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Executive

Summary

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This project is done for the partial fulfilment of my curriculum of BBA (2008-2010)
at Ideal Institute of Management and Technology, Indraprastha University.

The training was conducted in KRIBHCO, Noida. Starting with the company profilr
i.e. introduction of KRIBHCO, its mission, vision, objectives, performance highlights
etc. Then there is an overview of the project tropic i.e. Training and Development &
Training and development programme in KRIBHCO.

A simple random technique is used for sampling. The sampling frame consists of the
employees working in the organisation. For the collection of primary data, a
questionnaire is made and secondary data is also collected from the HR folder of the
organisation.

The objective is to know how training and development process is carried out in
KRIBHCO. The final conclusion is that training and development is important for any
organisation.

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INDEX

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TOPIC PAGE NO.

Company Profile 5-25

Theoretical Presentation of the Topic 26-45

Research and Methodology 46-48

Analysis and Interpretation of Data 49-65

Findings, Suggestions, Conclusion and 66-70


Limitations

Annexure 71-74

Bibliography 75-76

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COMPANY
PROFILE

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Salient Features of Kribhco

17th April, 1980 : kribhco was incorporated

5th February, 1982 : Foundation stone laid at Hazira(Gujrat)

November, 1985 : Urea production started

May, 1991 : Seed production started

August, 1995 : Bio-Fertilizers production started

July, 2005 : OMIFCO started commercial production And 50% marketing of


produced urea in India by KRIBHCO.

July, 2008 : Acquisition of Shahjahanpur fertilizer complex

Plant Capacity Day Annum


Ammonia 2*1520 MT 1003200 MT

Urea 4*1310 MT 1729200 MT

Project cost of Hajaria : Rs. 890 crore

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Introduction of KRIBHCO

Krishak Bharati Cooperative Limited (KRIBHCO), a premier Cooperative


Society for manufacture of fertilizer, registered under Multi-State Cooperative
Societies Act–1985, was promoted by the Govt. of India, IFFCO, NCDC and
other agricultural Cooperative societies spread all over the country.

KRIBHCO has setup a Fertilizer Complex to manufacture Urea, Ammonia & Bio-
fertilizers at Hazira in the State of Gujarat, on the bank of river Tapti, 15 Kms
from Surat city on Surat – Hazira State Highway.

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KRIBHCO plant at Hazaria.

Late Smt. Indira Gandhi, former Prime Minister of India laid the Foundation
Stone on February 5, 1982.

The trial production commenced from November, 1985 and within a very short
time of 3 months, the commercial production commenced from March 01, 1986.
Since then, it has excelled in performance in all areas of its operations.

Hazira Fertiliser Complex has 2 Streams of Ammonia Plant and 4 Streams of


Urea Plant. Annual re-assessed capacity for Urea and Ammonia is 1.729 million
MT and 1.003 million MT respectively, the total Project cost was Rs. 890 crores
as against the estimated cost of Rs. 957 crores. This shows a saving of Rs. 67
crores (approximately 7%) in Capital Cost of the Project.

Ammonia plant

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Urea plant

Bio fertilizer plant of 100 MT per year capacity was commissioned at Hazira in
August, 1995. KRIBHCO has also completed the installation of an expansion of
the Bio-Fertiliser plant with an additional capacity of 150 MT and the same was
commissioned in December, 1998.

Ten Seed Processing Plants are also in operation in various states.

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MISSION

To act as a catalyst to agricultural and rural development by selecting, financing and


managing projects that are both socially desirable and commercially profitable.

VISION

To be a world class organization that represents the farmer community and


maximizes returns to them through specialization in agricultural inputs and
products and other diversified businesses that maximize stakeholder value.

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OBJECTIVES

• To strengthen Cooperative System.


• To enhance the urea installed capacity, maintaining its market share.
• To ensure optimum utilisation of existing plant and machinery.
• To diversify into other core sectors like power, port, infrastructure, rural retail
etc.
• Transfer of technology for modern farming and improving farmer’s livelihood.
• To educate and train farmers, provide free testing facilities for soil nutrients
and irrigation water.
• Sustainable rural development through Gramin Vikas Trust.

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PERFORMANCE HIGHLIGHTS

Highest Total Fertilizers Sales 40.51 lakh MT


(Previous best was 37.76 lakh MT of urea during 2008-
2009)
Highest Imported Fertilizers Handled 12.12 lakh MT
(Previous best was 10.45 lakh MT during 2006-2007)

Highest Seed Sales 2.22 lakh Qtls


(Previous best sales was 1.96 lakh Qtls during 2008-2009)

Highest KBSKs Turnover Rs. 74.97 crore


(Previous best was Rs. 63.14 crore during 2008-2009)

Highest Operational Profit of Traded Products 43.31 crores


(Previous best was Rs. 3.80 crores during 2008-2009)

Highest Daily Urea Production on 13.11.2009 5638 MT


(Previous best was 5564 on 28.10.2009)

Highest Daily Ammonia Production on 28.12.2009 3452 MT


(Previous best was 3433 MT on 25.12.2009)

Highest Monthly Ammonia Production in December, 104740 MT


2009
(Previous best was 104444 MT in October, 2009)

Highest Monthly Urea Production in December, 2009 167901 MT


(Previous best was 166960 MT in October, 2009)

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PRODUCTION PERFORMANCE

Urea & Ammonia at Hazaria Plant:-

During the year 2009-10, KRIBHCO produced 17.80 lakh MT of urea and 11.10 lakh
MT of ammonia which corresponds to capacity utilization of 102.94% and 110.65%
respectively. KRIBHCO also produce 3556.7 thousand NM argon .

Seed Multiplication Programme and Marketing of Hybrid Seed:-

Seed is the basic and most critical input for sustainable agriculture. KRIBHCO
continues to produce certified seeds of Cereals (Paddy, Wheat, Barley and Maize),
Pulses (Gram, Pea, Arhar, Moong, Lentil), Oilseeds (Soyabean, Mustard, and Castor)
and Fodder (Guar) at its ten most modern Seed Processing Plants located at Abohar
(Punjab), Aligarh (UP), Deaws (MP), Gajraula (UP), Himatnagar (Gujrat), Hissar
(Haryana), Jangipur (UP), Moth (UP), Kota (Rajasthan) and Shahjahanpur (UP). The
total production capacity of these plants is 1.90 lakh quintals per annum. The society
is planning to establish four more modern seed processing Plants in the states of UP
(Gorakhpur and bulandshahr), Punjab (Ludhiana) and Rajasthan (Hanumangarh).
During 2009-2010, the society sold 2.22 lakh quintals of certified seed of various
crops and varities which contribute 1.02% in the national seed availability. The
society plans to produce 3.45 lakh quintals of seed during 2010-2011.

Considering the high potential of Hybrid seed to improve plant vigour and increased
yield, KRIBHCO plans to market Hybrid seeds if major crops i.e. 2 lakh packets of
BT Cotton, 20,000 quintals of hybrid Paddy and 3,000 quintals of hybrid maize
through KRIBHCO Marketing network.

Bio-Fertilizers:-

Bio-Fertilizers are the low cost source of plant nutrients, eco-friendly and have
supplementary role with chemical fertilizers. KRIBHCO has been producing and
marketing five bacterial strains of Bio-fertilizers i.e. Rhizobium, Azotobacter,
Acetobacter, Azospirilum and PSM (Phosphate Solubilising Micro-Organism) in three
plants at Hazira (Gujrat), Lanjha (Maharashtra), and Varaasi (UP) with combined
capacity of 550 MT. During the year 2009-10, KRIBHCO Produced 953 MT and sold
922 MT of Bio-fertilizers, which is ever highest.

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MARKETING ACTIVITIES
The society has made notable achievements in marketing fronts, establishing sales
records for five consecutive years. The society recorded sales of 18.11 lakh MT of
KRIBHCO urea during the year.

Apart from marketing its own products, society also markets Kribhco branded urea
produced by its joint venture subsidiary KRIBHCO Shyam Fertilizer Ltd (KSFL) and
granulated urea provided by its international joint venture company Oman India
Fertilizer Company (OMIFCO). Sales of KSFL urea touched 8.88 lakh MT and
granulated urea of OMIFCO 10.77 lakh MT during 2008-09, thus recording a total
urea sale by society of 37.76 lakh MT.

Society’s products are sold through numerous cooperative/institutional distribution


channels, Apex federation as well as direct sale to Village Level Socities/Nodal points
in many states throughout the country such as Uttar Pradesh, Uttrakhand, Punjab,
Haryana, Gujrat, Madhya Pradesh, Rajasthan, Maharashtra, Andhra Pradesh,
Karnataka, Tamil Nadu, Pudducherry, Kerla, Bihar, Jharkhand, Orissa, Chattisgarh
and West Bengal.

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INVESTMENTS MADE BY KRIBHCO
Oman India Fertilizer company (OMIFCO):-

KRIBHCO is one of the sponsors of Oman India Fertilizer Company(OMIFCO)


with equity investment of US$ 69.5 million (Equivalent to INR 328.53 crore)
representing 25% of paid up equity capital of OMIFCO. OMIFCO has a capacity
of 16.52 lakh MTPA of granular urea and 11.9 lakh MTPA of ammonia. A highly
skilled workforce from KRIBHCO is participating directly in operation and
maintenance of the project under a “Personal Supply Agreement”.

OMIFCO has produced 20.8 lakh MT urea, at a capacity utilization of 122%


during the financial year 2008-09. KRIBHCO is handling and marketing 50% of
the urea produced by OMIFCO.

KRIBHCO Shyam Fertilizers Limited (KSFL):-

Shahjahanpur Fertilizer Complex acquired by KRIBHCO through its Joint


Venture Company “KRIBHCO Shyam Fertilizers Limited (KSFL)” in 2006, has
annual production capacity of 8.64 lakh MT of KRIBHCO branded urea.
KRIBHCO has 85% equity with entire management control of the company and
marketing rights of entire produce. During the year 2008-2009, 8.88 lakh MT of
KSFL urea was sold by the society. The company achieved the date of zero
inventory and zero dues as on 31.03.09, a unique achievement in fertilizer sector.

Gujrat State Energy Generation Limited (GSEG):-

Gujrat State Energy Generation Limited(GSEG) is a joint venture company with


Gujrat State Petroleum Corporation Limited (GSPCL), other Gujrat Government
companies KRIBHCO and GAIL (India) Ltd. The society has invested Rs. 80.68
crore towards equity of GSEG. GSEG is operating a 156 MW natural gas based
combined cycle power plant at Mora, district Surat, Gujrat. GSEG is
implementing 350 MW expansion project at a cost of Rs. 1160 crore.

KRIBHCO Infrastructure Limited (KRIL):-

KRIBHCO has incorporated a wholly owned subsidiary under the name of


KRIBHCO Infrastructure Limited (KRIL) for undertaking Logistics Business and
other infrastructure project. Action has been initiated for setting up of Inland
Container Depot (ICD)/Container Freight Station (CFS) at Hazira and other
locations.

KRIL has entered into a join venture with Continental Warehousing Corporation
Limited (CWCL), a NDR group of companies to set up Rail linked ICD/CFS at
various location in the country. Presently ICD are being planned at Ahmadabad,
Hyderabad, Ludhiana, Mumbai and Panipat.

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Urvarak Videsh Limited (UVL):-

UVL is a joint venture company set up by KRIBHCO, National Fertilizers


Limited and Rashtriya Chemicals & Fertilizers Limited with equal equity
participation. UVL has been mandated by GOI to take necessary step for revival
of Barauni Unit of Hindustan Fertilizers Corporation Limited. Various pre-project
activities are being carried out by UVL to explore the possibilities to set up a new
state of the art of Ammonia-Urea plant at Barauni.

Project under implementation:-

Revamp of existing Ammonia Urea Fertilizer Complex-

KRIBHCO is implementing the revamp project at Hazira to increase the Plant


capacity alongwith possible energy reduction at an estimated cost of 1301 crore.
The revamp of the plant would enhance the capacity of existing Ammonia Plants
from 10.03 lakh MTPA to 12.47 lakh MTPA and Urea Plants from 17.29 lakh
MTPA to 21.95 lakh MTPA. The production from the revamped Plant is expected
during the last quarter of 2011.

Jetty at Hazira (Surat)

KRIBHCO has initiated revival of its jetty at Hazira and has signed license
agreement with GMB for operations as private jetty for own as well as third party
clean cargo. Jetty has competitive advantage of rail/road link for faster evacuation.

Project under consideration:-

Hazira Fertilizer Phase II-

The society tends to set up an additional stream of Ammonia-Urea plant at its


existing fertilizer complex at Hazira, Surat. Society is in the process of discussion
with gas supply agencies to get desired quantity of gas for the project. Suitable
deciscion would be taken after availability of natural gas/RLNG on long terms
basis is firmed up.

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GRAMIN VIKAS TRUST
Empowering rural communities

• Promoted Gramin Vikas Trust (GVT), an independent legal entity,as a non


profit, rural development trust. The trust is operating in Madhya Pradesh,
Rajasthan, Gujrat in western India and Orissa, Jharkhand, Chhattisgarh abd
West Bengal in the Eastern India.

• The Trust has been a pioneer in the field of collaborative research in


agriculture with academic institutions and communities as partners. It has
developed close links with Government of India, Stae Governments, NGOs,
Research Institutions and international organizations. Partnerships are ongoing
with EU and CAZS, Bangor University, UK.

• GVT through its watershed projects has brought nearly 34,000 hectares area
for treatment and covered nearly 69,000 households in the targeted areas. The
trust has been piloting 5 agriculture innovation projects funded under NAIP.
Establishing 14 Homestead Farming projects (WADI) through funding by
NABARD for generating income. The Trust is providing skill up-gradation
training to tribal migrants in order to up-grade their existing capacity for
increased earnings. A fully equipped and residential National Livelihood
Resource Institute (NLRI) at Ratlam (M.P.) is also established for educating
farmers.

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FINANCIALS AT A GLANCE

Net Worth:-

Net Worth (sometimes called net liabilities) is the total assets minus total outside
liabilities of an individual or a company.
The Net Worth of Kribhco has increased in the year 2009-2010. It has increased from
Rs. 2549.42 crore in 2008-2009 to Rs. 2697.13 crore in 2009-2010.

Sources of income:-
Income sources explain the basic ways of earning money and about multiple sources
of income. Sources of income of Kribhco can be explained from the following chart:-

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Financial Performance:-

The society has achieved excellent financial results for the financial year 2009-2010.
It has Pre-Tax Profit of Rs. 252.77 crore during the year and Profit after Tax is Rs.
228.17 crore.

Dividend:-

The Board of Directors of the society have recommended for the sixth consecutive
year, the maximum permissible dividend of 20% on the paid-up share capital. The
proposed dividend is paid on pro-rata basis to the eligible shareholders whose names
stood in Membership Register of the society as on March 31, 2010. Accordingly, the
amount of proposed dividend outgo will be Rs. 77.67 crore.

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CORPORATE SOCIAL RESPONSIBILITY

Krishak Bharati Coopertive Limited (KRIBHCO) is the world’s premier fertilizer


producing cooperative having outstanding track record to its credit in all spheres of its
activities. KRIBHCO has fully imbibed the cooperative philosophy and has made
sustained efforts towards promoting the cause of modern agriculture and agriculture
cooperatives in the country.

Having its genesis in farmers’ cooperatives, social development and humane facets
have always been of prime focus in its growth and philosophy – an organisation
which owes its existence to the farmers, by the farmers and for the farmers of this
great country.

SERVICES TO COOPERATIVES AND FARMERS

• The Society since inception has made vigorous efforts towards the
development of farm technologies and other welfare schemes for upliftment of
the farming community. Over 1600 programmes on crop seminars, farmers
meetings, block demonstration, field days, Kisan Melas, farmers visit,
agriculture campaigns health checkup campaigns, veterinary health check up
camps and income generation programmes etc. have been conducted which
have benefitted about 2.5 lac farmers across the country.
• Around 400 programmes on cooperative conference, workshops and state
consultative committee meetings have been organized with a view to
strengthen the cooperative system.
• A variety of facilities like farm implements, furniture, technical assistance
towards improvement in godown facilities etc. are being provided to the
economically weaker societies.
• Around 50,000 soil and water samples have been tested and recommendations
made available to the farmers to improve and enhance their produce.
• Krishak Parivar Sangams have been organized in 14 states on the theme dry
land farming and farm technology.
• KRIBHCO has established Krishi Paramarsh Kendra at its corporate office for
facilitating farmers in providing information and advise on micro nutrients soil
testing, soil improvement, latest farm technology through internet and also
KRIBHCO Kisan Helpline.

SEED MULTIPLICATION PROGRAMME

With a view to provide quality certified seeds of main crops to the farmers,
KRIBHCO has established most modern seed processing plants situated in 9 states.
From a modest production of 2,982 Qtls of quality seeds in 1991-92, KRIBHCO
today provides 1.54 lakh Qtls of the quality seeds to the farmers annually.

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CORPORATE GOVERNANCE
Ethical business conduct has been the endeavour of the society for being a responsible
corporate citizen. This is achieved by society through-

• Inculcating financial propriety.


• Adhering to national policy and objectives.
• Maintaining discipline in financial reporting standards.
• Striving to support a competitive environment.
• Providing proactive actions in achieving the goals set by the Government of
India.
• Commitment for preserving environment.
• Availability of quality products to the farmers of the nation.
• Adhering to regulatory compliance mechanism.

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ENVIRONMENT POLICY

• KRIBHCO has ever been eco-friendly and has always cared for the
preservation and improvement in the environment.
• More than Rs.19 Crores has been spent on Pollution control systems, most of
which has been on in-built systems to control the pollutants at source.
• Quality of gaseous and liquid effluents is continuously monitored and is
maintained better than the standards prescribed by pollution Control Boards.
• KRIBHCO has gone way ahead in terms of water conservation by gradual
reduction in water consumption and by implementing various effluent
treatment and recycling schemes.
• The discharge of the effluent is ZERO due to evaporation from effluent ponds.
• KRIBHCO has also developed an extensive green belt in and around the plant
and township by planting more than 3 lakh trees and around 100 acres of lush
green lawns.

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MILESTONES/RECORDS

Winning Fresh Bouquets Year After Year


A saga of glorious "Firsts" from day one

• One of the World's largest and most modern fertiliser plants in the Cooperative
sector.
• First to achieve A record capacity utilisation in the first year of commercial
production - 93.5% and 97.4% for Ammonia and Urea plants.
• First in the country to achieve highest net profit of Rs. 126.80 Crores in the
year 1987-88 by any fertilizer organisation.
• Has achieved 30 Million of Urea production on 15.08.2004 milestone within a
short period of 18.7 years from commecement of production.
• Has achieved 30 Million tonnes of Ammonia production on 19.03.2006 within
a period of 20.3 years from commencement of production.

AWARDS & HONOURS

• INDIRA GANDHI RAJBHASHA First Prize for the year 2007-2008 by


Official language Department, Ministry of Home Affairs, Government of
India.
• Society was conferred “FAI Award” on “Production, Promotion and
Marketing of Bio-fertilizers” for 2009. By Hon’ble Union Minister of
Chemicals & Fertilizers Shri M.K. Alagiri.
• NPC Productivity Award (Agriculture) 2006-2007 for “Second Best
Productivity Performance of Bio-fertilizer” has been to KRIBHCO in 2009.
• Awarded “Sarvotam Stall Puruskar-2010” on farm technology transfer at
national level Krichi Vigyan Mela in Pusa, New Delhi.
• “In-house Magazine-Kribhco News” was awarded 3rd prize by Public Relation
Society of India in December’09.
• First Prize (RCF Award in Production & technology) for “Best Article”
published in Fai’s Indian Journal of Fertilizers was awarded to an executive.
• “Shriram Award in Marketing” was awarded to two executives for their paper
published in Fai’s Indian Journal of Fertilizers” on Agri-business.

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SWOT Analysis of KRIBHCO

STRENGTH

• Ready market through cooperatives, as they are also the stakeholders.

• Manpower that is experienced and qualified.

• KRIBHCO have high turnover.

• Adequate financial resources.

• Harmonious industrial relations.

• Proven technology and product quality.

• Consistently good performance and the availability of substantial reserves.

• Professional management

• A good corporate image.

WEAKNESS

• Single product line and single plant at single location.

OPPORTUNITIES

• Buoyant product demand.

• Growth prospectus bright for immediate future.

• Liberal economy policies.

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• Scope of joint venture.

• Prospect for diversification

THREATS

• Inadequate availability of raw material.

• Development of substitute products.

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Theoretical
Presentation of the
Topic

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INTRODUCTION OF TRAINING &
DEVELOPMENT

TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that


randomness is reduced and learning or behavioral change takes place in structured
format.

TRAINING AND DEVELOPMENT DEFINED

It is concerned with the structure and delivery of acquisition of knowledge to improve


the efficiency and effectiveness of organization. It is concerned with improving the
existing skills and exploring the potential skills of the individual i.e. upgrading the
employees’ skills and extending their knowledge. Therefore, training is a key to
optimizing utilization human intellectual technological and entrepreneurial skills

Training and Development referred to as:

• Acquisition and sharpening of employees capabilities that is required to


perform various obligations, tasks and functions.
• Developing the employee’s capabilities so that they may be able to discover
their potential and exploit them to full their own and organizational
development purpose.
• Developing an organizational culture where superior-subordinate relationship,
team work, and collaboration among different sub units are strong and
contribute to organizational wealth, dynamism and pride to the employees.

Development defined

It helps the individual handle future responsibilities, with less emphasis on present job
duties.

Introduction of training

It is a learning process that involves the acquisition of knowledge, sharpening of


skills, concepts, rules, or changing of attitudes and behaviors to enhance the
performance of employees.

NEED FOR TRAINING AND DEVELOPMENT

1) Job Requirements – Employees selected for a job might lack the


qualifications required to perform the job effectively. New and inexperienced
employees require detailed instructions for effective performance on-the-job.
In some cases, the past experience, attitudes and behaviour patterns of
experienced personnel might be inappropriate to the new organisation. New

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employees need to provide orientation training to make them familiar with the
job and the organization.
2) Technological changes – Technology is changing very fast. Now
automation and mechanisation are being increasingly applied in offices and
service sector. Increasing use of fast changing techniques requires training into
new technology. For instance, staff in public sector bank are being trained due
to computerization of banking operations. No organization can take advantage
of latest technology without well-trained personnel. New job require new
skills. Thus both old and new employees require training.
3) Organizational viability – In order to survive and grow, an organization
must continually adapt itself to the changing environment. With increasing
economic liberalization and globalization in India, business firms are
experiencing expansion, growth and diversification. In order to face
international competition, the firms must upgrade their capabilities. Existing
employees need refresher training to keep them abreast of new knowledge.
Training programmes foster the initiative and creativity of employees and help
to prevent obsolescence of skills. An organization can build up a second line
of command through training in order to meet its future needs for human
resources. Trained staff is the most valuable asset of a company.
4) Internal mobility – Training becomes necessary when an employee moves
from one job to another due to promotion and transfer. Employees choosen for
higher level jobs need to be trained before they are asked to perform the higher
responsibilities. Training is widely used to prepare employees for higher level
jobs.

Thus there is an ever present need for training people so that new and changed
techniques may be taken advantage and improvements in old methods are effected.
Need for training has increased due to growing complexity of jobs, increasing
professionalisation of management, growing uncertainties in the environment, global
competition, growing aspirations, vast untaped human potential, ever-increasing gap
between plans and results and sub-optimal performance levels.

INPUTS IN TRAINING AND DEVELOPMENT

Any training and development programme must contain inputs which enable the
participants to gain skills, learn theoretical concepts and help acquire vision to look
into the distant future.

Skills: Training is imparting skills to employees. A worker needs skills to operate


machines, and use other equipments with least damage and scrap. This is a basic skill
without which the operator will not be able to function. Employees, particularly
supervisors and executives, need interpersonal skills.

Education: The purpose of education is to teach theoretical concepts and develop


sense of reasoning and judgment.

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Development: It is less skill-oriented but stresses on knowledge. Knowledge about
business environment, management principles and techniques, human relations,
specific industry analysis is useful for better management of a company.

Ethics: There is need for imparting greater ethical orientation to a training and
development programme. Ethical attitude help managements make better decisions
which are in the interests of the public, the employees and in the long term-the
company itself.

Attitudinal Changes: Attitude represents feelings and beliefs of individuals


towards others. Attitude affects motivation, satisfaction and job commitment.
Negative attitude need to be converting into positive attitude. Attitude must be
changed so that employees feel committed to the organization, are motivated for
better performance, and derive satisfaction from their jobs and the work environment.

Decision making and problem solving skills: It focus on methods and


techniques for making organization decision-making and solving work related
problems.

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to that,
there are four other objectives: Individual, Organizational, Functional, and Societal.

Individual objectives – help employees in achieving their personal goals, which in


turn, enhances the individual contribution to an organization.

Organizational Objectives – assist the organization with its primary objective by


bringing individual effectiveness.

Functional Objectives – maintain the department’s contribution at a level suitable


to the organization’s needs.

Societal Objectives – ensure that an organization is ethically and socially


responsible to the needs and challenges of the society.

IMPORTANCE OF TRAINING AND DEVELOPMENT

It helps to develop human intellect and an overall personality of the employees.

• Productivity – Training and Development helps in increasing the productivity of


the employees that helps the organization further to achieve its long-term goal.

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• Team spirit – Training and Development helps in inculcating the sense of team
work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to
learn within the employees.

• Organization Culture – Training and Development helps to develop and


improve the organizational health culture and effectiveness. It helps in creating the
learning culture within the organization.

• Organization Climate – Training and Development helps building the positive


perception and feeling about the organization. The employees get these feelings from
leaders, subordinates, and peers.

• Quality – Training and Development helps in improving upon the quality of work
and work-life.

• Healthy work-environment – Training and Development helps in creating the


healthy working environment. It helps to build good employee, relationship so that
individual goals aligns with organizational goal.

• Health and Safety – Training and Development helps in improving the health and
safety of the organization thus preventing obsolescence.

• Morale – Training and Development helps in improving the morale of the work
force.

• Image – Training and Development helps in creating a better corporate image.

• Profitability – Training and Development leads to improved profitability and


more positive attitudes towards profit orientation.

• Training and Development aids in organizational development i.e. Organization gets


more effective decision making and problem solving. It helps in understanding and
carrying out organizational policies

• Training and Development helps in developing leadership skills, motivation, loyalty,


better attitudes, and other aspects that successful workers and managers usually
display.

• Optimum Utilization of Human Resources – Training and Development helps


in optimizing the utilization of human resource that further helps the employee to
achieve the organizational goals as well as their individual goals.

• Development of Human Resources – Training and Development helps to


provide an opportunity and broad structure for the development of human resources’
technical and behavioral skills in an organization. It also helps the employees in
attaining personal growth.

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• Development of skills of employees – Training and Development helps in
increasing the job knowledge and skills of employees at each level. It helps to
expand the horizons of human intellect and an overall personality of the employee.

PROCESS OF TRAINING

TRAINING NEED TRAINING


ANALYSIS
DESIGN

TRAINING
PROCESS

TRAINING TRAINING
EVALUATION IMPLEMENTAT
ION

TRAINING NEED ANALYSIS (TNA)/TRAINING NEED


IDENTIFICATION (TNI)

An analysis of training need is an essential requirement to the design of effective


training. The purpose of training need analysis is to determine whether there is a gap
between what is required for effective performance and present level of performance.

Training Need arises at three levels:

• Organizational level
• Individual level
• Operational level

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Corporate need and training need are interdependent because the organization
performance ultimately depends on the performance of its individual employee and its
subgroup.

Organizational level – Training need analysis at organizational level focuses on


strategic planning, business need, and goals. It starts with the assessment of internal
environment of the organization such as, procedures, structures, policies, strengths,
and weaknesses and external environment such as opportunities and threats. After
doing the SWOT analysis, weaknesses can be dealt with the training interventions,
while strengths can further be strengthened with continued training. Threats can be
reduced by identifying the areas where training is required. And, opportunities can be
exploited by balancing it against costs. For this approach to be successful, the HR
department of the company requires to be involved in strategic planning. In this
planning, HR develops strategies to be sure that the employees in the organization
have the required Knowledge, Skills, and Attributes (KSAs) based on the future KSAs
requirements at each level.

Individual level – Training need analysis at individual level focuses on each and
every individual in the organization. At this level, the organization checks whether an
employee is performing at desired level or the performance is below expectation. If
the difference between the expected performance and actual performance comes out
to be positive, then certainly there is a need of training. However, individual
competence can also be linked to individual need. The methods that are used to
analyze the individual need are:

• Appraisal and performance review

• Peer appraisal

• Competency assessments

33
• Subordinate appraisal

• Client feedback

• Customer feedback

• Self-assessment or self-appraisal

Operational level – Training Need analysis at operational level focuses on the work
that is being assigned to the employees. The job analyst gathers the information on
whether the job is clearly understood by an employee or not. He gathers this
information through technical interview, observation, psychological test;
questionnaires asking the closed ended as well as open ended questions, etc. Today,
jobs are dynamic and keep changing over the time. Employees need to prepare for
these changes. The job analyst also gathers information on the tasks needs to be done
plus the tasks that will be required in the future. Based on the information collected,
training Need analysis (TNA) is done.

TRAINING-DESIGN

The design of the training program can be undertaken only when a clear training
objective has been produced. The training objective clears what goal has to be
achieved by the end of training program i.e. what the trainees are expected to be able
to do at the end of their training. Training objectives assist trainers to design the
training program.

The trainer – Before starting a training program, a trainer analyzes his technical,
interpersonal, judgmental skills in order to deliver quality content to trainers.

The trainees – A good training design requires close scrutiny of the trainees and their
profiles. Age, experience, needs and expectations of the trainees are some of the
important factors that affect training design.

Cost of training – It is one of the most important considerations in designing a


training programme. A training programme involves cost of different types. These
may be in the form of direct expenses incurred in training, cost of training material to
be provided, arrangement of physical facilities and refreshment, etc. Besides these
expenses the organization has to bear indirect cost in the form of loss of production
during training period. Ideally, a training programme must be able to generate more
revenues than the cost involved.

Training climate – A good training climate comprises of ambience, tone, feelings,


positive perception for training program, etc. Therefore, when the climate is favorable
nothing goes wrong but when the climate is unfavorable, almost everything goes
wrong

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Trainees’ learning style – the learning style, age, experience, educational
background of trainees must be kept in mind in order to get the right pitch to the
design of the program.

Training strategies – Once the training objective has been identified, the trainer
translates it into specific training areas and modules. The trainer prepares the priority
list of about what must be included, what could be included.

Training topics – After formulating a strategy, trainer decides upon the content to be
delivered. Trainers break the content into headings, topics, ad modules. These topics
and modules are then classified into information, knowledge, skills, and attitudes.

Sequence the contents – Contents are then sequenced in a following manner:

• From simple to complex

• Topics are arranged in terms of their relative importance

• From known to unknown

• From specific to general

• Dependent relationship

Training tactics – Once the objectives and the strategy of the training program
becomes clear, trainer comes in the position to select most appropriate tactics or
methods or techniques. The method selection depends on the following factors:

• Trainees’ background

• Time allocated

• Style preference of trainer

• Level of competence of trainer

• Availability of facilities and resources, etc

Support facilities – IT can be segregated into printed and audio visual. The various
requirements in a training program are white boards, flip charts, markers, etc.

Constraints – The various constraints that lay in the trainers mind are:

• Time

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• Accommodation, facilities and their availability

• Furnishings and equipments

• Budget

• Design of the training, etc

TRAINING IMPLEMENTATION

To put training program into effect according to definite plan or procedure is called
training implementation. Training implementation is the hardest part of the system
because one wrong step can lead to the failure of whole training program. Even the
best training program will fail due to one wrong action. Training implementation can
be segregated into:

• Practical administrative arrangements

• Carrying out of the training

Once the staff, course, content, equipments, topics are ready, the training is
implemented. Completing training design does not mean that the work is done
because implementation

phase requires continual adjusting, redesigning, and refining. Preparation is the most
important factor to taste the success. Therefore, following are the factors that are kept
in mind while implementing training program:

The trainer – The trainer need to be prepared mentally before the delivery of content.
Trainer prepares materials and activities well in advance. The trainer also set grounds
before meeting with participants by making sure that he is comfortable with course
content and is flexible in his approach.

Physical set-up – Good physical set up is pre-requisite for effective and successful
training program because it makes the first impression on participants. Classrooms
should not be very small or big but as nearly square as possible. This will bring people
together both physically and psychologically. Also, right amount of space should be
allocated to every participant.

Establishing rapport with participants – There are various ways by which a trainer
can establish good rapport with trainees by:

• Greeting participants – simple way to ease those initial tense moments

• Encouraging informal conversation

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• Remembering their first name

• Pairing up the learners and have them familiarized with one another

• Listening carefully to trainees’ comments and opinions

• Telling the learners by what name the trainer wants to be addressed

• Getting to class before the arrival of learners

• Starting the class promptly at the scheduled time

• Using familiar examples

• Varying his instructional techniques

• Using the alternate approach if one seems to bog down

Reviewing the agenda – At the beginning of the training program it is very important
to review the program objective. The trainer must tell the participants the goal of the
program, what is expected out of trainers to do at the end of the program, and how the
program will run. The following information needs to be included:

• Kinds of training activities

• Schedule

• Setting group norms

• Housekeeping arrangements

• Flow of the program

• Handling problematic situations

Methods and techniques of training:

1) On-the-job Training –

In this method the trainee is placed on a regular job and taught the skills necessary to
perform it. The trainee learns under the guidance and supervision of the superior or an
instructor. The trainee learns under the guidance of the superior or an instructor. The

37
trainee learns by observing and handling the job. Therefore, it is called learning by
doing.

Several methods are used to provide on-the-job training, e.g. coaching, job rotation,
committee assignments etc. a popular form of on-the-job training is Job Instruction
Training or step by step learning. It is widely used in United States to prepare
supervisors. It is appropriate for acquisition or improvement of motor skills and
routine and repetitive operations. The JIT involves the following steps:

a) Preparing the trainee for instruction. This involves putting the trainee at ease,
securing his interest and attention, stressing the importance of the job, etc.
b) Presenting the job operations or instructions in terms of what the trainee is
required to do. The trainee is put at work site and each step of the job is
explained to him clearly.
c) Applying and trying out the instructions to judge how far the trainee has
understood the instructions.
d) Following up the training to identify and correct the deficiencies, if any.

JIT method provides immediate feedback, permits quick corrections of errors


and provides extra patience when required. But it needs skilled trainers and
preparation in advance.

2) Off-the-Job Training –

Under this method, the trainee learns outside the job and devotes whole time
on learning. The main techniques used in off-the-job training are given below:

a) Vestibule training- In this method, a training centre called vestibule is set up


and actual job conditions are duplicated or simulated in it. Expert trainers are
employed to provide training with the help of equipment and machines which
are identical with those in use at the workplace.
b) Apprenticeship Training- In this method, theoretical instruction and
practical learning are provided to trainees in training institutes. In India, the
government has established Industrial Training Institutes(ITIs) for this
purpose. Under the Apprenticeship Act, 1962 employers in specified industries
are required to train the prescribed number of persons in ‘designated trades’.
The aim is to develop all-round craftsmen. Generally, a stipend is paid during
the training period. Thus, it is an “earn when you learn” scheme.
c) Classroom training- Under this method, training is provided in company
classrooms or in educational institutions. Lectures, case studies group
discussions, and audio visual aids are used to explain knowledge and skills to
the trainees. Classroom training is suitable for teaching concepts and problem-
solving skills. It is also useful for orientations and safety training programmes.
Some companies maintain their own training institutes or schools. Special
training courses are designed, e.g., management courses for foremen,
computer course for typists, etc. Courses in retraining and upgrading may also
be conducted. Small firms depend on outside schools and courses.
d) Internship training- it is a joint programme of training in which educational
institutions and business firms cooperate. Selected candidates carry on regular
studies for the prescribed period. They also work in some factory or office to

38
acquire practical knowledge and skills. The method helps to provide a good
balance between theory and practice. But it involves a long-time period due to
slow process. This method of training is used in professional work, e.g.
MBBS, CA, ICWA, Company Secretaries etc.

TRAINING EVALUATION

The process of examining a training program is called training evaluation. Training


evaluation checks whether training has had the desired effect. Training evaluation
ensures that whether candidates are able to implement their learning in their respective
workplaces, or to the regular work routines.

Purposes of Training Evaluation

The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the objectives and
linking it to learning outcomes.

Research: It helps in ascertaining the relationship between acquired knowledge,


transfer of knowledge at the work place, and training.

Control: It helps in controlling the training program because if the training is not
effective, then it can be dealt with accordingly.

Power games: At times, the top management (higher authoritative employee) uses the
evaluative data to manipulate it for their own benefits.

Intervention: It helps in determining that whether the actual outcomes are aligned
with the expected outcomes.

39
Functions of evaluation:

There are basically two functions of evaluation:

1) Qualitative evaluations is an assessment process how well did we do?


2) Quantitative evaluation is an assessment process that answers the question
How much did we do?

Principles of Training Evaluation:

Training need should be identified and reviewed concurrently with the business and
personal development plan process.

a) Evaluation must be continuous.


b) Evaluation must be specific.
c) Evaluation must be based on objective methods and standards.
d) There should be correlation to the needs of the business and the individual.
e) Organizational, group and individual level training need should be identified and
evaluated.
f) Techniques of evaluation should be appropriate.
g) The evaluation function should be in place before the training takes place.
h) The outcome of evaluation should be used to inform the business and training
process.

Need of evaluation of Training:

Training cost can be significant in any business. Most organizations are prepared to
incur these cost because they expect that their business to benefit from employees
development and progress. Whether business has benefited can be assessed by
evaluation training.

There are basically four parties involved in evaluating the result of any training.
Trainer, Trainee, Training and Development department and Line Manager.

The Trainee wants to confirm that the course has met personal expectations and
satisfied any learning objectives set by the T & D department at the beginning of the
programme.

The Trainer concern is to ensure that the training that has been provided is effective
or not.

Training and Development want to know whether the course has made the best use
of the resources available.

40
The Line manager will be seeking reassurance that the time hat trainee has spent in
attending training results in to value and how deficiency in knowledge and skill
redressed.

The problem for many organizations is not so much why training should be evaluated
but how. Most of the organizations overlook evaluation because financial benefits are
difficult to describe in concrete terms.

The process of evaluation is central to its effectiveness and helps to ensure that:

• Whether training budget is well spent


• To judge the performance of employee as individual and team.
• To establish culture of continuous learning and improvement.

Process of training evaluation

Before Training: The learner’s skills and knowledge are assessed before the
training program. During the start of training, candidates generally perceive it as a
waste of resources because at most of the times candidates are unaware of the
objectives and learning outcomes of the program. Once aware, they are asked to give
their opinions on the methods used and whether those methods confirm to the
candidates preferences and learning style

During Training: It is the phase at which instruction is started. This phase usually
consist of short tests at regular intervals.

After Training: It is the phase when learner’s skills and knowledge are assessed
again to measure the effectiveness of the training. This phase is designed to determine
whether training has had the desired effect at individual department and
organizational levels. There are various evaluation techniques for this phase.

Techniques of evaluation

The various methods of training evaluation are:

• Observation

• Questionnaire

• Interview

• Self diaries

• Self recording of specific incidents

41
What to evaluate/level of evaluation

Donald Kirkpatrick developed four level models to assess training effectiveness.


According to him evaluation always begins with level first and should move through
other levels in sequence.

Reaction Level: The purpose is to measure the individual reaction to the training
activity. The benefit of Reaction level evaluation is to improve Training and
Development activity efficiency and effectiveness.

Learning Level: The basic purpose is to measure the learning transfer achieved by
the training and development activity. Another purpose is to determine

to what extent the individual increased their knowledge, skills and changed their
attitudes by applying quantitative or qualitative assessment methods

Behaviour Level: The basic purpose is to measure changes in behavior of the


individual as a result of the training and development activity and how well the
enhancement of knowledge, skill, attitudes has prepared than for their role.

Result Level: The purpose is to measure the contribution of training and development
to the achievement of the business/operational goals.

42
Training and development in KRIBHCO
Organisations become dynamic and grow through zeal, calibre and vision of their
Human Resources. A healthy climate of trust in organisation is essential for
developing Human Resources. KRIBHCO has always considered development of
Human Resources as its not most important responsibility because this alone ensures
the well being and growth of the organisation. Training and development activities of
society form a part of continuous process in integrating the organisational needs and
the needs of individuals. “Willingness to change” for betterment is the pre-requisite
for moving towards excellence.

Objectives of Human Resource Development

The objectives of HRD are to-

1) Ensure selection and induction of personnel of the requisite calibre,


temperament and integrity.
2) Adopt training, job rotation and motivational practices to enable employees to
achieve their full potential and make their best contributions to corporate
success and family welfare.
3) Develop the employees as a total person.
4) Promote work culture based on:
a) Dedication to pursuit of excellence.
b) Achieving goals within normative time and cost.
c) Individual and group initiative.
d) Personal integrity.
e) Self reliance.
f) Self awareness.
g) Service before self.
h) Multi-cooperation and team spirit; and
i) Concern for individual as a human being.

Objectives of Training

To orient the employees to the needs of the society and provide opportunities for them
to improve their performance on the job:-

1) To minimise the gap between learning new development


2) To equip the participants with requisite ability so that they can work with
minimum supervision.
3) To enable employees to update their knowledge and increase the level of
performance on their present job assignment as well as channelise their
inherent potential, in order to make him a holistic person.
4) To foster initiative, self confidence and to overcome manpower obsolescence
occurring due to age, temperament, lack of motivation or inability of person to
adapt to changes.
5) To impart training to new entrants to enable them to take up their assignment
effectively.

43
6) To create an environment of “we feeling” and enhance accountability of
people.

Identification of training needs

A committee has been constituted at head office for identification and assessment of
training needs of each employee posted at HO/CMO/SMOs. On the basis of specific
recommendations of Head of Departments the committee would nominate employees
for various seminar/training programmes/conferences etc, either in India or abroad to
meet the development needs.

In house training programmes

After identification of the training needs of employees and keeping in view the
requirements of the society, the in house Training Programmes, faculties are drawn
from within the organisation and from outside also.

The infrastructure facilities for in-house training programmes at plant, surat include:

1) An auditorium with a capacity of 500 persons.


2) Two air conditioned lecture halls to accommodate 50 persons each.
3) Full-fledged library.

The infrastructure facilities for in-house training programmes at Head Office, Noida
include:

1) “Padam Shri Pothan Multi-Purposes Auditorium” having a capacity to


accommodate 300 persons. The auditorium is furnished with state-of-art
equipments to organize talks/lectures/seminar and various culture
programmes.
2) An air conditioned conference hall with capacity to accommodate upto 25
persons. The hall is well furnished and equipped for organising Training
Programmes, Talks/Lectures within the office premises from time to time.

Training programmes are conducted keeping in view the needs of the society. Efforts
are made to avail sponsorship from organisation like ILO, ICA, British Council, IMF,
EEC etc.

Submission of training report

After attending the training programme the employees are required to submit within a
week’s time a brief report about the training highlighting its usefulness. Employees
deputed for foreign training are required to give a presentation about their
experiences.

Induction training

New appointees are imported induction training covering KRIBHCO’s aim, objectives
and achievements, work culture, office procedures and job responsibilities. Normally

44
internal faculty is drawn for such training. New appointees are put on job only after
necessary induction training.
Similarly, special programmes are being designed for the employees who are being
promoted to officer category in the recent past.

Honorarium

Employees who are required to be associated as Internal Faculty in In-house training


programmes/seminars etc are paid Honorarium, as decided by the management from
time to time.

Training schemes

Graduate Engineer/Management Training Schemes.

Degree holders in chemical, Mechanical, Electrical Engineering, Instrumentation,


Computer technology are required on all India basis.

They are given intensive training for a period of 1 and half years in their respective
specialised field after brief induction and orientation in the general areas of operation
of KRIBHCO. They are subsequently assessed for absorption in KRIBHCO subject to
vacancy and suitability.

Operator/Technician Training Scheme (B.sc/DIP/ITI)

The management selects Science Graduates, Diploma Holders in Engineering


Branches and certificate holders in various ITI trades on the basis of their
performance in written test, personal interview and medical fitness. The focus is “on
the job Training” and shouldering responsibility. The duration of training is two years
and three years in respect of Diploma/B.sc and ITI respectively. After satisfactory
completion of training, they are offered absorption in KRIBHCO services, subject to
vacancies.

Vocational training

On the request from educational institutions, facilities of Vocational/Summer training


are provided to the students sponsored, to enable them to have the practical
experience.

Society Training Scheme

Trainees may be inducted and considered for placement in regular grades after
successful completion of training period. Number of trainees to be recruited in each
discipline/trade will be determined on the basis of Man Power Planning/expansion
requirements of the society from time to time categories in which trainees may be
inducted are as under:

45
S.No Discipline Qualificatio Training Maximu Design on
n Period m absorption
Limit Age limit
1 Engg. Mgt. Engg. Graduate 1 ½ yrs 25 yrs Asst. Engr.
Services-1
2 Engg. Engg. Dip. 2 yrs 23 yrs Opts/Tech.
Suborn Holders
3 Mgt. MBAs from - - To be
services IIMs included as
Ahmedabad, Jr. Manager
Bangalore, in Gr. G2
Calcutta &
Lucknow.
4 Pers. & IR PG Dip. 1 yr 24 yr Jr. Manager
Business Mgt. in Gr. H
with
specialisation
Personnel/IR
from XLRI,
Jamshedpur
5 Agri. B.Sc Agri with 1 ½ yrs 25 yrs Field Rep.
Graduate 1st class
Trainees
6 Commercial MBA with 55% 2 yrs 25 yrs Asstt. Gr. I
Subordinate marks other
Services than
IIMS/XLRI
7 Admm. Master degree 2 yrs 25 yrs Asstt. Gr. I
Subordinate in social work
services with min 55%
marks/ PG Dip
in PM/IR/Social
welfare/
DSW/LSW/DL
L from
recognised
institution
8 Jr. Graduate 1 yr 25 yrs Clerk
Commercial
Services

46
RESEARCH
METHODOLOGY

47
DATA COLLECTION
Data collection is a term used to describe a process of preparing and
collecting business data.
There are two methods of data collection which are discussed below:

DATA COLLECTION

PRIMARY DATA SECONDARY DATA

PRIMARY DATA

In primary data collection, you collect the data yourself using methods such as
interviews and questionnaires. The key point here is that the data you collect is unique
to you and your research and, until you publish, no one else has access to it.

I have tried to collect the data using methods such as questionnaires. It is done to get
the real scenario and to get the original data of present.

DATA COLLECTION TECHNIQUE

Questionnaire:

Questionnaire are a popular means of collecting data, but are difficult to design and
often require many rewrites before an acceptable questionnaire is produced. The
features included in questionnaire are:
• Theme and covering letter
• Instruction for completion
• Types of questions
• Length

SAMPLING METHODOLOGY

Sampling technique:

48
Initially, a rough draft was prepared keeping in mind the objective of the research. A
pilot study was done in order to know the accuracy of the questionnaire. The final
questionnaire was arrived only after certain important changes were done. Thus my
sampling came out to be judgmental and continent.

Sampling Unit:

The respondents who were asked to fill out questionnaires are the sampling units.
These comprise of employees of KRIBHCO.

Sampling Size: 16

SECONDARY DATA

All methods of data collection can supply quantitative data (numbers, statistics or
financial) or qualitative data (usually words or text). Quantitative data may often be
presented in tabular or graphical form. Secondary data is data that has already been
collected by someone else for a different purpose to yours. Secondary research (also
known as desk research) involves the summary or collection of existing research
rather than primary research.
The data required was provided by the HR of KRIBHCO that helped me to complete
my project properly.

Need of using secondary data

1. Data is of use in the collection of primary data.


2. They are one of the cheapest and easiest means of access to information.
3. Secondary data may actually provided enough information to resolve the problem
being investigated.

Limitation of secondary data

1. May be outdated.
2. May not be very accurate.
3. Collection for some other purpose.

49
Analysis &
Interpretation of
Primary data

50
ANALYSIS OF PRIMARY DATA

1. What do you understand by training?

Learning 0
Enhancement of knowledge, skill &attitude 7
Sharing information 1
All of the above 8

6%

44% 50%

0%

learning
enhancement of knowledge skill and aptitude
sharing information
all of the above

ANALYSIS

The above result shows that most of the employees of KRIBHCO from HR are well
aware of the definition, inputs and purpose of the training program. They are self
motivated to attend such training program as it will result in their skill enhancement &
improving their interpersonal skill.

51
2. Training is must for enhancing productivity and performance.

Completely agree 10
Partially agree 6
Disagree 0
Unsure 0

0%

38%

62%

completely agree partially agree


disagree unsure

ANALYSIS:

The above result shows that mostly all the KRIBHCO are well aware of the role and
importance of the training. It means somewhere their productivity and performance has
been improved after the training program attended by them and it helped them to achieve
their goal.

52
3. (i). Have you attended any training program in the last 01 year?

Yes 10
No 6

38%

62%

yes no

ANALYSIS:

56% respondents have attended training program in the last 01 year. It means
KRIBHCO provides time to time training to its employees and it is continous process.
But it should also provide timely training to its other employees also.

53
(ii). If yes, which module of soft skill development training?

Personality and positive attitude 3


Business communication 0
Team building and leadership 2
Stress management and work-life balance 0
Business etiquettes and corporate grooming 1
All of above 4

30%
40%

0%

10% 20%
0%

personality and positive attitude


business communication
team building and leadership
stress management and work-life management
business etiquettes and corporate grooming
all of the above

ANALYSIS:

Only 40% employees of KRIBHCO have attended all the soft skill modules of
training. Instead all the employees should be given training regarding all the modules
of training.

54
4. (i). After the training, have you given feedback of it?

Yes 13
No 3

19%

81%

yes no

ANALYSIS:

81% respondent had given feedback after attending the training. It means most of the
respondents are well aware of the importance of giving feedback. They know that
their feedback is very important to identify the effectiveness and valuation of training
program.

55
(ii). If yes, through which method?

Questionnaire 7
Interview 5
Supplement test 0
Any other 1(discussion)

0% 8%

38% 54%

Questionnaire Interview
Supplement Test Any Other

ANALYSIS:

The above result shows that the questionnaire is the most popular method of evaluating
the training program and other methods are not very much in practice in KRIBHCO.
But since there are various other methods of evaluation of training program like
interviews, supplement test, self diaries& observation so it should also implement the
other methods also to identify effectiveness and valuation of the training program.

56
5. Which method of training feedback according to you is more
appropriate?

Observation 7
Questionnaire 3
Interviews 5
Self diaries 0
Supplement test 1

0% 6%

31% 44%

19%

Observation Questionnaire
Interviews Self Diaries
Supplement Test

ANALYSIS:

I. KRIBHCO, mostly use the questionnaire to get the feedback of trainees but only
19% respondents are in favor of questionnaire because in it there is a possibility of
getting inaccurate data..

II. On the other side 31% respondents feel that interview is the appropriate method of
evaluating the training program because it is more flexible method, and in this they
can get the opportunity for clarification and the most important thing is that in the
interview, personal interaction is also possible.

57
III. 44% respondents are in favor of observation. They think that observation is the
most appropriate method of evaluating the training program because this is non-
threatening and is excellent way to measure the behavioral changes.

IV. Beside this, 6% are in favor of supplement test and no one is in the favor of self
diaries.

58
6.(i). Do you think that the feedback can evaluate the training
effectiveness?

Yes 16
No 0

0%

100%

Yes No

ANALYSIS:

100% respondents think that the feedback can evaluate the training effectiveness. It
means that employees of KRIBHCO are well aware of the importance of taking
feedback after the training.

59
(ii).If yes, how can the post training feedbacks can help the
participants?

Improve job performance 2


An aid to future planning 2
Motivate to do better 5
All of the above 7
None 0

0% 13%

43% 13%

31%

Improve job performance


An aid to future planning
Motivate to do better
All of the above
None

ANALYSIS:

43% respondent feel that the post training feedback can help the participants to improve
their job performance, is an aid to future planning and can motivate to do better. It
means that they are benefited by giving feedback of the training, attended by them.

60
7. Post training evaluation focus on result rather than on the effort
expended in conducting training.

Completely agree 10
Partially agree 6
Disagree 0
Unsure 0

0%

0%

38%

62%

Completely agree Partially agree


Disagree Can't say

ANALYSIS:

62% respondents are completely agree and 38% respondents are partially agree with the
statement that post training evaluation focus on result rather than on the effort expended
in conducting training program. It means that all the respondent are well aware of the
purpose and objective of the post training evaluation.

61
8. What should be the approach of post training evaluation?

Trainer centered 2
Trainee centered 1
Subject centered 9
All of the above 4

13% 13%

17%

57%

Trainee centered Trainer centered


Subject centered All of the above

ANALYSIS:

I. 57% respondents feel that the approach of post training evaluation should be subject
centered and 13% respondent also feel that it should be trainer, trainee and subject
centered.

II. 13% respondents are in favor of trainee centered approach and 17% respondents are
in favor of trainer centered approach.

It means that the evaluation procedure should be implemented concerning the subject
matter only.

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9. What should be the ideal time to evaluate the training?

Immediate after training 12


After 15 days 1
After 1 month 2
Can’t say 1

6%
13%

6%

75%

Immediate after training After 15 days


After 1 Month Can't say

ANALYSIS:

75% respondent feel that training should be evaluated immediate after training after
training. . 13% feel that ideal time to evaluate the training is after 1 month and 6% are
unsure. 6% feel that it should be after 15 days.
Since each respondent had attended different training program. So the ideal time of
evaluation of training depends on types of training. It could be vary for different
training.

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10. Should the training evaluation procedure reviewed and revised
periodically?

Yes 15
No 1
Can’t say 0

6% 0%

94%

Yes No Can't say

ANALYSIS:

94% respondents feel that the post training evaluation procedure should be reviewed
and revised periodically. It means that it has to be a continuous process and be taken
regularly by the Reporting manager of the participants.

Still 6% feel that the post training evaluation procedure should not be reviewed and
revised periodically. It means they are satisfied with the post training evaluation
procedure, followed by KRIBHCO.

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11. Is the whole feedback exercise after the training worth the time,
money and effort?

Yes 12
No 2
Can’t say 2

13%

13%

74%

Yes No Can't say

ANALYSIS:

74% respondents feel that the whole feedback exercise worth the time, money and
effort and 13% respondent are not agree with this. It means that feedback exercise is
valuable and worthful for the participant to achieve their personal goal as well as for
the organization.
Still 13% are unsure about it.

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12. The post training feedback can be used:

To identify the effectiveness and valuation of training program 5


To identify the ROI(return on investment) 0
To identify the need of retraining 0
To provide the points to improve the training 2
All of above 9

31%

56%
13%
0% 0%

To identify the effectiveness and valuation of


training arogram
To identify ROI(return On Investment)

To identify the need of training

To provide the points to improve the training

All of the above

ANALYSIS:

56% respondents feels that post training feedback can be used to identify the
effectiveness and valuation of training program, to identify the ROI, to identify the
need of retraining and to provide the points to improve the training. And others are
also aware of the importance of post training feedback.

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Findings,
Suggestions,
Conclusion
&
Limitations

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KEY FINDINGS
• Mostly all the employees of KRIBHCO are well aware of the role and
importance of the training They are self motivated to attend such training
program as it will result in their skill enhancement & improving their
interpersonal skill.

• KRIBHCO provides time to time training to its and it is continuous process.

• Questionnaire is the most popular mean of evaluating the training program in


KRIBHCO.

• Most of the employees of KRIBHCO feel that observation is the most


appropriate method of evaluating the training program.

• Post training evaluation focus on result rather than on the effort expended in
conducting the training and it worth the time, money and effort.

• Most of the participants are benefitted by giving feedback after attended the
training. It motivated them to do better, helped them to increase their job
performance and is an aid to future planning.

• In KRIBHCO, post training evaluation is used to identify the effectiveness and


valuation of training program, to identify the ROI (return on investment), to
identify the need of retraining and to provide the points to improve the
training.

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SUGGESTIONS AND
RECOMMENDATIONS
The management must commit itself to allocate major resources and adequate time to
training.

 Ensure that a comprehensive and systematic approach to training exists, and


training and retraining are done at all levels on a continuous and ongoing
basis.

 Ensure that timely training is provided to all the employees.

 Besides questionnaire other methods of post training evaluation should also be


used like interviews, self diaries, observation and supplement test.

 The evaluation procedure must be implemented concerning trainer, trainee and


subject.

 All the employees should be given training regarding all the modules of
training.

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CONCLUSION

Professional competence describes the Area- knowledge, expertise and skill relevant
for performing excellently within a specific functional department. This competence
insures that knowledge is both present and used within a firm for the welfare of its
stake-holders. To develop this competence regular Training and Development is
required

Therefore, Training initiatives and programs have become a priority for Human
Resources. As business markets change due to an increase in technology initiatives,
companies need to spend more time and money on training employees. In today’s
business climate employee development is important for success and organizations are
investing more in their employees training and development needs.

Training evaluation is the important part of training process. It provides the feedback
and helps the employees for improvement at the level of individual performance and
in the strategy formulation for training and development. Training evaluation can be
used to identify the effectiveness and valuation of training programme, to identify the
ROI (return on investment), to identify the need of retraining and to provide the points
to improve the training.

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LIMITATION OF THE STUDY

1. The time period of the study was only two six weeks which may provide a
deceptive picture in comparison of the study based on long run.

2. KRIBHCO, Noida provides only soft skill development training. So skill based
training is still unsolved.

3. The study is based only on secondary & primary data so lack of keen observations
and interactions were also the limiting factors in the proper conclusion of the
study.

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ANNEXURE

72
QUESTIONNAIRE

Dear Madam/Sir,

I am a BBA student. As a part of my curriculum I am undergoing summer


training in KRIBHCO. Please give your views/opinions in the space given below
about the training and development in KRIBHCO. The information provided by
you will be kept highly confidential & will be used by me strictly for analysis
only.

1) What do you understand by training?

a) Learning
b) Enhancement of knowledge, skill and aptitude
c) Sharing information
d) All of above

2) Training is must for enhancing productivity and performance.

a) Completely agree
b) Partially agree
c) Disagree
d) Unsure

3) (i) Have you attended any training programme in the last 01 year?
a) Yes
b) No

(ii) If yes ,which module of soft skill development training?

a) Personality and positive attitude


b) Business communication
c) Team building and leadership
d) Stress management and work-life balance
e) Business etiquettes and corporate grooming
f) All of above
g) If any other please specify ___________________________

4) (i) After the training ,have you given feedback of it?

a) Yes
b) No

(ii) If yes, through which method?(can select more than one)

a) Questionnaire
b) Interview
c) Supplement test
d) If any other please specify _______________

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5) Which method of post training feedback according to you is more
appropriate?

a) Observation
b) Questionnaire
c) Interviews
d) Self diaries
e) Supplement test

6) (i) Do you think that the feedback can evaluate the training effectiveness?
a) Yes
b) No

(ii) If yes, how can the post training feedbacks can help the participants?(can
select more than one)

a) Improve job performance


b) An aid to future planning
c) Motivate to do better
d) All of the above
e) None

7) Post training evaluation focus on result rather than on the effort expended in
conducting training.

a) Completely agree
b) Partially agree
c) Disagree
d) Unsure

8) What should be the approach of the post training evaluation?(can select more
than one)

a) Trainer centered
b) Trainee centered
c) Subject Centered
d) All of the above

9) What should be the ideal time to evaluate the training?

a) Immediate after training


b) After 15 days
c) After 1 month
d) Cant say

10) Should the post training evaluation procedure reviewed and revised
periodically?

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a) Yes
b) No
c) Cant say

11) Is the whole feedback exercise after the training worth the time, money and
Effort ?

a) Yes
b) No
c) Cant say

12) The post training feedbacks can be used:

a) To identify the effectiveness and valuation of the training programme


b) To identify the ROI( return on investment)
c) To identify the need of retraining
d) To provide the points to improve the training
e) All of above

13) Suggestion for improving the post training feedback procedure exists in
KRIBHCO. (If any)

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BIBLIOGRAPHY

76
BIBLIOGRAPHY

1. BOOKS/MAGAZINES:
• Human Resource Management by C.B. Gupta.

2. WEBSITES:

• http://www.kribhco.net
• http://traininganddevelopment.naukrihub.com

• www.google.com

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