 19 % 09 %

4.5.6 Survey regarding employees satisfaction with trainer and faculty. The researcher has conducted a survey regarding the satisfaction with trainer and faculty arranged by HRD in terms of style, expertise and preparedness. As per the survey it was found that 71% of Executives are satisfied with trainer and faculty arranged by HRD in terms of style, expertise and preparedness while 29% of them are not satisfied with the same. 62% of Non-Executives are satisfied with trainer and faculty arranged by HRD in terms of style, expertise and preparedness while 38% of them are not satisfied with the same. Executives TABLE 4.5.6.1 is showing Executives satisfaction with trainer and faculty. Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 05 10 05 01 Percentage 24 % 47 % 24 % 05 %

Non – Executives TABLE 4.5.6.2 is showing Non-Executives satisfaction with trainer and faculty. Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 02 25 15 01 Percentage 05 % 58 % 35 % 02 %

4.5.7 Survey regarding employees satisfaction with methodologies of training programmes The researcher has conducted a survey regarding the satisfaction with the training methodologies used in training programmes offered by HRD. As per the survey it was found that 72% of Executives are satisfied with the training methodologies used in training programmes offered by HRD while 28% of them are not satisfied with it. 70% of Non-Executives are satisfied with the training methodologies used in training programmes offered by HRD while 30% of them are not satisfied with it. Executives TABLE 4.5.7.1 is showing Executives satisfaction with methodologies of training programmes Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 06 10 05 01 Percentage 27 % 45 % 23 % 05 %

Non – Executives TABLE 4.5.7.2 is showing Non-Executives satisfaction with methodologies of training programmes Attributes To a greater extend To some extent Number of respondents 06 24 Percentage 14 % 56 %

To a less extent Not at all

11 02

25 % 05 %

4.5.8 Survey regarding employee’s satisfaction with course material provided. The researcher has conducted a survey regarding the satisfaction with the course material provided during training programmes. As per the survey it was found that 50% of Executives are satisfied with the course material provided during training programmes while 50% of them are not satisfied with it 66% of Non-Executives are satisfied with the course material provided during training programmes while 34% of them are not satisfied with it Executives TABLE 4.5.8.1 is showing Executives satisfaction with course material provided Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 05 06 10 01 Percentage 23 % 27 % 45 % 05 %

Non – Executives TABLE 4.5.8.2 is showing Non-Executives satisfaction with course material provided Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 05 24 11 04 Percentage 11 % 55 % 25 % 09 %

4.5.9 Survey regarding employees satisfaction with arrangements during training. The researcher has conducted a survey regarding the satisfaction with the arrangements during training programmes like classroom, drinking water, catering etc. As per the survey it was found that 59% of Executives are satisfied with the arrangements during training programmes like classroom, drinking water, catering etc while 41% of them are not satisfied with the same. 53% of Non-Executives are satisfied with the arrangements during training programmes like classroom, drinking water, catering etc while 47% of them are not satisfied with the same. Executives TABLE 4.5.9.1 is showing Executives satisfaction with arrangements during training Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 07 06 04 05 Percentage 32 % 27 % 18 % 23 %

Non – Executives TABLE 4.5.9.2 is showing Non-Executives satisfaction with arrangements during training Attributes To a greater extend To some extent Number of respondents 04 20 Percentage 09 % 44 %

To a less extent Not at all

14 07

31 % 16 %

4.5.10 Survey regarding employees work efficiency after training. The researcher has conducted a survey regarding the work efficiency of employee improved after receiving structured training provided by HRD. As per the survey it was found that 64% of Executives said that their work efficiency improved after receiving structured training provided by HRD while 36% disagrees with it 72% of Non-Executives said that their work efficiency improved after receiving structured training provided by HRD while 28% disagrees with it.

Executives TABLE 4.5.10.1 is showing Executives work efficiency after training. Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 07 07 05 03 Percentage 32 % 32 % 23 % 13 %

Non – Executives TABLE 4.5.10.2 is showing Non-Executives work efficiency after training. Attributes Number of respondents Percentage

To a greater extend To some extent To a less extent Not at all

14 17 11 01

33 % 39 % 26 % 02 %

4.5.11 Survey regarding preparing employee by HRD for the future. The researcher has conducted a survey regarding HRD preparing employee for the future prospects in the organization. As per the survey it was found that 65% of Executives agrees that HRD prepare them for the future prospects in the organization while 35% disagrees with this. 72% of Non-Executives agrees that HRD prepare them for the future prospects in the organization while 28% disagrees with this.

Executives TABLE 4.5.11.1 is showing preparing Executives by HRD for the future. Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 08 05 02 05 Percentage 40 % 25 % 10 % 25 %

Non – Executives TABLE 4.5.11.2 is showing preparing Non-Executives by HRD for the future. Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 07 24 08 04 Percentage 16 % 56 % 19 % 09 %

4.5.12 Survey regarding working relationship with superiors and colleagues. The researcher has conducted a survey regarding working relationship with superiors and colleagues improved by training programmes offered by HRD. As per the survey it was found that 53% of Executives think that their working relationship with the superiors and colleagues improved by training programmes offered by HRD while 47% of them think that it is not so. 62% of Non-Executives think that their working relationship with the superiors and colleagues improved by training programmes offered by HRD while 38% of them think that it is not so Executives TABLE 4.5.12.1 Executives working relationship with superiors and colleagues Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 06 05 07 03 Percentage 29 % 24 % 33 % 14 %

Non – Executives TABLE 4.5.12.2 Non-Executives working relationship with superiors and colleagues Attributes To a greater extend To some extent To a less extent Number of respondents 15 13 15 Percentage 33 % 29 % 33 %

Not at all

02

05 %

4.5.13 Survey regarding working environment. The researcher has conducted a survey regarding working environment improved after the HRD interventions. As per the survey it was found that 75% of Executives agrees that their working environment improved after the HRD interventions while 25% disagrees 62% of Non- Executives agrees that their working environment improved after the HRD interventions while 38% disagrees. Executives TABLE 4.5.13.1 Improvement of working environment via HRD for Executives Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 05 13 04 02 Percentage 21 % 54 % 17 % 08 %

Non – Executives TABLE 4.5.13.2 Improvement of working environment via HRD for Non-Executives Attributes To a greater extend To some extent Number of respondents 10 16 Percentage 24 % 38 %

To a less extent Not at all

14 02

33 % 05 %

4.5.14 Survey regarding HRD helped employee in managing changes. The researcher has conducted a survey regarding HRD helped employee in managing changes (e.g. Computerization, Cost control, redeployment, multiskilling, etc) as per the survey it was found that 83% of Executives think that HRD helped them in managing changes 69% of Non- Executives think that HRD helped them in managing changes while 31% of them think that it is not so

Executives TABLE 4.5.14.1 is showing HRD helped Executives in managing changes Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 09 10 03 01 Percentage 39 % 44 % 13 % 04 %

Non – Executives TABLE 4.5.14.2 is showing HRD helped Non-Executives in managing changes Attributes To a greater extend To some extent To a less extent Number of respondents 11 18 10 Percentage 26 % 43 % 24 %

Not at all

03

07 %

4.5.15 Survey regarding solving problems by HRD department. The researcher has conducted a survey regarding HRD department helped in solving problems in department. As per the survey it was found that 54% of Executives agrees that HRD department helped in solving problems in their department while 46% disagrees 38% of Non-Executives agrees that HRD department helped in solving problems in their department while 62% disagrees. Executives TABLE 4.5.15.1 is showing problems solving of Executives by HRD department Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 03 09 07 03 Percentage 13 % 41 % 32 % 14 %

Non – Executives TABLE 4.5.15.2 is showing problems solving of Non-Executives by HRD department Attributes To a greater extend To some extent Number of respondents 03 13 Percentage 07% 31%

To a less extent Not at all

14 12

33% 29 %

4.5.16 Survey regarding equal treatment by HRD in BSP. The researcher has conducted a survey regarding HRD function at BSP give equal treatment to non-executives, executives, and fresh entrants. As per the survey it was found that 65% of Executives believes that HRD function at BSP give equal treatment to non-executives, executives, and fresh entrants while 35% believes that it is not true. 43% of Non- Executives believes that HRD function at BSP give equal treatment to nonexecutives, executives, and fresh entrants while 57% believes that it is not true Executives TABLE 4.5.16.1 is showing Equal treatment to Executives by HRD in BSP Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 05 10 06 02 Percentage 22 % 43 % 26 % 09 %

Non – Executives TABLE 4.5.16.2 is showing Equal treatment to Non-Executives by HRD in BSP Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 06 12 15 09 Percentage 14% 29 % 36 % 21 %

4.5.17 Survey regarding HRD function contributing to profitability. The researcher has conducted a survey regarding HRD function at BSP is an essential business partner contributing to profitability. As per the survey it was found that 78% of Executives believe that HRD function at BSP is an essential business partner contributing to profitability while 22% believes that it is not true 74% of Non-Executives believe that HRD function at BSP is an essential business partner contributing to profitability while 26% believes that it is not true.

Executives TABLE 4.5.17.1 HRD function contributing to profitability in opinion of executive Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 09 09 02 03 Percentage 39 % 39 % 09 % 13 %

Non – Executives TABLE 4.5.17.2 HRD function contributing to profitability in opinion of non executive Attributes To a greater extend To some extent To a less extent Number of respondents 14 17 11 Percentage 33 % 41 % 26 %

Not at all

00

00 %

4.5.18 Survey regarding employee expectations towards HRD. The researcher has conducted a survey regarding HRD meet employee training and personal growth expectations. As per the survey it was found that 68% of Executives agrees that HRD meet their training and personal growth expectations while 32% disagrees 49% of Non- Executives agrees that HRD meet their training and personal growth expectations while 51% disagrees

Executives TABLE 4.5.18.1 is showing Executives expectations towards HRD Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 07 08 04 03 Percentage 32 % 36 % 18 % 14 %

Non – Executives TABLE 4.5.18.2 is showing Non-Executives expectations towards HRD ATTRIBUTES To a greater extend NUMBER OF RESPONDENTS 04 PERCENTAGE 10%

To some extent To a less extent Not at all

16 21 00

39 % 51 % 00 %

4.5.19 Survey regarding improvement by HRD. The researcher has conducted a survey regarding performance of BSP, consistently improving and HRD has contributed to it. As per the survey it was found that 74% of Executives agrees that BSP’s performance is consistently improving and HRD has contributed to it while 26% disagrees. 70% of Non-Executives agrees that BSP’s performance is consistently improving and HRD has contributed to it while 30% disagrees. Executives TABLE 4.5.19.1 is showing opinion of executive regarding improvement by HRD Attributes To a greater extend To some extent To a less extent Not at all Number of respondents 11 06 03 03 Percentage 48 % 26 % 13 % 13 %

Non – Executives TABLE 4.5.19.2 is showing opinion of non executive regarding improvement by HRD Attributes Number of respondents Percentage

To a greater extend To some extent To a less extent Not at all

15 15 12 01

35 % 35 % 28 % 02 %

4.5.20 Aggregate result of merchant mill and wire rod mill

Outcomes

Arrangements during training

Personnel development 64%

On the job behavior 64%

Satisfaction

66%

64%

Dissatisfaction

33%

35%

35%

35%

Final interpretation of scores:
Executives: 67% of Executives of merchant mill and wire rod mill have perception
that HRD functions in BSP is progressive and encouraging while 33% of them thinks that the functioning of HRD in BSP is inadequate and is in the danger of slipping further.

Non-Executives: 61% of Non-Executives of merchant mill and wire rod mill have
perception that HRD functions in BSP is progressive and encouraging while 39% of them thinks that the functioning of HRD in BSP is inadequate and is in the danger of slipping further.

5. Result & analysis
5.1.1 Survey regarding the awareness of Training and Development programmes. From the study it is clear that 65% of the executives are aware about the various training and development and 35% of them are still unaware or have awareness to a lesser extent.

FIGURE 5.1.1 showing the awareness among executives for T&D programmes

5.1.2 Survey regarding the awareness of Training and Development programmes among non – executives. From the study it is clear that 56% of non-executives are unaware only 44% of them are aware.

FIGURE 5.1.2 is showing the awareness among non executives for T&D programmes

5.2.1 Survey regarding the awareness among executives for T&D needs. From the study it is clear that 62% of Executives are aware of the training need assessment procedure. While 38% of them are still not aware

FIGURE 5.2.1 showing the awareness among executives for T&D needs.

5.2.2 Survey regarding the awareness among non executives for T&D needs. From the study it is clear that 51% of Non-executives are unaware of the training need assessment procedure while only 49% of them are aware.

FIGURE 5.2.2 is showing the awareness among non executives for T&D needs

5.3.1 Survey regarding executive training programmes level. From the study it is clear that 78% of Executives think that training programmes are arranged as per their skill and qualification level while 22% think that it is not.

FIGURE 5.3.1 is showing executive opinion regarding training programmes level

5.3.2 Survey regarding Non-Executives training programmes level. From the study it is clear that 61% of Non-Executives think that training programmes are arranged as per their skill and qualification level while 39% think that it is not.

FIGURE 5.3.2 is showing non-executive opinion regarding training programmes level

5.4.1 Survey regarding the simplicity & understandability of training. From the study it is clear that that 72% of executives think that training provided by HRD make their job simple and understandable while 28% of them think that it is not

FIGURE 5.4.1 is showing simplicity & understandability of training for executive

5.4.2 Survey regarding the simplicity & understandability of training. From the study it is clear that 83% of Non-Executives think that training provided by HRD make their job simple and understandable while 17% of them think that it is not

FIGURE 5.4.2 is showing simplicity & understandability of training for non-executive

5.5.1 Survey regarding the training provided by HRD to encourage executive. From the study it is clear that 64% of Executives thinks that training provided by HRD encourage them while 36% of them think that it is not

FIGURE 5.5.1 is showing training provided by HRD encourage executive

5.5.2 Survey regarding the training provided by HRD to encourage non-executive. From the study it is clear that 72% of them thinks that training provided by HRD encourage them while 28% of them think that it is not

FIGURE 5.5.2 is showing training provided by HRD encourage non-executive

5.6.1 Survey regarding executives satisfaction with trainer and faculty. From the study it is clear that 71% of executives are satisfied while 29% of them are not satisfied with the same.

FIGURE 5.6.1 is showing executives satisfaction with trainer and faculty

5.6.2 Survey regarding Non-Executive’s satisfaction with trainer and faculty. From the study it is clear that 62% of Non-Executives are satisfied while 38% of them are not satisfied

FIGURE 5.6.2 is showing non-executives satisfaction with trainer and faculty

5.7.1 Survey regarding executives satisfaction with methodologies of training programmes. From the study it is clear that 72% of executives are satisfied while 28% of them are not satisfied

FIGURE 5.7.1 is showing executives satisfaction with methodologies of training programmes 5.7.2 Survey regarding non-executive satisfaction with methodologies of training programmes. From the study it is clear that 70% of Non-Executives are satisfied while 30% of them are not satisfied.

FIGURE 5.7.2 is showing non-executives satisfaction with methodologies of training programmes

5.8.1 Survey regarding employee’s satisfaction with course material provided. From the study it is clear that 50% of executives are satisfied 50% of them are not satisfied

FIGURE 5.8.1 is showing executives satisfaction with course material provided

5.8.2 Survey regarding employee’s satisfaction with course material provided. From the study it is clear that 66% of Non-Executives are satisfied 34% of them are not satisfied

FIGURE 5.8.2 is showing non-executives satisfaction with course material provided

5.9.1 Survey regarding employees satisfaction with arrangements during training. From the study it is clear that 59% of Executives are satisfied with the arrangements while 41% of them are not satisfied with the same.

FIGURE 5.9.1 is showing Executives satisfaction with arrangements during training

5.9.2 Survey regarding employees satisfaction with arrangements during training. From the study it is clear that 53% of Non-Executives are satisfied with the arrangements while 47% of them are not satisfied

FIGURE 5.9.2 is showing non-executives satisfaction with arrangements during training

5.10.1 Survey regarding employees work efficiency after training. From the study it is clear that 64% of Executives said that their work efficiency improved while 36% disagrees with it

FIGURE 5.10.1 is showing Executives work efficiency after training

5.10.2 Survey regarding employees work efficiency after training. From the study it is clear that 72% of Non-Executives said that their work efficiency improved while 28% disagrees with it.

FIGURE 5.10.2 is showing non-executives work efficiency after training

5.11.1 Survey regarding preparing employee for the future. From the study it is clear that 65% of Executives agrees that HRD prepare them for the future while 35% disagrees

FIGURE 5.11.1 is showing survey regarding preparing Executives for the future

5.11.2 Survey regarding preparing employee for the future. From the study it is clear that 72% of Non-Executives agrees that HRD prepare them for the future prospects while 28% disagrees

FIGURE 5.11.2 is showing survey regarding preparing non-executives for the future

5.12.1 Survey regarding working relationship with superiors and colleagues. From the study it is clear that 53% of Executives think relationship improved by training programmes while 47% of them think that it is not so

FIGURE 5.12.1 is showing executive working relationship with superiors and colleagues

5.12.2 Survey regarding working relationship with superiors and colleagues. From the study it is clear that 62% of Executives think relationship with the superiors and colleagues improved while 38% of them think that it is not so

FIGURE 5.12.2 is showing non-executive working relationship with superiors and colleagues

5.13.1 Survey regarding working environment after the HRD interventions. From the study it is clear that 75% of Executives agrees that their working environment improved after the HRD interventions while 25% disagrees

FIGURE 5.13.1 is showing survey regarding working environment of executives after the HRD interventions

5.13.2 Survey regarding working environment. From the study it is clear that 62% of non executives agree that their working environment improved while 38% disagrees.

FIGURE 5.13.2 is showing survey regarding working environment of non-executives after the HRD interventions

5.14.1 Survey regarding HRD helped employee in managing changes. From the study it is clear that 83% of Executives think that HRD helped them in managing changes

FIGURE 5.14.1 is showing HRD helped Executives in managing changes

5.14.2 Survey regarding HRD helped employee in managing changes. From the study it is clear that 69% of Non- Executives think that HRD helped them in managing changes

FIGURE 5.14.2 is showing HRD helped non-executives in managing changes

5.15.1 Survey regarding solving problems by HRD. From the study it is clear that 54% of Executives agrees that HRD department helped in solving problems

FIGURE 5.15.1 is showing solving problems of executives by HRD

5.15.2 Survey regarding solving problems by HRD. From the study it is clear that 38% of Non-Executives agrees that HRD department helped in solving problems in their department while 62% disagrees

FIGURE 5.15.2 is showing solving problems of non-executives by HRD

5.16.1 Survey regarding equal treatment by HRD. From the study it is clear that 65% of Executives believes that HRD function at BSP give equal treatment to non-executives, executives, and fresh entrants

FIGURE 5.16.1 is showing opinion of executive regarding equal treatment by HRD

5.16.2 Survey regarding equal treatment by HRD. From the study it is clear that 43% of Executives believes that HRD function at BSP give equal treatment to non-executives, executives, and fresh entrants

FIGURE 5.16.2 is showing opinion of non executive regarding equal treatment by HRD

5.17.1 Survey regarding HRD function contributing to profitability. From the study it is clear that 78% of Executives believe that HRD function at BSP is an essential business partner contributing to profitability

FIGURE 5.17.1 is showing Executives opinion on HRD function contributing to profitability

5.17.2 Survey regarding HRD function contributing to profitability. From the study it is clear that 74% of Non-Executives believe that HRD function at BSP is an essential business partner contributing to profitability

FIGURE 5.17.2 is showing non-executives opinion on HRD function contributing to profitability

5.18.1 Survey regarding executive expectations towards HRD. From the study it is clear that 68% of Executives agrees that HRD meet their training and personal growth expectations

FIGURE 5.18.1 is showing executive expectations towards HRD

5.18.2 Survey regarding executive expectations towards HRD. From the study it is clear that 49% of Executives agrees that HRD meet their training and personal growth expectations.

FIGURE 5.18.2 is showing non-executive expectations towards HRD

5.19.1 Survey regarding improvement in BSP by HRD .From the study it is clear that 74% of Executives agrees that BSP’s performance is consistently improving and HRD has contributed

FIGURE 5.19.1 is showing opinion of executive on improvement in by HRD

5.19.2 Survey regarding improvement in BSP by HRD .From the study it is clear that 70% of Non-Executives agrees that BSP’s performance is consistently improving and HRD has contributed to it

FIGURE 5.19.2 is showing opinion of non-executive on improvement in by HRD

5.20 Aggregate result of merchant mill and wire rod mill

FIGURE 5.20 is showing aggregate result of merchant mill and wire rod mill

6.1 Recommendations:
Though it is seen that the employee perception towards HRD is good but it needs to be maintain, in fact should be taken to higher levels. Also the loopholes in the findings such as proper course material etc. should be avoided.

• • • •

Modernization of safety training is required for better working environment More and more practical knowledge should be given with the use of latest technologies and adequate computer training under ERP Repetition of training frequently for proper career planning for employees Training based on Problem solving.

6.2 Conclusion of project:
From the present study the following conclusion are drawn they are as follows:
• • • • • • • • • • • • • • • • • From the study it is concluded that maximum executives are aware of T&D programmes. (65%) Less number of non- executives are aware of T&D programmes. (56%) From the study it is concluded that maximum executives are aware of T&D needs. (62%) Less number of non- executives are aware of T&D needs. (51%) From the study it is concluded that maximum executives are aware of Training programmes level. (78%) Maximum number of non- executives are aware of Training programmes level. (61%) Maximum numbers of executives are aware of simplicity & understandability of training. (72%) Maximum number of non- executives are aware of simplicity & understandability of training. (83%) Maximum number of executives thinks that training provided by HRD encourages. (64%) Maximum non- executives thinks that training provided by HRD encourages. (72%) Less number of executives is satisfied with course material provided. (50%) Maximum number of non- executives is satisfied with course material provided. (66%) Maximum number of executives thinks that training provided by HRD prepare employee for the future. (65%) Maximum non- executives thinks that training provided by HRD prepare employee for the future. (72%) Maximum number of executives thinks that HRD function contributing to profitability. (78%) Maximum number of non- executives thinks that HRD function contributing to profitability. (78%) Maximum number of executives thinks that HRD function improving BSP’s performance. (74%)

Maximum number of non- executives thinks that HRD function improving BSP’s performance. (70%)

6.3 Limitations of project:
Major limitation of project is the availability of the employees during the survey and also the time constraint factor. Moreover interest level of the employees to fill the questionnaire is not so good. Commuting and catch hold of the concern person is also one constraint. Moreover, it’s sometime very difficult to make the employees understand that why such a survey is being conducted.

Bibliography:

Secondary data has been collected through some books and manuals from the department and library:-

 SAIL journal.  BSP journal.
  

Work visit note Human resource management - by Gary Dessler Personnel manual - C.B.Memoria

 www.sail.co.in  www.citehr.com

QUESTIONNAIRE:

HUMAN RESOURCES DEVELOPMENT DEPARTMENT BHILAI STEEL PLANT QUESTIONNAIRE [Employee perception on HRD Department of Bhilai Steel Plant]
The following questionnaire is a part of a survey carried out by HRD department which is being used to collect employee perception on role of HRD department. The information provided by you will be kept confidential. Please do not put your name or signature anywhere on the questionnaire. At the end of the survey, HRD department will provide you the feedback based on the survey result. Your candid and frank responses are solicited please.

Please tick ( √ ) the right choice Qualification:No. of years of experience with BSP: - _______________ Department:- ________________________ Grade:_____________

The phrase, “Training programmes by HRD” means any training programme or learning opportunity arranged and provided at HRD Center (BTI), BMDC, In-Plant training center, Any location in India outside Bhilai, Any location abroad. A] How many training programmes did you attended in the past 3 yrs organized by HR Department?

1 programme( )

2 programmes ( )

3 or more programmes ( )

none ( )

For the remaining questions please respond as per the scale indicated below: 1 = To a great extent 3 = To a less extent 2 = To some extent 4 = Not at all

1. 2. 3. 4. 5. 6.

Are you aware of the various Training and Development programmes offered by HRD Department? Are you aware of the training need assessment procedure for training programmes at BSP under HRD? Are training programmes arranged as per your skill and qualification level? Does training provided by HRD make your job simple and understandable?

1 1 1 1

2 2 2 2 2 2

3 3 3 3 3 3

4 4 4 4 4 4

Does training provided by HRD encourage you to bring new 1 ideas to the organization? Are you satisfied with trainer and faculty arranged by HRD in terms of style, expertise and preparedness? 1

7. 8.

Are you satisfied with the training methodologies used in training programmes offered by HRD? Are you satisfied with the course material provided during training programmes?

1 1

2 2

3 3

4 4

9.

Are you satisfied with the arrangements during training programmes like classroom, drinking water, catering etc?

1 1 1

2 2 2

3 3 3

4 4 4

10. Has your work efficiency improved after receiving structured training provided by HRD? 11. Does HRD prepare you for the future prospects in the

organization?

13. Has your working environment improved after the HRD interventions? 14. Has HRD helped you in managing changes (e.g. Computerization, Cost control, redeployment, multiskilling, etc)? 15. Has HRD department helped in solving problems in your department? 16. Does HRD function at BSP give equal treatment to nonexecutives, executives, and fresh entrants? 17. Do you believe that HRD function at BSP is an essential business partner contributing to profitability? 18. Does HRD meet your training and personal growth expectations? 19. BSP’s performance is consistently improving - Do you think HRD has contributed to it?

1

2

3

4

1

2

3

4

1 1 1 1 1

2 2 2 2 2

3 3 3 3 3

4 4 4 4 4

In addition to the responses above please mention any other suggestion so that HR department can serve you better. ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________

Thank you for your time and effort.

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