SUMMER INTERNSHIP PROGRAM

“TRAINING AND DEVELOPMENT”

AT

RASTRIYA ISPAT NIGAM LIMITED-

VISHAKHAPATANAM
A Report submitted in partial fulfillment for the degree of Master of
Business Administration
BY
VINEETA YADAV
RAGISTER NUMBER
121724602043
Under the Guidance of
Dr. ORM Rao
Assistant General Manager(MD) HRD
APRIL-JUNE 2018
 Declaration
I hereby declare that the “TRAINING AND DEVELOPMENT” Report
on RASTRIYA ISPAT NIGAM LIMITED-VISHAKHAPATANAM NIGAM
LIMITED has been undertaken by me for the award of Master of
Business Administration Degree. I have completed this study under
the guidance of Dr.ORM Rao Assistant General Manager(MD) HRD.
I also declare that this “TRAINING AND DEVELOPMENT” report has
not been submitted for the award of any degree, Diploma, Associate
ship, Fellowship or any other title, in GSIB or any other university.

Place: VISAKHAPATANAM

Date:15/06/18

3333333

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 Certificate
This is to certify that the project work entitled “TRAINING AND
DEVELOPMENT” at RASTRIYA ISPAT NIGAM LIMITED-
VISHAKHAPATANAM Report submitted by Vineeta Yadav is a
record of work done by her during the academic year 2018-2019
under my guidance and supervision in partial fulfillment of the
requirement of Master of Business Administration .

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 ACKNOWLEDGEMENT
This project is a result of the hard work & sincere effort put by
many hands. I am grateful to Dr. ORM RAO, AGM(MD) HRD for
giving me this opportunity to do my project work in Visakhapatnam
steel plant. His supervision, valuable guidance & help enabled me to
complete this project work.
I am very thankful to all the staff members of VSP (Executives and
Non-Executives) who have helped me in conducting my survey. And
to all the staff members of VSP who have directly or indirectly
lend me a helping hand in completing my project work.

VINEETA YADAV

121724602043

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 CONTENT

CHAPTER 1 : INTRODUCTION
1.1. INTRODUCTION
1.2. NEED FOR THE STUDY
1.3. OBJECTIVES
1.4. REASEARCH METHODOLOGY
1.5. LIMITATIONS

CHAPTER 2 : INDUSTRY PROFILE

2.1 INTRODUCTION TO THE INDUSTRY
2.2 INDUSTRY SCENARIO
2.3 FUTURE FOCOUS
2.4 GOVERNMENT POLICY
2.5 MAJOR PLAYERS
2.6 ORGANISATIONAL STRUCTURE

CHAPTER 3 : COMPANY PROFILE

A. GENERAL PROFILE
3A.1 . MISSION
3A.2 . ORIGINI & HISTORY
3A.3 . OBJECTIVES
3A.4 . SWOT
3A.5 . UNIQUE ACHIVEMENTS
3A.6 . FUTURE PLANS
B . FUNCTIONAL PROFILE
3B.1 . PRODUCTION
3B.2 . FINANCE
3B.3 . PERSONNEL
3B.4 . MARKETING

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CHAPTER 4 : CONCEPTUAL PROFILE

4.1. THEORITICAL ASPECTSOF THE CONCEPT

4.2 . APPLICATIONS OF THE CONCEPT

CHAPTER 5: ANALYSIS AND INTERPRETATIONS

CHAPTER 6: SUMMARY, FINDINGS AND SUGGESTIONS .
6.1. SUMMARY
6.2. FINDINGS
6.3. SUGGESTIONS

CHAPTER 7: CONCULUSION
CHAPTER 8: BIBLIOGRAPHY

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 CHAPTER : 1
➢ INTRODUCTION
➢ NEED FOR THE STUDY
➢ OBJECTIVES
➢ REASEARCH METHODOLOGY
➢ LIMITATIONS

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 INTRODUCTION TO TRAINING AND DEVELOPMENT

Every organization needs to have well-trained and experienced people to

perform the activities that have to be done. It is necessary to raise the skill
levels and increase the versatility and adaptability of employees.
Inadequate job performance or a decline in productivity or changes
resulting of job redesigning or a technological breakthrough requires some
type of training and development efforts.

As the jobs become more complex the importance of employee

development also increases. In a rapidly changing society, employee
training and development are not only an activity that is desirable but also
an activity that an organization must commit resources to if it is to
maintain a viable and knowledgeable work force.

“Training is often interpreted as the activity when an expert and learner

work together to effectively transfer information from the expert to the
learner (to enhance a learner’s knowledge, attitudes or skills) so the learner
can better perform a current task of job”

“Development is often viewed as a broad, ongoing multi-faceted set of

activities (training activities among them) to bring someone or an
organization up to another threshold of performance.” This development
often includes a wide variety of methods, e.g., orienting about a role,
training in a wide variety of areas, training on the job, coaching, mentoring
and forms of self-development. Some view development as a life-long goal
and experience.

Training and development can be initiated for a variety of reasons for an

Employee or group of employees, eg:

➢When a performance appraisal indicates performance improvement is

needed to “benchmark”
➢The status of improvement so far in a performance improvement effort.

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➢As part of succession planning to help an employee be eligible for a
planned change in role in the organization.
➢ Pilot studies (or) test, the operation of a new performance management
system.
➢Train about a specific topic.
NEED FOR THE STUDY:

Training is the most important technique of human resource

development. As stated earlier, no organization can get a candidate
who exactly matches with the job and the organizational
requirements. Hence, training is the most important to develop the
employee and make him suitable to the job.
Job and organizational requirements are not static; they are
changed from time to time in view of the technological advancement.
Trained employees would be valuable asset to an organization.
➢Training is important, as it constitutes significant part of
management.
➢The Human Resource Department is involved in activities that lead
to the Efficient & Effective Management of Human Resources.
➢The Department identifies & develops Existing and Potential Human
resources towards meeting Organizational Needs.
➢The Department is committed to attaining Continuous Improvement
in meeting its Customer Requirements.
➢Improves profitability and more positive attitudes towards profits
orientation.
➢Improves the job knowledge and skills at all levels of the
organization.
➢Improves the moral of the workforce.
➢Helps people identify with organizational goals.
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 ➢Helps to create a better corporate image.
➢Fastens authenticity, openness and trust.
➢Improves the relationship between Boss and Subordinate.
➢Aids in organizational development
➢Helps to prepare guidelines for work.
➢Provides information for future needs in all area of information.
➢Helps effective decision-making and problem solving.
➢Aids on development for promotions.
➢Develops leadership skills, motivation, loyalty, better attitude and
other aspects that successful worker and manager usually display.
➢Aids in increasing productivity and quality of work.
➢Improves labor management relation.
➢Helps employees adjust to change.

OBJECTIVES:
➢ To understand the Training and Development process in Vizag Steel
Plant(VSP)
➢ To understand the needs of Training and Development in an
Organisation.

METHODOLOGY:

The present study will get the data from two types of
Methodologies.

• PRIMARY DATA
• SECONDARY DATA

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For this project, primary data was collected from the employees of the
organization. The basic approach for the collection of primary data is by
conducting a survey with the help of a questionnaire.
• Towards the accomplishment of the said objectives, information
would be obtained from primary as well as secondary data sources;
Primary data will be generated by way of meeting different executives
concerned with training and development programs. Also a survey on
training program is conducted by means of a questionnaire to derive
the training programmers effectiveness at VSP. Efforts will be
directed in obtaining the view of employees/ executives who got
trained in the in-house/outside training programmers.

• Secondary data is such data, which is already published, collected for

some purpose other than the one confronting the researcher at a
given point of time.
Information pertaining to training and development programs
organized over a period will be obtained by way of referring to record of the
statistical departments, personal department, and training and
development departments. In-house magazines, journals, newspapers, any
other published materials will be referring to in collection of necessary
data.
For this project, the secondary data was collected from the following:

➢ VSP website
➢ Library
➢ Annual calendars
➢ In-house magazines
➢ Journals, etc.

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LIMITATIONS:-
Limitations of the present study are specified below:
The findings of the present study cannot be generalized as they
are based purely limiting to the one unit of this singular organization
without giving any comparisons to the practices in similar industry. Being a
company spread all over India, for all practical reasons and limitations, we
may not be able to travel to all Steel Plant units. Thus, this study limits to
the Visakhapatnam Steel Plant, Visakhapatnam only.

This study is more of professional oriented. Hence it cannot be

constructed to denote and / or purported to standardize as a model for this
project.
The study is confined to Visakhapatnam steel plant with specific
reference to training and development programs. In view of time constraint
the study will be for a shorter period. Information regarding the outcome of
training and development programmed will be evaluated on general terms
but not on scientific terms.

➢The time constraint is there to study all the policies of VSP, as it

is a very vast topic.
➢ Sample size collected is not very large.
➢ Subjectivity on this part in interpretation and analysis.

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 CHAPTER: 2

➢ INTRODUCTION TO THE INDUSTRY

➢ INDUSTRY SCENARIO
➢ FUTURE FOCUS
➢ GOVERNMENT POLICY
➢ MAJOR PLAYERS
➢ ORGANISATIONAL STRUCTURE

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 INTRODUCTION TO STEEL INDUSTRY IN INDIA
RASHTRIA ISPAT NIGAM LIMITED

The Government of India has decided to set up an integrated Steel Plant at

Visakhapatnam to meet the growing domestic needs of steel.
Visakhapatnam Steel Plant was the effect of the persistent demands and
mass movements. It is another step towards increasing the country’s steel
production.
The decision of the Government to set up an integrated steel plant
was taken by the then Prime Minister Smt. India Gandhi. The Prime
Minister laid the foundation stone on 20th January 1971.

Visakhapatnam Steel Plant, the first coast based Steel Plant of India
is located, 26 KM South West of city of Destiny i.e. Visakhapatnam.
Bestowed with modern technologies, VSP has an installed capacity of 3
Million Tons per annum of Liquid Steel and 2.656 Million Tones of
saleable steel. VSP has become the first integrated Steel Plant in the
country to be certified to all the three International Standards for Quality
(ISO-9001), for Environment Management (ISO-14001) & for
Occupational Health & Safety (OHSAS-18001).

The Government of India and USSR signed an agreement on 12th

June 1979 for the co-operation in setting up 3.4 million tones integrated
Steel Plant. The project was estimated to cost to Rs. 3,897.28 cores based
on prices as on 4th Quarter of 1981. However, on completion of the
construction and commissioning of the whole Plant in 1992, the cost
escalated to Rs.8, 755 cores based on prices as on 2 Quarter of 1994.
nd

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Unlike other integrated Steel Plants in India, Visakhapatnam Steel Plant is
one of the most modern steel plants in the country. The plant was dedicated
to the nation on 1st August 1992 by the then Prime Minister, Sri P.V.
Narasimha Rao.

New technology, large-scale computerization and automation etc, are

incorporated in the Plant are of the international levels and attained high
labor productivity. Hence the organizational manpower has been
rationalized. The manpower in the VSP has been limited to 17, 500
employees. It has set up two major Blast Furnaces, the Godavari and the
Krishna, which are the envy of any modern steel making complex.
The economy of a nation depends on core sector industries like iron and
steel. Steel is the basic input for construction, machines building and
transport industries. Keeping in view the importance of steel the following
integrated steel plant with foreign collaborations were constructed in the
public sector in the post independence era.
Steel Plants with Foreign Collaborations

Collaboration Capacity of
S No Plant
Finished Steel Products

1. Rourkela Steel Plant West Germany

2. Bhilai Steel Plant Erstwhile USSR
3. Durgapur Steel Plant Britain
4. Bokaro Steel Plant Erst USSR

INDIA’S STEEL SCENARIO

Indian Steel industry has always remained isolated and protected by
Government, where the steel industry was never expected to generate profit
from business, but was expected to provide employment to the
unemployed. Presently India is operating with open-hearth furnaces. The
existing equipment and labour in Indian Steel industry are much low than
the developed countries
Indian Steel industry generates a significant amount of waste
materials, which can cause environmental problems. The four aspects of

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“Waste Management” namely – residue, reprocess, recycle and recovery do
not hold much ground in the Indian Steel Industry. The Indian companies
cannot spend more for pollution control. The energy consumption per tons
is 50-100% higher than that of the International norms
The Indian steel industry has developed a bit in the recent years. The
production is going on properly. Many techniques are being implemented
in the steel industries. The country’s aim is to sell Quality steel. The
government is also helping the steel industries in this basis.
The development of steel industry in India should be viewed in conjunction
with the type and system of government that had been ruling the country.
The production of steel in significant quantity is started after 1990. The
growth of steel industry can be conveniently started by dividing the period
into pre and post independence era. In the period of pre Independence,
steel production was 1.5 million tons per year, which was raised to 9.0
million tones of target by the seventies.

Future Focus / Growth of Steel Industry

The growth in a chronological order is depicted below:

S No Year Growth

3 Osier Marshall heather constructed the first

1 1. 2 1830 manufacturing plant at port-motor in Madras
presidency.
4 2. 5 1874
6 James Erskine founded the Bengal frame works.

7 3. 8 1899 9 Jamshediji TATA initiated the scheme for an

integrated steel plant
10 4. 11 1906 Formation of TISCO

5. 1911 TISCO started production

6. 1918 TISCO was founded

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7. 1940-1950 Formation of Mysore iron and steel initiated at
Bhadravathi in Karnataka

8. 1951-1956 First five-year plan – The Hindustan Steel Limited

(HSL) was born in the year 1954 with decision of
setting up three plants each with 1 million tones ingot
steel per year at Rourkela, Bhili, Durgapur. TISCO
started its expansion programme.
9. 1956-1961 Second five – year plan – A bold decision was taken up
to increase the ingot steel output in India to 6 million
tones per year and its production at Rourkela, Bhilai
and Durgapur Steel plant started.

10. 1961-1966 Third five-year plan – During the plant the three steel
plants under HSL, TISCO & TISCO were expanded*

11. 1964 Bokaro Steel Plant came into existence

12. 1966-69 Recession period - Till the expansion programmes

were actively existed during this period

13. 1969-74 Fourth five-year plan - Salem Steel Plant started.

Licenses were given for setting up of many mini steel
plants and rerolling mills government of India. Plants
in south are each in Visakhapatnam and Karnataka.
SAIL was formed during this period on 24th January
1973.

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14. 1974-79 Fifty five-years plan – The idea of setting up the
fifth integrated steel plant, the first re – base plant
at Visakhapatnam took a definite shape. At the
end of the fifth five-year plan the total installed
capacity from six integrated plants was up to 10.6
million tons.
15. 1979- Annual plan. The Erstwhile soviet union agreed to
1980 help in setting up the Visakhapatnam Steel Plant.

16. 1980- Sixth five-year plan – Work on Visakhapatnam

1985 Steel plant started with a big bang and top priority
was accorded to start the plant. Schemes for
modernization of Bhilai Steel Plant, Rourkela steel
plant, Durgapur steel and TISCO were initiated.
Capacity at the end of sixth five-year plant form
six integrated plants stood 11.50 million tones.

17. 1985-91 Seventh five-year plan – Expansion works at

Bhilai and Bokaro steel plant completed. Progress
of Visakhapatnam steel Plant picked up and the
nationalized concept has been introduced to
commission the plant with 30 MT liquid steel
capacities by 1990.
18. 1992- Eighth five-year plan – The Visakhapatnam Steel
1997 Plant was commissioned in 1992. The cost of plant
has become around 8755 cores. Visakhapatnam
Steel Plant started the production and
modernization of other steel plants is also duly
engaged.
19. 1997- Ninth five-year plan – Restructuring of
2002 Visakhapatnam Steel Plant and other public
sector undertakings.

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PROBLEMS OF STEEL INDUSTRY

Non-availability of good quality raw material is another problem

faced by iron and steel industry. The modern giant blast furnace needs
high-grade iron ore and good metallurgical coal. Another problem faced by
the steel industry related to the difficulty in getting zinc supplies for the
continuous galvanizing line.

➢ LACK OF TECHNICAL PROBLEMS

Bhili had executed orders for shipment of rails to Iran, South Korea and
Malaysia. Because of technical limitations, Rourkela plant its unable
substitute aluminum of Zinc for the production of galvanized sheet apart
from source internal technical problems; our technology in the field of steel
production is not a developed one when compared to other advanced
countries. For instance, Japan is production quality steel in spite of
importing raw material and additional material from other country.

➢ GOVERNMENT CONTROL AND PRICING POLICY

Since 1941, India steel and iron industry was almost completely
state regulated. Both prices and distribution of steel were under the control
of Govt. The Govt. decided to remove statutory control over the price and
distribution of all, but a few categories with effect from 1st March 1964 the
Govt., supervise the steel and iron inducted according to the
recommendation of Raj committee. But Raj committee in fixing the steel
price didn’t regulate the price of the raw materials.

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 MAJOR PLAYERS

Annual Productions at Various Steel Plants

S Plant Collaboration Capacity of Annual

No Finished Steel Products Production

1. Rourkela Steel Plant West Germany 7,20,000 tonnes

2. Bhilai Steel Plant USSR 7,70,000 tonnes

3. Durgapur Steel Plant Britain 8,00,000 tonnes

Original to Expand

S No PLANT ORIGINAL EXPANDED

MT/Year MT/Year

1 Rourkela Steel Plant 1.0 1.8

2 Bhilai Steel Plant 1.1 2.5

3 Durgapur Steel Plant 1.0 1.6

4 TISCO 1.0 2.0

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 CHAPTER : 3

➢ MISSION
➢ ORIGIN & HISTORY
➢ OBJECTIVES
➢ SWOT
➢ UNIQUE ACHIVEMENTS

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MISSION

• To attain 16 million ton liquid steel capacity through technological

up - gradation ,operational efficiency and expansion .
• Augmentation of assumed supply of raw materials to produce steel at
international standards of cost and quality.
• To meet the growing aspiration of the share holders.

ORIGIN :
Vizag Steel Plant is an integrated steel producer in Visakhapatnam , India
built using German and soviet technology . The company has grown from
loss making industry to 3 - billion - dollar turnover company registering a
growth of 203.6% in just four years. Vizag Steel Plant was conferred
Navaratna status on 17 Nov 2010 . Founded in the year 1971 , the
company focuses on producing value - added steel , with 214,000
produced in August 2010 , out of 252,000 tonnes total of salable steel
produced . it is the largest site in plant and in Asia minor ( or south and
east Asia combined ) . This is the only integrated steel plant in the country

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which has been certified as ISO 9001:2003, ISO : 41001 : 2004 and
OSHAS 18001:1999 . Its head quarters is at visakhapatnam India.

VISION 2025 :
To be the most efficient steel maker having the largest single location shore
based steel plant in the country.

OBJECTIVES:

➢ Achieve Gross Margin to Turnover ratio > 10%

➢ Plan for finishing mill to integrate with 7.3 Mt capacity and
commission the same by 2017-18.
➢ Achieve rated capacity of new & revamped units by 2017-18.
➢ Capture markets for high-end value added products by focusing
on sector specific applications and customer needs.
➢ Achieve leader ship in Energy consumption by achieving 5.6
GCAL/TCS by 2017-18.
➢ Globalization of operations through acquisitions of mines and
setting up of marketing net work abroad.
➢ Diversify through operationalizing of Bhilwara Mines, setting
up of Pelletization plant, DRI-EAF unit, Wheel & Axle Plants.
➢ Create a high performance and safe work culture by nurturing
talent and developing leaders.
➢ To grow in harmony with the environment & communities
around us.

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 HISTORY :

The Government of India has decided to set up an integrated Steel

Plant at Visakhapatnam to meet the growing domestic needs of steel.
Visakhapatnam Steel Plant was the effect of the persistent demands and
mass movements. It is another step towards increasing the country’s steel
production.
The consultant, M/s M N Dastur & co (Pvt) Ltd. submitted a techno-
economic feasibility report in February 1972, and detailed project report for
the plant, with an annual capacity of 3.4 million tones of liquid steel. The
economy of a nation depends on core sector industries like iron and steel.
Steel is the basic input for construction, machines building and transport
industries. Keeping in view the importance of steel the following integrated
steel plant with foreign collaborations was constructed in the public sector
in the post-independence era.

COREVALUES:

o Initiative : Have a self propelled &

proactive approach.
o Decisiveness : Decide with speed& clarity.
o Ethics : Be consistent with professional
& moral values.
o Accountability : Take responsibility for actions.
o Leadership : Lead by example.
o Speed : Demonstrate swiftness and
efficiency we do

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Major Sources of Raw Materials

Raw Material source Source

Iron Ore Lumps & Fines Bailadilla, MP
BF Lime Stone Jaggayyapeta, AP
SMS Lime Stone UAE
BF Dolomite Madharam, AP
SMS Dolomite Madharam, AP
Manganese Ore Chipurupalli, AP
Boiler Coal Talcher, Orissa
Coking Coal Australia
Medium Coking Coal(MCC) Gidi/swang/Rajarappa/Kargali

Power Supply:

Steel Products By-Products By-Products

Angles Nut Coke Granulated Slag
Billets, Wire Rods Coke Dust Lime Fines
Channels, Flats Coal Tar, Benzene Ammonium Sulphate
Beams, Rounds Anthracene Toulene
Squares, Rebars HP Napthalene Xylene, Wash oil

Water Supply:
Operational water requirement is being met from the Yeleru water
supply Scheme.

Power Supply:
Operation power requirement is being met through Captive Power
Plant

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Background:

S.No Year Growth

1. 20.01.1971 The foundation stone of plant was laid by Smt. Indira Gandhi
2. 12.06.1979 An agreement was signed between Government of India and
the erstwhile USSR for setting up of an Integrated Steel Plant
of produce structural & long products on the basis of detailed
project report prepared by Dr.M.N.Dustur & Company
3. 01.02.1982 The construction of the Plant started
4. 18.02.1982 Government of India formed a new Company called Rashtriya
Ispat Nigam Ltd. (RINL) and transferred the responsibility of
constructing, commissioning & operating the plant at
Visakhapatnam from Steel Authority of India Ltd. To RINL.
5. 1988 In view of the critical fund situation and need to check further
increase in the plant costs, a rationalized concept was
approved which was to crores Rs. 6849 crores based on 4th
quarter of 1988.
6. July 1992 Finally all the units were constructed and commissioned at a
cost of Rs.8526 crores. The Plant was dedicated to nation by
the then prime Minister of India Late Sri P.V. Naarsimha rao

VSP Technology: State-of-the Art:

➢ 7 meter tall Coke Oven Batteries with coke dry quenching

➢ Biggest Blast Furnaces in the country
➢ Bell-less top charging system in Blast Furnace
➢ 100% slag granulation at the Bf Cast House
➢ Suppressed combustion – LD gas recovery system
➢ 100% continuous casting of liquid steel
➢ “Temporal” and “Stemcor” cooling process in LMMM & WRM
respectively
➢ Extensive waste heat recovery systems
➢ Comprehensive pollution control measure

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 UNIQUE ACHIVEMENTS :

o August 2006 : Viswakarma Rashitriya Puraskar Awards for 2005

the steel melting shop and Medium Merchant Structure Mill
Departments.
o August 2006 : Confederation of Indian Industries (CII) Human
Resources Excellence Award 2005.
o INSSAN Organizational Excellence Award instituted by the Indian
National Suggestion Schemes Association for the year 2004.
o ''Best Enterprise Award'' by WIPS in 2001-02.
o ISO 14001 accreditation.
o OHSAS 18001 Accreditation.
o Best Taxpayer Award from Government of Andhra Pradesh .
o Best HRD Practices Award by ISTD for 2002-03
o Greentech Safety Sliver Award for 2002-03 in steel sector for
implementing best safety standards.
o Award from Ministry of Heavy industry for achieving MoU targets
for 2000-01.
o National Energy Conservation award 2002 - First prize in integrated
sector.
o Quality circle & suggestion related Awards.
o IInd prize for RINL's Stall at International Trade Fair.
o Udyog excellence Gold Medal award for excellence in Steel Industry.
o Awarded Ist prize from Government of India '' Indira Gandhi
Rajbhasha Shield '' for Propagation of official Language (Hindi).

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SWOT ANALYSIS of the organization :-
Strengths and weaknesses:
Strengths
• Availability of funds for
investments and redemption of
preference equity.
• Availability of land and
infrastructural facilities for
expansions up to 16 mtrs.
• Superior basic steel-making
technology.
• Strong committed work force.
Opportunities and threats:
Opportunities
• High to moderate rates of
economic growth.
• Projected and strong demand
forecast for steel.
Weaknesses
• Lack of in house or captive raw
materials mines.
• High expenses due to purchase of
raw materials.
• Capital requires, up gradation and
modernization due to major
facilities.
Threats
• Shift of value chain towards raw
materials rising input costs.
• Expansion plans of existing
competitors.
• Entry of international players.
• Dependency on single supplier for
sourcing iron ore.
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 CHAPTER: 3
FUNCTIONAL PROFILE

➢ PRODUCTION
➢ FINANCE
➢ PERSONNEL
➢ MARKETING

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1. RAW MATERIAL HANDLING PLANT (RMHP)
Visakhapatnam Steel Plant requires quality materials viz, Iron Ore,
fluxes (lime stone, dolomite), coking and non-coking coals etc, for
producing liquid steel. To handle such a large volume of incoming raw
materials received from different sources and to ensure timely supply of
consistent quality of feed materials to different VSP consumers, raw
material handling plant serves a vital function. This unit is provided with
elaborate uploading, blending, stacking& reclaiming facilities viz. wagon
tipplers, ground and track hoppers, stock yards crushing plants, vibrating
screens, twin boom stickers and blender re claimers.
2. COKEOVENS & COAL CHEMICAL PLANT (CO&CCP):

Blast furnaces, the mother units of any steel plant require huge
quantities of strong, hard and porous solid fuel on the form of hard
metallurgical coke for supplying necessary heat for carrying out the
reduction and refining reactions besides acting as a reducing agent.
Coke is manufactured by heating of crushed coking coal (< 3mm) in
absence of air at temperature of 1000 degrees centigrade and above for 16
to 18 hours. A coke oven comprises of two hollow chambers namely coal
chamber and heating chamber a gaseous fuel such as blast furnace gas;
coke oven gas etc is burnt. The heat so generated is conducted through the
common wall to heat and carbonize the coking coal placed in the adjacent
coal chamber.
At VSP there are FOUR coke oven batteries, 7mt tall and having 67
ovens each. Each oven is having a volume of 41.6cu.mt & can hold up to
31.6 tons of dry coal charge. The carbonization takes place at 1000-1050
degree centigrade in absence of air for 16 to 18 hours.
Red hot coke is pushed out the oven and sent to coke dry cooling
plants for cooling to avoid its combustion. There are three dry cooling
plants (CDCP) each having a 4 cooling chambers.
The capacity of each cooling chamber is 50 to 52 TPH. Nitrogen gas
is used as the cooling medium. The heat recovery from nitrogen is done by
generating steam and expanding in two back pressure turbines to produce
7.5 power each. The coal chemicals such as Benzol, tar, ammonium
sulphate etc are extracted in coal chemical plant from CO gas. The gas is
used as by product fuel by mixing it with gases such as BF gas, LD gas etc.

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3. SINTER PLANT (SP):
Sinter is a hard porous ferrous material obtained by agglomeration of
iron ore fines, coke breeze, and lime stone fines, metallurgical wastes etc.
Sinter is a better feed-material to blast furnace in comparison to iron
ore lumps and its usage in blast furnaces help in increasing productivity,
decreasing the coke rate &improving the quality of the hot metal produced.
Sintering is done in 3 sinter machines of Dwight Lloyd type by heating the
prepared feed on a continuous metallic belt made of pallets at 1200-1300
deg c.
Hot sinter discharged from sintering machine is crushed to
+5mm-50mm size and cooled before dispatching to blast furnaces. The
dust laden air from the machines are cleaned in the scrubbers and electro
static precipitators to reduce the dust contents to 100mg/m3 level before
allowing to escape in to the atmosphere and thus helping in maintaining a
clean and dust pre environment.

4. BLAST FURNACES (BF):

Hot metal is produced in blast furnaces which are tall vertical

furnaces. The furnace is named blast furnace as it runs with blast with high
pressure and temperature. Raw materials such as sinter/iron ore/ lumps,
fluxes and coke are charged from the top and hot blast at 1100 deg c – 1300
deg c and 5.75 kg pressure is blown almost from the bottom. The furnaces
are designed for 80% sinter in the burden.
VSP has THREE 3800 cu. meters. Blast furnaces equipped with Paul
worth bell less top equipment with conveyor charging named as Godavari
and Krishna after the two rivers of A.P.

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5. STEEL MELTING SHOP:
Steel is an alloy of iron with carbon up to 1.8%, hot metal produced in
blast furnace contains impurities such as carbon silicon manganese silver
and phosphorus is not suitable as a common engineering metal. To improve
the quality the impurities are to be eliminated by oxidation process.
VSP produces steel employing of top blown oxygen converters called
L.D. Liquid steel produced in L.D. converters is solidified in the form of
blooms in continuous bloom casters. To homogenize the steel and to raise
its temperature if needed steel is first routed through, organ releasing
station input (injection refining and up temp) / ladle furnaces. VSP has at
present, 5 LD Converters .

6. LIGHT AND MEDIUM MERCHANT MILL (L.M.M.M.):

LMMM comprises of two units. in the billet down mill 250 x 320mm
size blooms are rolled into billets of 125 x 125 mm size. After heating them
into two nos. of beam furnaces of 200 tones capacity each. These billets are
supplied from this mill to bar mill of LMMM and wire rod mill.
The billets for rolling in bar mill or LMMM are first heated in two
strand roller earth furnace of 200 t/h capacities to temp. Of 1150 deg c to
1200 deg c. the mill is facilitated with temp. Core heat treatment technology
evaporative cooling system in walking beam furnaces, automated piling and
bundling facilities and computerization.
This mill designed to produce 7, 10,000 tons per annum of various
finished products such as rounds, rebars, squares, flats, angles, channels.

7. WIRE ROD MILL (WRM):

Wire rod mill is a four strand, 25 strands; fully automated and

sophisticated mill. The mill has a four zone combination type reheating
furnace for heating the billets received from billet mill or LMMM or rolling
temp. of 1200 deg c. the mill produces rounds in 5.5 – 12mm range and re
bars in 8-12mm range. The mill is equipped with standard and retarded
stelmore lines for producing high quality wire rods in low medium and high
carbon grade meeting the stringent national and international standards.

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8. MEDIUM MERCHANT AND STRUCTURAL MILL (MM&SM):

This mill is a high capacity consisting of 20 strands arranged in three

trains. The feed material to the mill is 250 x 250 mm size bloom which is
heated to rolling temp. of 1200 deg c in two walking beam furnaces. The
mill is designed to produce 8, 50,000 tones /annum of various products
such as rounds, squares, flats, angles, channels, t-bars, IPE beams/he
beams.

9. ROLL SHOP & REPAIR SHOP (RS & RS) :

Roll shop & Repair shop is in the complex of Rolling mills catering to
the needs of mills in respect of roll assemblies, guides few maintenance
spares and roll pass design. Geographically this dept. is in three areas as
Roll shop-1, Roll shop-2 and Area Repair Shop. The main activity of this
shop is Roll pass Design, grooving of rolls, assembly of rolls with
bearings,
Preparation of guides and their service and manufacture/repair of
mill maintenance spares.
For the first time in the country, VSP has adopted CNC technology for
grooving of steel rolling mill rolls. High constant respective accuracy,
higher productivity, use of standard tool for any groove turning,
elimination of the use of different templates, easier to incorporate groove
modification etc., are some of the advantages of CNC lathes over the
conventional one.
The Roll Pass design section takes care of design of grooves for
development of new sections, modification of existing pass designs for
improving the productivity and quality. Preparation of rolling
schedules, groove detail and distribution and template drags, part
programming for grooving of rolls on CNC lathes. This section also looks
after procurement of rolls, establishment and improvement of their
performance, failure analysis of rolls etc.

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10.WRM (Wire Rod Mill)-2

With the availability of concast products from New Steel Melt Shop, a new
double stand wire Rod Mill is being installed to produce 600,000 tons per
year of plain rods in coil form in the size range of 5.5 mm dia.to 20 mm dia.
The mill shall be designed keeping provision for producing 750,000 tons
per year in future.

11.SBM (Special Bar Mill)

The special bar mill will produce about 7,50,000 tons per year of plain
rounds in the straight length and in coil from in about 5200 hours
The bar size shall be in the range of 20mm to 45mm with a provision to roll
16 mm and 18 mm rods.
The mill will be kept in the mill for producing 9,00,000 tons per year of
special bars when the market demand increases.

12.STM (Structural Mill)

the structural mill will produce 700,000tons per year of structural in

straight lengths.
The structural mill shall be able to produce Beam depth between 100mm to
175mm.
The mill shall be operated in 3 shifts per day and 300 days in a year.
Provisions shall be made for production of 850,000 tons in 5,000 hours .

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PRODUCTION FLOW CHART

Coke Ovens & Cool

Raw Materials Handing
Chemical Department 1.1.1 Sinter Plant
Plant

Blast Furnace

Converter Shop

Continuous Casting

Machines

Light Medium Merchant

Mill & SBM

Wire Rod Mills 1&2 MMSM & STM

36 | P a g e
 PLAN ( 6.3 MTPA stage)

Product Production Capacity (MTPA)

Hot Metal 6.5

Liquid Steel 6.3
Wire Rods – 1 1.05

LMMM 0.9
MMSM 1.05
Wire Rods - 2 0.6
Special Bar 0.75
Mill
Structural 0.7
Mill

OHSAS- 18OO1 CERTIFICATION:

Visakhapatnam Steel Plant (Vizag Steel) is an ISO 9001, ISO 14001,

and OHSAS 18001, certified public sector organization in India. It is the
only steel plant in India, which had all the three certificates. This paper
reviews key aspects like hazard identification and risk assessment (HIRA)
carried out in 50 departments for physical, chemical and Biological
hazards, risk control measures taken, dissemination of occupational risk
management information to 17,000 workforce as a part of OHSAS 18001
certification process.
It is widely recognized that the work itself and the work environment
are factors are paramount importance for health and well-being of the
working and general population. Most industrial jobs are inherently
associated with certain working conditions which are inimical to health and
workers exposed to them sooner or later succumb to their adverse influence

37 | P a g e
unless adequately protected. The principles of occupational risk
management may be the same in developed and developing countries.
However, there can be a wide diversity in practice. A major trend in the
regulation of industrial risks to human health and the environment is the
provision of relevant information to all stakeholders and risk bearers. The
British Standard Institute (BSI): Occupational Health and Safety
Assessment Series (OHSAS) specification provide theoretical insights to
enable an organization to control its occupational health and safety (OH&S)
risks and improve its performance.
We summarize the role of occupational health services department in
hazard identification, risk assessment and risk control at various working
environments with an emphasis on continual improvement and
occupational risk management.

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 HUMAN RESOURCES

HRD PHILOSOPHY IN VISAKHAPATNAM STEEL PLANT:

• Employees of the organization are greatest and most valuable
resources.
• Whole on the one hand, HRD should appropriately harness the
employee potential for the attainment of the company objective, the
company on the other, as its corporate responsibility, should crate
and enabling climate where in human talent gets the best opportunity
for self expression, all round development and fulfillment,
• People are more than mere resources and therefore it will be the
company’s sincere endeavor to treat people with all the respect and
that is warranted when employees are seen as more mere
instrumentalities.
• HRD as a management function will be given a place of strategic
priority, along with function like production, maintenance, materials
on finance in the overall scheme of management action in the
company.
• HRD does not refer to training alone, nor it is just a new name for
training.
• RINL/VSP HRD refers to creative and innovative initiatives in several
management functions for the development and growth of employees
• HRD should eventually be a core philosophy of all management
actions and should not remain merely a departmental/ sectional
activity.
HRD OBJECTIVES OF VISAKHAPATNAM STEEL PLANT:

➢ To provide initially a suitable match between employee competence

level and company’s work requirements
➢ To faster an appropriate climate and culture which nurtures employee
competence and adequate motivational levels for the application of
their abilities to assigned jobs/roles with required commitment.
➢ To enable employees seek greater identification with the company by
fusing management decisions and actions with the requisite care,
concern and developmental approach.
➢ To initially enable the employees and the organization achieve its
mission and objectives and business goals through HRD

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QUALITY POLICY OF VISAKHAPATNAM STEEL PLANT:

Employees of Visakhapatnam Steel Plant are committed to

supply their customer’s quality products and services. To accomplish this
Visakhapatnam Steel Plant will:

➢ Manufacture products as per specification and standards agreed with

the customer.
➢ Follow clearly documented procedures for achieving expected quality
standard of products and services.
➢ Continuously strive to improve quality of all material, processes and
products.
➢ Maintain an enabling environment, which encourages actives
involvement of all employees to pursue continuous improvement of
quality.

TECHNOLOGICAL HIGHLIGHTS OF VSP :

➢ First shore based integrated steel plant.

➢ Selective crushing with pneumatic separation of coal blend.
➢ 7 Meter tall Coke Ovens.
➢ Dry Quenching of hot coke and production of steam and power from
hot inert gases.
➢ Bases-mix yard for the Sinter Plant.
➢ 3200 cu. m Blast Furnace having bell-less top equipment with
conveyor charging.
➢ Granulation of 100% molten slag at the Cast House.
➢ B.F. top pressure recovery turbine for power generation.
➢ Desulphurization facilities for pre-treatment of hot metal.
➢ Sub lance measurement of dynamic blowing control with computer.
➢ 100% continuous casting of liquid steel.
➢ High capacity, high speed, computer controlled multi-line mills.
➢ Use of on-line heat treatment “Temp core” processes for
reinforcement bars.
➢ Use of No twist rolling and controlled cooling “Stanmore” of wire
rods.
➢ Incorporation of peripheral yard of incoming and outgoing materials.

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 ➢ First integrated steel plant onto receive ISO 9002 certification for all
its products.

Quality, Environment and Occupational Health & Safety Policy:

We, at Visakhapatnam Steel Plant, are committed to meet the needs

and expectations of our customers and other interested parties, the
occupational health and safety of our work force and to preserve the
environment. The accomplish this, we will.
➢ Supply quality goods and services to customers delight
➢ Document, implement, maintain & periodically review the
management systems including the policy, objectives and targets.
➢ Use resources efficiently and reduce waster & prevent pollution.
➢ Comply with all relevant legal, regulatory and other requirements
applicable to products, activities and processes in respect of Quality
➢ Environment, Occupational health & Safety and also ensure the
same by contractors.
➢ Continually improve quality, environment, occupational health and
safety performance with respect to products, activities, processes.
➢ Encourage development and involvement of employees.
➢ Maintain high level of quality, environment, occupational health
and safety consciousness amongst employees and contract workers
by imparting education and training

HR Policy:

We, at Visakhapatnam Steel Plant, believe that our employees are the
most important resources. To realize the full potential of employees, the
company is committed to :
➢ Provide work environment that makes the employees
committed and motivated for maximizing productivity
➢ Establish systems for maintaining transparency, fairness and
equality in dealing with employees
➢ Empower employees for enhancing commitment, responsibility
and o accountability
➢ Encourage teamwork, creativity, innovativeness and high
achievement orientation.
➢ Provide growth and opportunities for developing skill and
knowledge
41 | P a g e
 ➢ Ensure functioning of effective communication channels with
employees.

MARKETING NETWORK OF VISAKHAPATNAM STEEL PLANT

The products are being sold through 35 marketing centers all

over the country with four stockyards at Mumbai, Kolkata, Chennai, and
Hyderabad. And in other places, consignment agencies have been
contracted.

POLLUTION CONTROL AND ENVIRONMENTAL PROTECTON

Elaborate measures have been adapted to combat air and water

pollution in Visakhapatnam Steel Plant. In order to be Eco friendly
Visakhapatnam Steel Plant has planted more that 3 million trees in area of
35 square kilo meters and incorporated various technologies at a cost of Rs
460 control measures.

WELFARE AMENITIES OF VISAKHAPATNAM STEEL PLANT

Modern town shop will all amenities has been developed with
8032 quarters to house the plant employees and other agencies in 11
sections. The township is having best facilities in terms of drinking water
supply, drainage, roads, modern’s hospital, community center, parks,
schools, shopping complexes, recreational facilities etc., to cater to needs of
the employees.

MAN POWER PROFILE OF VSP

S No Category of Employees No of Employees

(as on 31-03-2016)
1 Executives 6085
2 Non-Executives (Charge man, Technicians, 11788
Ministerial Staff and Khalasis
Total 17873

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PERFORMANCE INFORMATION

PRODUCTION PERFORMANCE: (‘000 TONNES)

YEAR HOT METAL LIQUID STEEL SALEABLE STEEL

2005-06 4153 3603 3237
2006-07 4046 3606 3290
2007-08 3913 3322 3074
2008-09 3546 3145 2701
2009-10 3900 3399 3167
2010-11 3828 3425 3072
2011-12 3778 3310 2990
2012-13 3814 3250 2990
2013-14 3769 3391 3016
2014-15 3780 3297 3017
2015-16 3975 3641 3513
2016-17 4385 4175 3847
COMMERCIAL PERFORMANCE (Rupees in Crores)

YEAR SALES DOMESTIC EXPORTS

TURNOVER SALES
2005-06 8469 8026 443
2006-07 9131 8487 424
2007-08 10433 9878 555
2008-09 10,408 10329 79
2009-10 10,635 10,284 351
2010-11 11,517 11272 245
2011- 14462 14101 361
12
2012- 13553 12955 598
13
2013- 13488 10810 865
14
2015- 12271 11085 1186
16
2016- 12707 - -

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12 Achievements & awards:-
The efforts of VSP have been recognized in various forums . Some of the
major awards received by VSP are in the area of energy conservation,
environment protection, safety, Quality, Quality circles, Rajbhasha, MOU,
sports related awards and a number of awards at the individual level.

Some of the important awards received during 2016 by VSP are indicated
below:
# Corporate Vigilance Excellence Award for the year 2015-16 (3rd time)

# PM’s Shram Awards for Rinl-2 Employees

# ISO 27001 Certificate awarded to RINL

# TOLIC – Town Official Language Implementation Committee (TOLIC)

Rajbhasha shield First Prize 2015-16

# IIIE Performance Excellence Award-2015 under Organization category

# National Vigilance Excellence Award-2016 (5th time)

# In ICQCC -2016 (International Convention on Quality Control Circles at

Bangkok, Thailand) , 3 QC and 2 kaizen teams have won Gold Medals .

# RINL Bags Rajbhasha Keerthi Puraskar for the year 2015-16

# RINL- 4 Employees bag Vishwa Karma Rastriya Puraskar (VRP) Awards

# Shri P. Madhusudan, CMD certified with best CEO Award during

NATCOM-2016 (Convention in Materials Management)

# RINL bags QCFI Award for Best PSU-2016 (6th time)

Today, VSP is moving forward with an aura of confidence with pride

amongst its employees who are determined to give their best for the
company to enable it to reach new heights in organizational excellence.

44 | P a g e
 CHAPTER : 4
CONCEPTUAL PROFILE
➢ THEORITICAL ASPECTCS OF THE CONCEPT
➢ APPLICATION OF THE CONCEPT

45 | P a g e
 THEORETICAL FRAME WORK

Defining Training :-

According to Flippo, “training is the act of increasing the Knowledge

and skills of an employee for doing a practical job”.

Training and development progress perform vital functions with in

public organizations. Few new employees in an agency or department can
immediately perform the task for which they were hired. Also employees
must acquire new skills and abilities to meet new demands and
responsibilities.

Training and development programs include any planned efforts by

the organization to poster and enhance the learning of job – related
behavior by employees. Training efforts generally have specific, short –
term task –related goals. In contrast, development programs have broad,
long – term, organization – related goals.

Training and development are related to personal functions such as:-

Firstly Recruitment and Selection procedures affect the amount of
training Required for new employees and the capacity of employees to
benefit from training. If recruitment and Selection provide good hires,
there is less demand for training.

Second, job analysis is directly related to training and development.

Thirdly, performance appraisals are very important in designing and

evaluating training and development efforts.

Finally, Training and development are related to organizational

development, which is concerned with the organizational overall health and
effectiveness.

A study of training and development in the Indian steel industry

brings out various dimensions of building up skilled manpower in the field
of management as well as technology in the country, which made a very
nebulous in the technology.

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 Basic Information and Definition

Information

At its most basic form, a piece of information about something is a “unit of

awareness” about the thing. (A field of philosophy, epistemology,
includes analysis of what is really information and what isn’t. This field
might visit the question: “If a tree falls in the forest, does it make a
sound?”) Some people think that this awareness occurs only in the brain
and, therefore, usually comes from some form of thought. Other people also
accept information as a form of realization from other forms of inquiry, e.g.,
intuition.

Knowledge

Knowledge is gleaned by organizing information. Typically, information

evolves to knowledge by the learner’s gaining context, perspective and
scope about the information.

Skills

Skills are applying knowledge in an effective and efficient manner to get

something done. One notices skills in an employee by their behaviors.

Task

A task is typically defined as a unit of work, that is, a set of activities needed
to produce some result, e.g., vacuuming a carpet, writing a memo, sorting
the mail, etc. complex positions in the organization may include a large
number of tasks, which are sometimes referred to as functions.

Job

A job is collection of tasks and responsibilities that an employee is

responsible to conduct. Jobs have titles.

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Role

A role is the set of responsibilities or expected results associated with a job.

A job usually includes several roles.

Learning

Typically, learning is viewed as enhancing one’s knowledge, understanding

or skills. Some people see learning as enhancement to one’s knowledge,
awareness and skills. Some professionals view learning as enhancing one’s
capacity to perform. Some view learning as a way of being that includes
strong value on receiving feedback and increasing understanding. It’s
important to note that learning is more than collecting information – more
than collecting unreferenced books on a shelf. Depending on the needs of
the learner, knowledge is converted to skills, that is, the learner knows how
to apply the knowledge to get something done. Ideally, the skills are applied
to the most appropriate tasks and practices in the organization, thereby
producing performance – results needed by the organization.

Continuous Learning

Simply put, continuous learning is the ability to learn to learn. Learning

need not be a linear event where a learner goes to a formal learning
program, gains areas of knowledge and skills about a process, and then the
learning ceases. If the learner can view life including work as a “learning
program”, then the learner can continue to learn from almost everything in
life. As a result, the learner continues to expand his or her capacity for
living, including working

Training

Term is often interpreted as the activity when an expert and learner work
together to effectively transfer information from the expert to the learner
(to enhance a learner’s knowledge, attitudes or skills) so the learner can
better perform a current task or job.

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Education

This term seems to be the most general of the key terms in employee
training. Some professionals view education as accomplishing a personal
context and understanding of the world, so that one’s life and work are
substantially enhanced, e.g., “Go get an education.” Others view the term as
the learning required to accomplish a new task or job.

DEVELOPMENT:

This term is often viewed as a broad, ongoing multi-faceted set of

activities (training activities among them) to bring someone or an
organization up to another threshold of performance. This development
often includes a wide variety of methods, e.g., orienting about a role,
training in a wide variety of areas, ongoing training on the job, coaching,
mentoring and forms of self-development, some view development as a life-
long goal and experience.

TRAINING & DEVELOPMENT

Organization and individual should develop and progress simultaneously

for their survival and attainment of mutual goals. So, every modern
management has to develop the organization through human resources
development. Employee training is the most important sub-system of
human resources development. Training is a specialized function and is one
of the fundamental operative functions for human resources management.
SOCIAL SKILLS

The employees are provided opportunities to acquire and sharpen

such behavioral and human relation skills as are necessary for improved
interpersonal relationship better teamwork and effective leadership.

TECHNIQUES:-

This involves teaching of applications of knowledge and skill to

dynamic situations.

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ATTITUDES

This involves attitudinal change in the direction of increased work

commitment and positive orientation towards the organization and the
society in general. The bases of attitudes and the knowledge and skill with
which to change them have to be carefully diagnosed.

EXPERIENCE

It cannot be taught in the classroom. It is the result of practicing the

use of knowledge, skills, techniques and attitudes over a period of time in
different work situations.

OBJECTIVES:-

The objectives of this study is to bring out the man power profile of
the industry and a range of varying inputs which determine the
development and growth of human resources in the steel industry in India.

APPLICATIONS OF TRAINING AND DEVELOPMENT

1. Adopt a planned approach towards Training and development in

RINL.
2. Design and conduct suitable training package for freshers at
various intake levels incorporating concepts of job enrichment and
multiskill approach to work.
3. Design and conduct suitable training package for the employees as per
need to develop skills, knowledge and attitude.
4. Assist in developing standard operating/maintenance practices for
technological areas of the plant/unit.
5. To expose selected employees to latest technologies and work
practices abroad.
6. Motivate and develop internal training faculty.
7. Knowledge sharing and giving adequate opportunities to the employees
for self-development.
8. To make training productive and cost effective.
9. Organize training of apprentices as per act obligations.

50 | P a g e
10. Constantly enrich the quality of training and upgrade training facilities
to meet the requirement.
11. "Sell" training to outside organizations on commercial terms and
generate revenue for RINL.
12. To have interaction with academic institutions and fulfill social
obligations.

TRAINING OBJECTIVES

• Identifying training needs

• Providing training input
• Monitoring training effectiveness
• Creating learning environment
• Facilitating self-development
• Innovativeness & self-expression
• Enabling employees to assume higher responsibility
• Meeting the Statutory requirements & Social Obligations
• The integrated steel plant is being fully managed now by Indian
technicians and engineers.
• Workers have developed sufficient skill even to put up steel plant
abroad.
• The construction of power plants equipment and factories has enabled
the human resources even in ancillary area to develop a sufficient
reservoir of talent to operate even in changing environments and
different circumstances.
• The steel industry is now training a number of developing nations in the
operation and management of steel plants.

MEANING:

After an employee is selected, placed and introduced in an

organization he/she must be provided with training facilities in order to
adjust him to the job. Training is the act of increasing the knowledge and
skill of an employee for doing a particular job. Training is a short-term
educational process and utilizing a systematic and organized procedure by
which employees learn technical knowledge and skills for a definite
purpose. Date S Beach defines the training as “ The organized procedure by
which people learn knowledge and/or skill for a definite purpose.”

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 In other words training improves changes and moulds the employee’s
knowledge, skill, behavior and aptitude and attitude towards the
requirements of the job and the organization. Training refers to the
teaching and learning activates carried on for the primary purpose of
helping members of an organization to acquire and apply the knowledge,
skills, abilities and attitudes needed by a particular job and organization.
Thus, training bridges the differences between job requirements and
employee’s present specifications.

Flow Chart Of Training Process

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 START

Establish/modify criteria for each post/cadre covering Knowledge & Skills

Receive & Compile data on individuals in the Personal Files

Do a gap analysis and document/establish the training needs

Identify training topics and Plan for the

training/other activities and prepare training plan

Identify faculty, venue and material for the training

Identify courses for external training

Schedule and organize training or other activities

Conduct Training

Is

The training

Effective?

Update training records & store

END

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Goal of Training:
Training has certain goal, where the main aim is to train the employees
with the best of the knowledge available so that performance is achieved to
the maximum and as well it leads to higher job satisfaction. The questions
in this section are designed to training implements for the employees.
Help the owner-manager define the objective or goal to be achieved by a
training program. Whether the objective is to conduct initial training, to
provide for upgrading employees, or to retrain for changing job
assignments, the goal should be spelled out before developing the plan for
the training program.
➢ Do you want to improve the performance of your employees?
➢ Will you improve your employees by training them to perform their
present tasks better?
➢ Do you need to prepare employees for newly developed or modified
jobs?
➢ Is training needed to prepare employees for promotion?
➢ Is the goal to reduce accidents and increase safety practices?
➢ Should the goal be to improve employee attitudes especially about waste
and spoilage practices?
➢ Do you need to improve the handling of materials in order to break
production bottlenecks?
➢ Is the goal to orient new employees to their jobs?
➢ Will you need to teach new employees about overall operations?
➢ Do you need to train employees so they can help teach new workers
inanexpansion program?

What should the Employees Learn:

Once the objective or goal of the program, is set, you will need
to determine the course or the subject. The following questions will help us
to decide what the employee needs is terms of duties, responsibilities, and
attitudes.
➢ Can the job be broken down into steps for training purposes?
➢ Are there standards of quality which trainees can be taught?
➢ Are there certain skills and techniques that trainees must learn?

54 | P a g e
➢ Are there hazards and safety practices that must be taught?
➢ Have you established the methods that employees must use to avoid or
minimize waste and spoilage?
➢ Are there materials handling techniques that must be taught?
➢ Have you determined the best way for the trainees to operate the
equipment?
➢ Are there performance standards that employees must meet?
➢ Are the attitudes that need improvement or modifications?
➢ Will information on your products help employees to do better job?
➢ Will the employee need instruction about departments other than his
or her own?
Type of Training:
The type of training to be offered has an important
bearing on the balance of the program. Some types lend themselves to
achieving all of the objectives or goals, while others are limited. Therefore
you should review the advantages of each type in relation to your objective
or goal.
➢ Can you train on-the-job so that employees can produce while they
learn?
➢ Should you have classroom training conducted by a paid instructor?
➢ Willa a combinations of scheduled on-the-job training and vocational
classroom instruction work best for you?
➢ Can your goal be achieved with a combination of on-the-job training
and correspondence courses?
Method of Instruction:
One or more methods of instruction may be used. Some
are better for on type of training than another. For example, lectures are
good for imparting knowledge, and demonstrations are good for teaching
skills.
➢ Does the subject matter call for a lecture or series of lectures?
➢ Should the instructor follow up with discussion sessions?
➢ Does the subject matter lend itself to demonstrations?
➢ Can operating problems be simulated in a classroom?
➢ Can the instructor direct trainees while they perform the job?

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Type of Audio Visual Aids:
Audiovisual aids help the instructor to make points and enable the
trainees to grasp and retain the instructions.
➢ Will a manual of instruction – including job instruction sheets – be
used?
➢ Will trainees be given an outline of the training program?
➢ Can outside textbooks and other printed materials be used?
➢ If the training lends itself to the use of motion pictures, filmstrips or
slides, can you get ones that show the basic operations?
➢ Do you have drawings or photographs of the machinery. Equipment or
products that could be enlarged and used?
➢ Do you have miniatures or models of machinery and equipment that
can be used to demonstrate the operation?
Training and Development
Employee training is distinct from management development or
executive development. While the former refers to training given to
employees in the areas of operations, technical and allied areas the latter
refers to developing an employee in the areas of principles and techniques
of management, administration, organization and allied areas.

Differences between Training and Development

S No Area Training Development

1. Content Technical skills and Managerial and
knowledge behavioral skills and
knowledge
2. Purpose Specific job-related Conceptual and general
knowledge
3. Duration Short-term Long-term
4. For whom Mostly technical and Mostly for managerial
non-managerial personnel
personnel

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Importance of Training:

The importance of human resources management to a large extent

depends on human resources development and training is its most
important technique. No organization can get a candidate who exactly
matches with the job and the organization requirements. Hence, training is
important to develop the employee and make him suitable to the job.
Training works towards value addition to the company through HRD
Job and organizational requirements are not static, they are
changed from time to time in view of technological advancement and
change in the awareness of the Total Quality and productivity Management
(TQPM). The objectives of the TQPM can be achieved only through
training, which develops human skills and efficiency.
Trained employees would be a valuable asset to an organization.
Organizational efficiency, productivity, progress and development to a
greater extent depend on training. If the required training is not provided,
it leads to performance failure the employees. Organizational objectives like
viability, stability and growth can also be achieved through training.
Training is important, as it constitutes a significant part of management
control. Training enhances 4Cs for the organization viz.

➢ Competence
➢ Commitment
➢ Creativity and Contribution

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 NEED OF TRAINING

The need for the Training arises due to the following reasons:

• To Match the Employee Specifications with the Job Requirements

and Organizational Needs
Management finds deviations between employee’s present
specifications and the job requirements and organizational needs. Training
is needed to fill these gaps by developing and molding the employee’s skill,
knowledge, attitude, behavior etc. to the tune of the job requirement and
organizational needs.

• Organizational Viability and the Transformation Process

The primary goal of the organizations is that their viability is
continuously influenced by environmental pressure. If the organization
does not adapt itself to the changing

• Technological Advances
Every organization in order to survive and to be effective should
adopt the latest technology i.e. mechanization, computerization and
automation. Adoption of latest technological means and methods will not
be complete until they are named by employees to enrich them in the areas
of changing technical skills and knowledge from time to time.

• Organizational Complexity
with the emergence of increased mechanization and
automation, manufacturing of multiple products and by-products or
dealing in services of diversified lines, extension of operations to various
reigns of the country or in overseas countries, organization of most of the
companies has become complex. This creates the complex problems of co-
ordination and integration of activities adaptable for and adaptable to the
expanding and diversifying situations. This situations all for training in the
skills of co-ordination, integration and adaptability to the requirements of
growth, diversification and expansion.

v. Human Relations:
Trends in approach towards personnel management has changed
from the commodity approach to partnership approach, crossing the
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human relational approach. So today management of most of the
organizations has to maintain human relations besides maintain should
industrial relations although hitherto the managers are not accustomed to
deal with the workers accordingly. So, training in human relations is
necessary to deal with human problems (including alienation, interpersonal
and inter-group conflicts etc.)

vi. Changes in the job assignment

Training is also necessary what the existing employee is
promoted to the higher level in the organization and when there is some
new job or occupation due to transfer. Training is also necessary to equip
old employees with the advanced disciplines, techniques or technology.

The need for the training also arises to :

➢ Increase productivity
➢ Improve quality of the product/service
➢ Help a company to fulfill its future personnel needs
➢ Improve organizational climate
➢ Improve health and safety
➢ Prevent obsolescence
➢ Effect personal growth
➢ Minimize the resistance to change and
➢ To act as mentor

Training Objectives:

Generally line managers ask the personnel manager to formulate the

training polices. The personnel manger formulates the following training
objective in keeping the company’s goals and objectives:
➢ To prepare the employee, both new and old to meet the present as well
as the changing requirements of the job and the organization.
➢ To prevent obsolescence.
➢ To impart the new entrants the basic knowledge and skills they need for
an intelligent performance of a definite job.
➢ To prepare employees for higher level tasks.
➢ To assist employees to function more effectively in their present
positions by exposing them to the latest concepts, information and
techniques and developing the skills they will need in their particular
fields.

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➢ To build up a second line of competent officers and prepare them to
occupy more responsible positions.
➢ To broaden the minds of senior managers by providing them with
opportunities for an interchange of experiences within and outside with
a view to correcting the narrowness of outlook that may arise from
overspecialization.
➢ To develop the potential abilities of people for the next level job.
➢ To ensure smooth and efficient working of a department.
➢ To ensure economical output of required quality.
➢ To promote individual and collective morale, a sense of responsibility,
cooperative attitudes and good relationships.

Training Methods

The training programmers commonly used to train operative and

supervisory personnel in the organization. These training programmers are
classified into on – the job and off –the –job programmers.
Training Methods

On-the-job Methods Off-the-job Methods

- Job rotation -vestibule training
- Coaching - Role Playing
- Job instruction - Lecture Methods
- Training through step-by-step - conferences or
discussions
- Committee Assignments - programmed
Instruction
On-The-Job Training Methods
This type of training also known as job instruction training is the
most commonly use method. Under this method, the individual is placed
on a regular job and taught the skills necessary to perform that job. The
trainee learns under the supervision and guidance of a qualified worker
instructor. On-the-job training has the advantage of giving first hand
knowledge and experience under the actual working conditions. While the
trainee learns how to perform a job, he is also a regular worker rendering
the services for which he is paid. The problem of transfer of trainee is also
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minimized as the person learns on-the-job. The emphasis is placed on
rendering services in the most effective manner rather than learning how to
perform the job. On-the-training methods include job rotation, coaching,
job instruction or training through step-by-step and committee
assignments.
1. Job Rotation:
This type of training involves the movement of trainee from on job
to another. The trainee receives job knowledge and gains experience from
his supervisor of trainer in such of the different job assignments. Though
this method of training is common in training managers for general
management positions, trainees can also be rotated from job to job in
workshop jobs. This method gives an opportunity to the trainee to
understand the problems of employees on other jobs and respect them.

2. Coaching:

The trainee is place under a particular supervisor who functions as a

coach in training the individual. The supervisor provides feedback to the
trainee on his performance and offers him some suggestions of
improvement. Often the trainee share
Some of the duties and responsibilities of the coach and relieves him o
his burden. A limitation of this method of training is that the trainee may
not have the freedom or opportunity to express his own ideas.

2. Job Instruction:
This method is also known as training through step by step. Under the
method, the trainer explains to the trainee the way of doing the jobs, jobs,
job knowledge and skills and allows him to do the job. The trainer appraises
the performance of the trainee, provides feedback information and corrects
the trainee.

3. Committee Assignments:

Under the committee assignment, a group of trainees are given and

asked to solve an actual organizational problem. The trainees solve the
problem jointly. It develops teamwork

Off-the-Job Methods.

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 Under this method of training, the trainee is separated from the job
situation and his attention is focused upon learning the material related to
his future job performance. Since the trainees is not distracted by job
requirements, he can place his entire concentration on learning the job
rather than spending his time in performing it. There is an opportunity for
freedom of expression for the trainees. Companies have started using
multimedia technology and information technology is training off-the-job
training methods are

i.Vestibule Training:
In this method actual work conditions are simulated in a class room,
Material, files and equipment which are used in actual job performance are
also used in training. This type of training is commonly used for training
personnel for clerical and semiskilled jobs. The duration of this training
ranges from days to a few weeks. Theory can be related to practice in this
method.

i. Role Playing:

It is defined as a method of human interaction that involves realistic

behavior in imaginary situations. This method of training involves action,
doing and practice. The participants play the role of certain characters such
as the production managers, mechanical engineer, superintendents,
maintenance engineers, quality control inspectors, foremen, workers and
the like. This method is mostly used for developing inter-personal
interactions and relations.

ii. Lecture Method:

The lecture is traditional and direct method of instruction. The
instructor organizes the material and gives it to a group it to a group of
trainees in the form of a talk. To be effective, the lecture must motivate and
create interest among the trainees. An advantage of the lecture method is
that it is direct and can be used for a large group of trainees. Thus, costs
and time involved are reduced. The major limitation of the lecture method
is that it does not proved off transfer of training effectively.

iii. Conference or Discussion:

It is a method in training the clerical, professional and supervisory
personnel. This method involves a frump of people who pose ideas,
examine and share facts, ideas and data, test assumptions and draw
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conclusions, all of which contribute to the method, in that the discussion
involves tow-way communication and hence feedback is provided. The
participants feel free to speak in small groups. The success of this method
depends on the leadership qualities of the person who leads the group.

iv. Programmed Instruction:

In recent years, this method has become popular. The subject matter to be
learned is presented in a series of carefully planned sequential units. These
units are arranged from simple to more complex levels of instruction. The
trainee goes through these units by answering questions or filling the
blanks. This method is expensive and time consuming.
THE TRAINING PREDCEDURE

The following training procedure is essentially an adoption of the job

instruction training course, which has been proved to have great value

The important steps in the training procedure are :-

i. Preparing the Instructor:

The instructor must know both the job to be taught and how to
teach it. The job must be divided into logical parts so that each can
be taught at a proper time without the trainee-losing plant. For
each part, on should have in mind the desired technique of
instruction, that is, whether a particular point is best taught by
illustration, demonstration or explanation.
A serious and committed instruction must:
➢ Know the job or subject he is attempting to teach.
➢ Have the aptitude and ability to teach
➢ Have willingness towards the profession.
➢ Have a pleasing personality and capacity for leadership
➢ Have the knowledge of teaching principles and methods.
➢ Be a permanent student, in the sense that he should equip
himself with the latest concepts and knowledge.

ii. Preparing the Trainee:

As in interviewing, the first step in training is to attempt to
place the trainee at ease. Most people are somewhat nervous when
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 approaching an unfamiliar task. Though the instructor may have
executed this training procedure, many times he or she never forgets
its newness to the trainee. The quality of empathy is a nark of the
good instructor.

iii. Getting Ready to Teach:

This stage of the programme is class hour teaching involving the following
activities:

➢ Planning the program me

➢ Preparing the instructor’s outline
➢ Do not try to cover too much material
➢ Keep the session moving along logically
➢ Discuss each item in depth
➢ Repeat, but in different words.
➢ Take the material from standardized texts when it is
available
➢ When the standardized text is not available, develop the
program me and course content biased on group approach,
Group consists of employer, skilled employees,
supervisors, trade union leaders and other
➢ Familiar with job requirements. Group prepares teaching
material.
➢ Teach about the standard for the trainee like quality,
quantity, waste or scrap, ability to work without
supervision, knowledge or procedure, safety rules, human
relations etc.
➢ Remember your standard, before you teach.

iv. Presenting the Operation:

There are various alternative ways of presenting the operation viz.
Explanation, demonstration etc. an instructor mostly uses these
methods of explanation. In addition, one may illustrate various points
through the use of pictures, charts, diagrams and other training aids.
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 V. Try out the Trainee’s Performance:
As a continuation of the presentation sequence given above, the
trainee should be asked to start the job or operative procedure. Some
instructor prefers that the trainee explain each step before doing it,
particularly if the operation involves any danger. The trainee, through
respective practice, will acquire more skill.

Vi. Follow-up:

The final step in most training procedures is that follow-up. When

people are involved in any problem or procedure, it is unwise to
assume that things are always constant. Follow-up can be adapted to
a variable reinforcement schedule as suggested in the discussion of
learning principles. Every training programme should have a follow-
up; otherwise the training programmers in the future cannot be
improved.

TRAINING WITHIN INDUSTRY:

Training to the employees can be provided both within the industry
and outside the industry. Training within the industry is provided through
both on-the-job methods and off-the-job methods.
Normally supervisors, foremen and supervisors provide the training
to the employees. Supervisors in coach the employees initially how to
handle the machines, materials, accounts, files, records etc., and also clarify
the issues and doubts raised by the employees.
Supervisors observe the employees when they carry-out the job on
their own, identify the mistakes that the employees commit, performance of
the employee etc. supervisors have to appreciate the employees publicly
and counsel them privately regarding their mistakes. Like this, the
supervisors, teach, coach and instruct the employees until they do the job
perfectly.
In addition, some supervisors deliver the lectures to group of
employees, take them surround the factory or work place and ask them to
observe when the supervisor is handling a machine or material or files. The
supervisors also arrange exhibitions of carrying activities by different
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 employees. In addition to coaching and step-by-step training,
managements also provide training through job rotation and committee
assignments.
Some industrial units establish their own training institutes or
colleges and arrange for training within the industry. These institutes or
colleges use off-the-job-training methods like lecture, role-plays, vestibule
training, conferences and programmed instructions.
Advantages
Almost all organizations prefer training within industry due to its
advantages.
They are:
➢ Less cost, less time-consuming, High appropriate as the
supervisors coach
➢ Familiarity of the employees to the work place and work
environment of the industry
➢ Loss of time due to employee absence to this work in minimum
➢ Employee’s progress an be judged easily and immediately.
➢ Employees can implement the training inputs effectively.

Advantages of training

The contributions of imparting training to a company should be readily

apparent. The major values are

i. Increased Productivity:
An increase in skill usually results in an increment in both quality
and quantity of output. However, the increasingly technical nature
of modern jobs demands systematic training to make possible even
minimum levels of accomplishment.
ii. Heightened Morale:
Possession of needed skills helps to meet such basic human needs
as security and ego satisfaction. Collaborate personnel and human
relations programmes can make a contribution towards morale,
but they are hollow shells if there is no solid core of meaningful
work down with knowledge, skills and pride.

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iii. Reduced Supervision:
More accidents are caused by deficiencies in people than by
deficiencies in equipment and working conditions, proper training
in both job skills and safety attitudes should contribute towards a
reduction in the accident rate.
iv. Reduced accidence:
More accidents are caused by deficiencies in people than by
deficiencies in equipment and work in conditions. Proper training
in Both job skills and safety attitudes should contribute towards a
reduction in the accident rates.
v. Increased Organizational Stability:

The outcomes of training help for organizational stability by

enhancing organizations human capital. The ability of an
organization to sustain its effectiveness despite the loss of key
personnel can be developed only through creation of a reservoir of
employees, Flexibility, the ability to adjust to short-run variations
in the volume of work requires personnel with multiple skills to
permit their transfer to jobs where the demand highest.

EVALUATIN OF TRANING PROGRAMME

The specifications of values form a basis for evaluation. The basis of

evaluation and the mode of collection of information necessary for
evaluation should be determined at the planning stage. The process of
training evaluation has been defined as “any attempt to obtain information
on the effects of training performance and to assess the value of training in
the light of that information”. Evaluation leads to controlling and
correcting training program me. Hamblin suggested five levels at which
evaluation of training can take place. Viz. reactions learning, job behavior,
organization and ultimate value.
i. Reactions
Training program me is evaluated on the basis of trainee’s reaction
to the usefulness of coverage of the matter, depth of the course
content, method of presentation, teaching methods etc.

ii. Learning

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 Training program me, trainer’s ability and trainee ability are
evaluated on the basis of quantity of content learned and time in
which it is learned and the learner’s ability to use or apply the content
he learned.

iii. Job Behavior

This evaluation includes the manner and extent to which the
trainee has applied his learning to his job.

iv. Organization
This evaluation measures the use of training, learning and change
in the job behavior of the department/organization in the form of
increased productivity, quality, morale, sales turnover and the like.

v. Ultimate Value
It is the measurement of the ultimate result of the contributions of
the training programme to the company goals like survival, growth,
profitability etc. and to the individual goals like development of
personality and social goals like maximizing social benefit.

The various methods of training evaluation are :

➢ Immediate assessment of trainees’ reaction to the programme.

➢ Trainee’s observation during the training programme.
➢ Knowing trainees expectations before the training programme
and collecting their view regarding the attainment of the
expectations after training.
➢ Seeking opinion of the trainee’s superior regarding his/her job
performance and behavior before and after training.
➢ Evaluation of trainee’s skill level before and after the training
programme.
➢ Evaluation of trainee’s skill level before and after the training
programme.
➢ Measurement of improvement in trainees on the job behavior.
➢ Examination of the testing system before and after sometime of
the training programme.
➢ Measurement of trainee’s attitudes after the training
programme.
➢ Cost-benefit analysis of the training programme.

68 | P a g e
 ➢ Seeking opinion of trainee’s colleagues regarding his/her job
performance and behavior.
➢ Measurement of levels in absenteeism turnover, waste/scrap,
accidents, breakage of the machinery during pre and post
period of the training programme,
➢ Seeking opinions of trainee’s subordinates regarding his/her
job performance and behavior.

Recent Development in Training

Employee Self Initiative:

Employees have realized that change is the order of the day and hey
have started playing the role of an change agent. Consequently, employees
identify their own training needs, select appropriate training programmes
organized by various organizations and Undergo the training programmes.
Thus, employees in recent times started taking proactive learning measures
on their own.

On-line training:
Companies started providing on-line training. Trainees can undergo
training by playing at the place of their work. Participants complete course
work from wherever they have access to computer and Intranet/Internet.
Different types of media are used for on-line training.

Management Development
Organization provides managerial skills to its employees at all levels,
in addition to technical skills, Managerial skills are provided through
management development programmes whereas technical skills are
provided through training.
Management Development is a systematic process of growth and
development by which the managers develop their abilities to mange. So, it
is the result of not only participation in formal coursed of instruction but
also of actual job experience. It is concerned with improving the
performance of the managers by giving them opportunities for growth and
development, which in turn depends on organization structure of the
company.

Role of the Organization:

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 “The role of the company in management development is to establish
the programme and the development opportunities for its present and
potential managers.”
“Executive development is eventually something that the executive
has to attain himself. But he will do this much better if he is given
encouragement, guidance and opportunity by his company.”

Objectives of Management Development:

The management development programmes are organized with a

view to achieving specific objectives they are :
➢ To overhaul the management machinery
➢ To improve the performance of the managers
➢ To give the specialists on overall vie of the functions of an
organization and equip them to co-ordinate each other’s efforts
effectively.
➢ To identify persons with the required potential and prepare them
for senior positions.
➢ To increase morale of the members of the management group.
➢ To increase versatility of the management group.
➢ To keep the executives abreast with the changes and developments
in their respective fields.
➢ To create the management succession, which can take over in case
of contingencies.
➢ To improve thought process and analytical ability.
➢ To improve thought process and analytical ability.
➢ To broaden the outlook of the executive regarding his role
positions and responsibilities.
➢ To understand the conceptual issues relating to economic, social
and technical areas.
➢ To understand the problems of human relations and improve
human relations skills and
➢ To stimulate creative thinking.
➢ To stimulate creative thinking.
➢ Achievement of the above stated objectives is very difficult as some
factors inhibit the management development process.

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Need for Management Development Programme:

The need for management development programme arises due to the

following reasons:

➢ Techno-managers like basic chemicals engineers, mechanical

engineers, information/systems engineers need to be developed in
the areas of managerial skills, knowledge and abilities.
➢ Efficient functioning of public utilities, transport, communications
etc. depends on professionalization of management in the sectors
➢ Professionalization of management at all levels particularly in
service organizations need the development of managerial skills
and knowledge particularly at lower and middle levels.
➢ Transmission of communist/socialistic societies into capitalistic
economies changed the structure of the principles of business.
These changes along with liberalization, privatization and
globalization of business changed the principle. Hence,
development of the present managers in these new principles/
areas I highly necessary.
➢ Human resources development of the managers in multiple areas
necessitates the executive development programme.
➢ The need for management development raised due to providing
technical skills and conceptual skills to non-technical managers
and managerial skills and conceptual skills to technical managers.
➢ The intensive competition and consequently upon employment of
various grand strategies by various business organizations
necessitates the development of managers.
➢ The emergence of new concepts in management like Total Quality
Management, Enterprise Resources Planning, and Business
Process Reengineering Empowerment etc. necessitates the
management to offer developmental programmes.
➢ Entry of multinational and transitional corporations brought new
trends and strategies for the domestic companies also. These
factors necessitated the domestic companies also. These factors
necessitated the domestic companies to undertake developmental
programmes.

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Principles of Management Development:

The top management of a company should follow certain principals to

make the management development programmes effective. They are:
➢ The management should assess the development needs of its
mangers at different levels through performance analysis and
development methods.
➢ Management should decentralize the responsibility of
developing the managers of different departments/units and
make the head of the department unit responsible for it.
➢ Management should integrate career planning and
development of the organization with the management
development programmes.
➢ Even managers of the organization should be motivated and
empowered to take up developmental programmes.
➢ Management development programme is a continuous process.
➢ Management should encourage the manager to take up
programmes on their own in addition to the company
sponsored programmes.
➢ Management should make use of the management development
programmes organized by outside agencies like IIM. XLRI etc.
➢ The content of the programme should be need based for the
individual manager and the organization.
➢ The physical, social and psychological climate for the
programmes should be conductive.
➢ All managers should be encouraged to undergo development
programmes in order to avoid executive obsolescence.
Method of Management Development
There are mainly two types of methods by which mangers can acquire
the knowledge, skills and attitudes and make themselves compact
managers.
1. Formal Training
2. On-the-job experiences.

On-the-job Techniques
The important on-the-job training techniques are:
1. Coaching
2. Job rotation

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 3. Under study and
4. Multiple Management

1. Coaching:
In coaching, the trainee is placed under a particular supervisor who
acts as an instructor and teaches job knowledge and skills to the trainee. He
tells him what he wants him to do, how it can be done and follows up while
it is being done and corrects errors.
The act of coaching can be done in several ways. The executive apart from
asking them to do the routine work may ask term to tackle some example
problem by giving them a chance to participate in decision-making.
On of the important limitations of this technique is that the
individual cannot develop much beyond the limits of his own boss’s
abilities.
2. Job Rotations:
The transferring of executives from job to job and from department to
department in a systematic manner is called job Rotation. When a manger
is posted to a new job as part of such a programme, it is no nearly an
orientation assignment. He has to assume the full responsibility ad perform
all kinds of duties.
The idea behind this is to give him the required diversified skills and
broader outlook which are very important at the senior management levels.
It is up to the management to provide a variety of the experiences for those
who have the potential for higher ranks before they are promoted.
Job rotation increases the inter-departmental co-operation and
reduces the monotony of work. It makes the executives in general
management and does not allow them to confine themselves to their
specialized field only.
3.Under Study:
“An understudy is a person who is in training to assume as a future time,
the full responsibility of the position currently held by his superior”. This
method supplies the organization a person with as much competence as the
superior to fill his post which may fall vacant because of promotion,
retirement or transfer.

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As an understudy may be chosen by the department or its head, he will then
teach what his job is. This under study also learns the decision-making as
his superior involves him in the discussion of daily operating problems as
well as long-term problems. The leadership skills can also be taught by
assigning him the task of supervising two or three people of the
department.

4.Multiple Management:

Multiple Management is a system in which permanent advisory

committees of managers study problems of the company and makes
recommendations to the higher management. It is also called junior-board
of executive system. These committees discuss the actual problems and
different alternative solutions after which the decisions are taken.

The technique of multiple management has certain advantages over

the other techniques. They are:

• Members have the opportunity to acquire the knowledge of various

aspects of business.
• It helps to identify the members who have the skills and capabilities
of an effective manger.
• Members have the opportunity to participate in the group interaction
and thereby gain the practical experience of group decision-making.
• It is relatively an inexpensive method and
Considerable number of executives can be developed in a short span
of time.

Off-the-job Methods

On-the-job techniques have their own limitations; these off-the-job

techniques are considered important to fill those gaps. The following are
some of the important off-the-job techniques

I. The Case Study

II. Incident Method
III. Role playing
IV. In basket method
V. Business game

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 VI. Sensitivity training
VII. Simulation
VIII. Grid training
IX. Conference
X. Lectures.

i. The Case Study:

The cases are prepared on the basis of actual business situations that
happened in various organizations. The trainees are given cased for
discussing and deciding upon the case. Then they are asked to identify the
apparent and hidden problems for which they have to suggest solutions.

ii. Incident Method:

It aims to develop the trainee in the areas of intellectual ability,
practical judgment and social awareness, under this method, each
employee develops in a group process. Incidents are prepared on the basis
of actual situations which happened in different organizations. Each
employee in the training group is to study the incident and to make short-
term decisions in the role of a person who has to cope with the incident in
the actual situation. Later, the group studies and discusses the incident and
takes decisions relating to incidents, based on group interaction and
decisions taken by each member. Thus, this method is similar to a
combination of cases method and in basket method.

iii. Role playing:

A problem situation is simulated by asking the participants to

assume the role of a particular person in the situation. The participant
interacts with other participants assuming different roles. The mental set of
the role is described but no dialogue is provided.

The whole play may be tape-recorded and the trainee may thus be
given the opportunity to examine his or her own performance.
Role playing gives the participants various experiences which
are of much use to understand people better. This method teaches human
relations skills through actual practice. The exemplary role playing
situations are: a Grievance discussion, Employment interview, A sales
presentation etc.

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 iv. In basket method:
The trainees are first given background information about a
simulated company, its products, key personnel, various memoranda,
request and all date pertaining to the firm. The trainee has to understand
all this, make notes, delegate tasks and prepare memos within a specified
amount of time.
Abilities that this kind of exercise develops are:
• Situational judgment in being able to recall details, Establish
priorities, inter relate in terms and determine need for more
information.
• Social sensitivity in exhibiting courtesy in written notes, scheduling
meetings with personnel involved and explaining reasons for actions
taken.
• Willingness to make decision and take action.

iv. Business game:

Under this method, the trainees are divided into groups or different
teams. Each team has to discuss and arrive at decisions concerning such
subjects as production, pricing, research expenditure, advertising etc.
assuming itself to be the management of a simulated firm. The other teams
assume themselves as competitors and react to the decision. This
immediate feedback helps interaction among participants and gives them
the experience in cooperative group process.
All this develops organizational ability, quickness of thinking,
leadership qualities and ability to adopt under stress.

v. Sensitivity training:
The main objective of the sensitivity training is the “development of
awareness of and sensitivity of behavioral patterns of oneself and others”.
This development results in the
➢ Increased openness with others,
➢ Greater concern for other,
➢ Increased tolerance for individual differences
➢ Less ethnic prejudice
➢ Understanding of group processes
➢ Enhanced listening skills and
➢ Increased trust and support

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 The role played by the trainee here is not a structured one as in role
play. It is a laboratory situation where one gets a chance to know more
about himself and the impact of his behavior on others. It develops
managerial sensitivity, trust and respect for others. One of the limitations
of sensitivity training is that it extracts a huge emotional cost form the
manager.

vi. Simulation:
Under this technique, the situation is duplicated in such a way
that in carries a closer resemblance to the actual job situation. The trainee
experiences a feeling that he is actually encountering all those conditions.
Then he is asked to assume a particular role in the circumstances and solve
the problems by making decision. He is immediately given a feedback of his
performance.
One of the limitations of this method is that it is very difficult to
duplicate the situation to the extent of making the trainee feel the pressures
and realities of actual decision-making on the job. The very fact that trainee
knows that it is an artificial situation prevents him from experiencing all
that he experiences in a real job situation.

vii. Grid Training/Managerial Grid:

It is a six phase program me lasting from three to five years. It
starts with upgrading managerial skills, continues to group improvement;
improves inter-group relations, goes into corporate planning, develops
implementation method and ends with an evaluation phase. The grid
represents several possible leadership styles. Each style represents a
different combination of two basic orientations - concern for people and
concern for production.

viii. Conferences:
A conference is a meeting of several people to discuss the subject
of common interest. But contribution from members can be expected as
each on builds upon ideas of other participants. This method is best suited
when a problem has to be analyzed and examined from different
viewpoints.
It helps the members develop their ability to modify their
attitudes> participants enjoy this method of learning as they get an
opportunity to express their views.

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 The success of the conference depends on the conference leader.
In order to make the conference a success, the conference leader must be
able to see that the discussion
Is thorough and concentrate on the central problem by encouraging all
the participants to develop alternatives and present their viewpoints and by
preventing domination by a few participants.

ix. Lectures:
It is the simplest of all techniques. This is the best techniques to
present and explain series of facts, concepts and principles. The lecturer
organizes the material and gives of trainees in the form of talk.

The main uses of lectures in executive development are:

• It is direct and can be used for a larger group of trainees
• It presents the overview and scope of the subject clearly
• It presents the principles, concepts, policies and experiences in the
shortest time. Thus, it is a time saving technique.

Selection of Techniques
The success of any management development program me largely
depends on the selection of the techniques. However, it should also be
remembered that no single technique can prove to be sufficient, but only
the combination of techniques makes any management development
program me effective. This is because all managers all levels require all
kinds of skills but in varied proportions. The following table may be used in
the determination of these techniques based on the needed proportions.
The following table may be used in the determination of these techniques
based on the need proportions.

SUITABILITY OF VARIOUS TECHNIQUES OF MANAGEMENT DEVELOPMENT

S No Technique Suitability
1. Job Rotation This is particularly useful in the development of diversified
skills and to give executives a broader outlook, which are
very important to the upper management levels.

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2. Understudy An understudy in normally chosen with a forethought of
making available to the organization a subordinate who is
equal to his superior in the event of retirement, illness or
death of the superior. The subordinate will be able to take
over this position and manage as effectively as his boss
could.
3. Multiple This technique is mainly useful in bringing the managers
Management out of their narrow shells and help them gain a broader
outlook and knowledge in different functional areas.
4. Case study In the development of executive and analytical and
decision making skills, this technique is particularly useful.
5. Incident This technique improves one’s intellectual ability, practical
Method judgment and social awareness.
6. Role play Role playing helps executives in understanding people
better by giving them vicarious experiences.
7. In Basket Situational judgment and social sensitivity are the two
important qualities that can be developed with the help of
this method.
8. Business This technique may be used in order to develop
Games organizational ability, quickness of thinking and
leadership.
9. Sensitivity This helps one know more about himself and the impact
Training of his behavior on others, which are important to manage
people better.
10. Simulation Problem solving through decision-making can be
developed quite well the help of simulation.
11. Managerial To develop leadership qualities in executives over a long
Grid period of time, this technique is adopted.
12. Conferences The most difficult thing for any one is to change his own
attitude. This technique develops the ability of the
executives to modify their attitudes, when needed in the
interest of the organization
13. Lecturers This is the best technique to give more knowledge in a
short period of time to a large number of participants.

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Evaluation of Management Development Programme

Management development programmes should be evaluated in order

to find out whether the objectives of the programmes are achieved or not.
The development programmes would be effective, if they contribute to the
organizational group and individual goals.
Management should delegate the responsibility of evaluation to a
senior manager in the HRD department. The evaluation specialist should
be a continuous process and specific. The evaluation specialist should
inform the trainees well in advance the content, objectives, areas and the
method of evaluation. Evaluation must be objective oriented. Evaluation
must be realistic in terms of direction, standards etc.
The areas of evaluation include different managerial skills,
knowledge, technical skills and knowledge and conceptual skills and
knowledge. The areas should be specific for each MDP based on the content
proved. Further, the evaluation can also be conducted regarding the
training methodology, input/output/content, infrastructure and physical
facilities, teaching aids etc.
Evaluation should not only immediately be after the completion of the
programmes but also in specific intervals in the long-run in order to find
out the impact of the MDP in the job behavior and efficiency of the trainee.
Further, the evaluation army also measures the improvement in decision-
making skills, inter-personal relations, strategy asking and implementation
skills, role modeling skills etc, these areas depend upon the content of each
MDP.
The evaluation results should be provided to the trainees, their
superiors, subordinates and HRD department of the organization. These
results can be used of further improvement of the future programmes in the
company.

TRANING AND DEVELOPMENT AT VSP

VSP has a well-established Training and Development Center, which

identifies the needs of the employees and provides training based on the
identified requisites.

The main quality objectives of the Technical Training Institute for the
year 2017-18 are as follows:-

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• To train 580employees in QMS related programmes namely
Employee involvement, Concept of Total Quality, SPC Techniques for
sustainable development.

• To train 600 employees in Environment related prgs on Management

of Waste, Oprn. & Maint. Of Pollution Control Equipments and
System Orientation for Auditees for sustainable development.

• To train 1300 employees in OHSMS related programmes namely

Awareness on OHSAS 18001, Safety & Occupational Health
Management, Behavioural Based Safety Management, Training for
First Aiders, Gas Safety, Electrical Safety and Fire Rescue Training for
sustainable development.
• To train 750 employees in Energy related prgs on Energy Awareness,
Energy Management and Audit and EnMS ISO 50001 awareness for
sustainable development.

• To train 10,500 employees in various Skill development,

Technological, Health & Safety and PC related courses for sustainable
development.

• To achieve more than 85% training effectiveness of training

programmes. i) To update the training facilities, course materials and
to follow up with faculty for conduction of training programmes. ii)
To conduct Pre & post tests for five training programmes for arriving
Learning Index.

• To implement 14 quality circle projects.

• To ensure generation of 70 suggestions.

• To train 100% student visitors, Trainees & Employees on safety

precautions to be followed in the plant in order to ensure incident
free visit of student visitors, trainees & Employees to Technical
Training Institute & Plant.

• To develop 400 sq mtrs for afforestation in order to plant 25

samplings in TTI Campus / Trainee Hostels.

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The major training programmes that are conducted by the training and
development center are:

FREESHERS TRAINING

Initially a small of trainees were recruited among the displaced

persons in December 1991. Since then a sea change has taken place. The
novel feature of VSP manpower is that almost 90% of
The work force in the works division has been recruited through
training in various schemes like
1. Management Trainees
2. Senior Trainees
3. Junior Trainees
Special schemes were worked out and implemented to facilitate
induction of displaced persons as well as SC and ST categories such as
➢ Special Trainees
➢ Asst. Technical Trainees
➢ Secretarial Asst. Trainees
The list of trainees and their training programmed is given below. The
trainees were given orientation training, which includes induction training,
basic
Lectures and workshop training with multi skilled approach for the junior
trainees

S. No Name of Trainees Training period Probation

1. Management trainees 1 year 1 year
(M.T)s
2. a) senior Trainees (SOT) 2 years 1 year
b) special SOT’s 2 years 1 year
3. Assistant Steno’s 1 1/2 years 1 year
(Ast’s) Trainees
4. Junior Trainees (JOT’s) 2 years 1 year
5. a) Special Trainees 2 years (6 months+ 1 1/2 years. 1 year

b) Super Special Trainees 30 months (12 months + 18 1 year

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 months)

6. Trainee Khalasis 2 years 1 year

There is a wing called Training Administration, which helps in taking
care of the administration aspects in smooth functioning of the training
programmes.

The main function of this wing :-

➢ To see that the trainees are paid the stipend properly.

➢ Their leave accounts are maintained.
➢ Advances like T.A., Cycle, and Medical etc. that are required for the
trainees are extended to the rules functioning.
➢ Their characters and incidents clearances are obtained from the
district head before regularization.
➢ Any disciplinary actions that are required are taken on the
recommendations of the concerning officers.
➢ Providing Audio, visual aids for imparting effectively. The period of
training for MT’s (Administration) of VSP is 1 year

Skill Development Programs

Skill development programs are those programs that are conducted in

the organization to enrich the skills of the employees who deal with the
various equipment in the plant. These programs are mainly conducted at
the workshop where full-fledged training is given on the equipment. Hence
we can say that main purpose of the skill development program is to
improve the skills of those employees who directly work with the
equipment.
There are several programs that are conducted in a calendar year and
all the topics are covered based on the requirement. All these programs are
coded as SM(01) to SM(13). And each code carries a specific topic on which
the training program will be conducted. The details of the training program
are published in the training calendar, which has the day and dates printed
about hen the training will be conducted. Every employee in the VSP is
provided this calendar so that he attends the training program as on the

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given dates. After the training is completed feedback is taken from the
employees and with this the grading is done of how effective the training
was and whether the training was helpful for the employee to implement it
at the workplace. Post training evaluation is done which would give us the
learning level index and as well the average feedback. In this way we can
easily know how much the employees gained from the training. It helps the
organization as a whole to evaluate the performance of the employees after
their training is terminated. It leads to increased efficiency of the
organization and as well increased the individual efficiency.

S. no Program No. of prog. No. of Participants Avg. of Learning level

code
1 SM 01 7 101 --------------
2 SM 02 NE 12 273 69.49
3 SM 02 ED 4 83 61.70
4 SM03 9 222 72.90
5 SM04 8 164 47.05
6 SM 05 6 113 50.19
7 SM 06 T 6 192 49.54
8 SM 06 K 12 341 -----------------
9 SM 07 6 133 70.88
10 SM 09 10 189 62.36
11 SM 10 6 62 66.09
12 SM 11 5 38 76.48
13 SM 12 5 56 69.21
14 SM 13 6 58 73.22

The various Skill Development Programmes that are conducted are :

Program code Program Title Level

SM 01K Basics of Mechanical Maintenance & Khalasis
Safety Aspects
SE 10,N Operation & Maintenance of New JO-E4,
Generation Motors T-FM
SM 02,02N Alignment of Equipment & Safety JO-E3,
Aspects T-FM

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 SM 03N Baring Maintenance and Lubrication & T-FM
Saftey Aspects
SM 04N Gear box and Couplings & Safety T-FM
Aspects
SM 05N Valves and Pump maintenance & T-FM
Safety Aspects
SM 06K Material Handling & Safety Aspects Khalasis
SM 06N Material handling & Safety Aspects T-FM
SM 07N Hydraulics & Safety Aspects T-FM
SE 08,N Circuit Breakers and Vaccum JO-E4,
Contactors T-FM
SE 09 Converter Transformers in VFD JO-E4
SE 11N Operation & Maintenance of UPS T-FM
SM 14N Are welding & Safety Aspects T-FM
SM 27 Balancing of Rotating Equipments JO-E4
SM 18N Conveyer Belt Maintenance & Safety T-FM
Aspects
SM 12 Gas Cutting & Safety Aspects T-FM
SM 26N Hoist Maintenance & Safety Aspects T-FM
SM 32N Maintenance of Lifting & Pulling T-FM
Tackles
SM 33N Maintenance of Pipelines T-FM
SM 34N Maintenance of Submersible Pumps T-FM
SM 35N Operation and Maintenance of Air T-FM
Compressors

Learning Index = (Post test score – pre test score)/ (100- pretest score) *100

Program code Avg. of learning level Avg. of behavior

(Feedback) Level
SM 01 4.64 3.25
SM 02 4.27 3.56
SM 03 4.31 3.98

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 SM 04 4.14 3.93
SM 05 4.14 3.74
SM 06 4.57 3.26
SM 07 4.32 3.76
SM 09 4.05 3.83
SM 10 4.75 3.93
SM 11 4.30 3.53
SM 12 4.47 3.02
SM 13 4.36 3.04

VOCATIONAL TRAINING:-
The main aim of the vocational training in Visakhapatnam steel plant
is to train the students from educational institutions and to impact
knowledge and skill pertaining to the activities in the organization.
The concept of vocational training is to make the students
accustomed to the work culture of the organization. The vocational training
will not only enhance the abilities of the trainees but also inculcate
organizational awareness in the minds of the trainees.
Types of vocational training are two types:-
1. PROJECT WORK
2. INDUSTRIAL TRAINING

PROJECT WORK:-
The duration of this training period is 1 to 3 months and given
to all the technical personal regarding the work culture and to impact
the knowledge and skills in performing the jobs. Those entrants who are
already studying in the educational institution mainly utilize this training
thus they can utilize their leisure or vocation period to gain knowledge and
also have a practical experience in working environment.

INDUSTRIAL TRAINING:-

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 In this training period ranges from 4 to 6 weeks and this training
is given to technical students. It allows the students to be aware of the
organizational climate. The main essence of this training period is to
create awareness among the trainees regarding prevailing industrial
relations in the organization.
Vocational training is only for those students who are in courses like
engineering, M.SC (IS), MSC (IT), MCA and BCA, & BBM students.
APPRENTICESHIP TRAINING:-
Apprenticeship training is widely in vogue today in many industries.
Under this method both knowledge and as well skills “a job or a series of
related jobs are involved. Apprenticeship training is described in industries,
which require a constant flow of new employees expected to become all-
round craft men.
According to the apprenticeship act 1973, it is a statutory obligation
on the part of the employer to provide stipend or monitory incentives to the
trainees who undergo apprenticeship training as far as Visakhapatnam steel
plant is concerned there are 3 types of apprenticeship training that are
conducted.
They are:-

TECHNICAL APPRENTICESHIP.

GRADUATE APPRENTICESHIP TRAINING.

TECHNICAL (VOCATIONAL) TRAINING.

TECHNICAL APPRENTICESHIP:-

This training provided to all the diploma holders to acquaint

themselves with the working conditions of the organization.

GRADUATE APPRENTICESHIP TRAINING:-

This training is given to all the engineering graduates and Makes them to
acquaint with the updated knowledge, and skills pertaining to working
environment in VSP.

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TECHNICAL (VOCATIONAL) TRAINING:-

This technical (vocational) training is further divided into 2 types they are:-

1. OFFICE ASSITANTSHIP.

2. AUDITING AND ACCOUNTING

TRADE APPRENTICESHIP TRAINING:-

This training is given to all the ITI students. The duration of this
course is one to two years dividing upon the different trades.
On the Job Training:
It is method of training the employees or the workers to improve their
skills and competencies required for their job. It means that on the Job
Training is conducted to increase the employee input to achieve higher
efficiency so that the requisites of the job are fulfilled and the performance
of the employees is maximized.
On The Job Training places the employees in a actual work situation and
makes them appear to be immediately productive. It is hence learning by
doing.
There are several methods used for training the employees under this
i.e. Apprenticeship Training, Simulation Technique, Demonstration, and as
well training on the equipment.

In the perspective of Visakhapatnam Steel Plant, on the Job Training

is very significant aspect to train the existing employees so that higher job
performance is reached, which leads to higher productivity and as well as
higher job satisfaction. To conduct this several steps are to be followed
which begins right form the Job Description to Assessment testing.

The sequence of the On the Job Training at VSP is in the following manner:-

➢ Job Description:
A job is a collection of tasks and responsibilities that an employee is
responsible to conduct. Jobs have titles. A task is a typically defined
as a unit of work, That is, a set of activities needed to produce some

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 result, e.g., sorting the mail, etc. Job Descriptions are lists of the
general tasks, or functions, and responsibilities of a position.
Typically, they also include to whom the position reports,
specifications such as the qualifications needed by the person in the
job, salary range for the position, etc. Job descriptions are usually
developed by conducting a Job analysis, which includes examining
the tasks and sequences of tasks necessary to perform the job. The
analysis looks at the areas of knowledge and skills needed by the job.
Note that a role is the set of responsibilities or expected results
associated with a job. A job usually includes several roles.

Typically, job descriptions are used especially for advertising to fill an

open position, determining compensation and as a basis for performance
reviews. Some times job descriptions are not worded in a manner such that
the employee’s performance can be measured; they end up serving as the
basis for evaluation rather than performance. So it becomes very essential
to have a complete description of the job, which would help us in knowing
the specifications in the job.

Identifying the skills and Knowledge:-

Once the complete description of the job is known then it becomes
essential to identify the skills and knowledge required for the job to be
successfully terminated. Based on the findings at this stage it helps in
knowing the basic requirements to fill that job positions. It may be
qualification or any other technical background or communication skill etc,
based upon the type of job. Once the skills and knowledge required for the
job are identified then it becomes easy for the person in charge to prepare
the subject matter of the job.

Standard Operating Procedures:-

An SOP is a set of instructions or steps someone follows to complete a

job safety, with no adverse impact on the environment (and which meets
compliance standards), and in a way that maximizes operational and
production requirements. SOP are meant for the people who perform jobs
by themselves, for people who work together on a job, and for people who
will perform a job, and the “social culture” or work history within which the
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individual works. SOP material is used to write a description of how a job is
done.
SOP’s are very essential for all the jobs before a job is begun. SOPs
first must be comprehensive. Often SOPs are written by one person, and are
reviewed by one or more others, one of whom may approve a final version.
Most importantly, SOPs should be reviewed several people qualified to
evaluate the SOP in terms of his completeness and clarity of safety,
environmental and operational components. In keeping with the intent of
various International Standards Organization (ISO) standards, these
reviews should be based on the maximum safety, health and environmental
considerations, not merely “what the law requires.

SOPs should be Witten by teams that include some or all of the following:
➢ People who will perform the job
➢ People who will perform maintenance on equipment
involved in an SOP
➢ Engineers or others who design equipment and processes
➢ Technical writers
➢ Safety personnel
➢ Environmental personnel
➢ Equipment manufacturers
➢ Vendor
➢ Suppliers
➢ Contractors coordinator.
Team writing accomplishes several goals besides just producing on SOP:
➢ It ensures that comprehensive knowledge acquired from different
perspectives in applied to the SOP.
➢ It creates “buy-in,” which increased the likelihood that the SOPs will be
implemented under the guidance of the writers.
➢ In trains trainers the people who write the SOP. Having participated in
depth decision making about the SOP, the writers know it intimately and
are more likely to be effective trainers (coacher).
➢ In involves people from diverse parts of the operations as a whole, which
helps ensure that when new and modified processes are implemented,
someone goes back and updates the SOP.

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➢ It encourages employees to follow the SOP and listen to the trainers
because the employees know that the writers invested time and effort on
behalf of the employees.

Writhing teams do not have to sit together to write. They can write or edit
parts of the SOP independently and then one person can combine the
individual contributions. Once combined, circulate the draft SOP for review
among the writers before editing a final draft for review by supervisors and
subsequent supervised testing by employees. Ideally a writing team should
meet at least once in the beginning of a project to establish writing
objectives, targets and responsibilities, but then can work semi-
independently with one person serving as

In this way standards are set which make the task much easier, such that
the employees are trained as per the required standards.

➢ Identifying the Employee Skills and Competencies:

After the Standard Operating Procedures are set then the next stage is
to identify the skills and competencies possessed by the employees who
are assigned that particular job. By this it becomes easy to know about
the short comes so that the employee is trained where they require
additional skill. These skills can be indentified by conducting the
performance analysis of the employee or by checking the result or the
contribution level. This would make the training task much easier since
only the requisite trainings given instead of training the employee in all
aspects and this saves time and as well the results can be seen very soon.

➢ Compare the former with the indentified skills and knowledge of the job :

This stage becomes very crucial because the skills and knowledge of the
job are compared with the skills and knowledge possessed by the
employee and the deficiencies are found in the employees. The found
deficiency is then fulfilled by training the employees. This would make
the task of the training much easier because only specific training is
given, this reduces the training cost and as well as training duration.

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➢ Know the strengths and weakness of the People:

Once the skills and competencies of the employees are identified, it

becomes necessary to sort the list by means of strengths and weakness.
It means a kind of SWOT analysis is done to identify them. By
identifying these we can neglect the strengths and provide training for
the weaknesses. This would help the employee to know this strengths
and weakness and as well help the organization to provide the required
training to the employee.

➢ Identify the Trainer:

After the weaknesses are found now it becomes necessary to find the
right trainer who could train the indentified employees with the best
input so that the results are maximized. A trainer is the most important
part of the training program and hence the results are based on the
inputs fed by the trainer and hence very carefully the right person should
be chosen to train the employees.

➢ Conduct Training:

Once the trainer is identified then the dates should be fixed for the
training program and it should be conducted. The trainer may use
various techniques to train the employees i.e. either by classroom
method or demonstration method or slide showing method or training
the employees on the equipment and many more techniques can be used
by the trainer. In this way by following either all the above said methods
or by following any one the trainer can train the trainees.

➢ Implementing of the Learned Skilled:

Once the training is completed then comes the stage of

implementation where the employees implement their newly learnt
skills at their respective jobs. Whatever the employees learnt in the
training may be difficult to implement but by following the techniques
taught to them at the training they can easily implement their skills. The
implementation in done under the follow up action of the trainer.

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➢ Assessment Test:

An assessment test in conducted at the end to know the knowledge

gained by the employees and how far they are able to recollect the
learned material. This test would give the result of how much knowledge
employee gained by the training and what score he gained in the test and
as well it helps in knowing the performance level of the employee.

➢ If not Assessed then Retrain:

If at last the employee has not qualified the test then it means
that the employee has to be retrained so that he gains the required skill.
In this way assessment test helps in knowing the knowledge gained by
the employee.
In this way on the Job Training carries all the above steps, this should
be conducted sequentially so that the training is given successfully.

Central Library

The basic objective of the library is to provide latest information to

those who are engaged in promoting the interests of the organization & to
provide latest information and catering to the needs of the users. The VSP
central library started functioning in TTI in the year 1982 with open access
system with a collection of 1900 books & 2500 Indian standards 25
technical and management journals are being subscribed annually.
The VSP central library collection has been gradually increasing year
by year and the present collection in 23800 books, 18400 Indian and
international standards and annual subscription of 165 technical and
management journals and also have 1315 nos. of back volumes of technical
and management journals. Acquisition, organization of documents and
dissemination of materials information are the three main functions of the
technical library.
Central library has introduced provisional master
cared in place of Accession Registers. VSP central library is displaying the
following computerized cataloguing indexes in the library after proper
binding for easy retrieval of document by the users as well as library staff.
➢ Accession number wise
➢ Author wise
➢ Title wise
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 ➢ Subject wise
LIBRARY INFORMATION SYSTEM:

Recently the central library has introduced library information

system, LIS, with the help of systems Departments of VSP for easy retrieval
of documents to the users of Central Library and Library Staff. The library
application package comprises of all the modules and helps the users to get
and over view of graphical user interface based on systems operation.

MEASURING THE EFFECTIVENESS OF TRAINING

In order to find out the effectiveness of training programmes, feedback will
be obtained from the participants at 3 levels viz.
1. Reaction level
2. Learning level
3. Behavior level

Reaction level and learning level:

At the and of the training programme, a test (post test) will be conducted to
measure the learning of the participant.
Reaction level feed back form is filled by the participants on various
aspects, the rating of effectiveness is measured on a 5- point scale. In case,
the effectiveness is less than “3” on a 5- point scale, programme will be
reviewed to take necessary corrective action.
The summary of the reaction and learning level of a particular programme
is prepared and put up to the HOD of the Training for review. The remarks
or suggestions of participants will be projected for consideration.
After the participants return to their departments from the training
programme, the controlling officer has to conduct a briefing section and
guide them to implement the knowledge gained through the training
program me.
A copy of the feedback form is encoded at annexure
In case of Skill Development Programmers Pre test and Posttest are
conducted to measure the learning index.

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Behavior level:
After 1 month of conducting the programme the post training evaluation
form (PTE forms) will be send to the HOD’s of the concerned departments.
This is designed to find out the knowledge and skill gained during the
training programme and its implementation status on the job. The HOD’s
in turn get the forms filled by the respective controlling officers and send
them back to the training departments. The PTE forms are designed on a 5-
point scale.
All the data collected through PTE forms are summarized. If the
average rating is more than 3 on 5 point scale it will be assumed that the
programme is effective. In case of it is less than 3 the respective
coordinators will discuss with respective controlling officers to find out the
reasons. If the controlling officers feel that the knowledge and skill gained
by the participant through the training program is in sufficient the
participant may be nominated to the same program again.

MANAGEMENT OF TRAINING AND DEVELOPMENT IN PUBLICENTERPRISES

TIME MANAGEMENT:-

A special study was undertaken to not patterns of time

management, and the workshop aim at improving the quality of time
utilization by managers of Visakhapatnam Steel Plant.

PERFORMANCE APPRAISAL:-

To improve the quality of managerial appraisal, a program was

devised to disseminate a better understanding of appraisal principles and
procedures.

COMMUNICATION:-

Plant conduct seminar to help managers improve their skills of

written and oral communication.

CONFERENCE LEADERSHIP:-

Since many of our manners spend a considerable period of time

attending meetings and conferences, this seminar was developed to
help them analyze conference participation modes and improve their
own contributions.

95 | P a g e
 TRAINING NEEDS ANALYSIS

ORGANIZATIONAL LEVEL:-

Every organization need to have well – trained and experienced

people to perform the activities that have to be done. In a rapidly changing
society employees training and development is not only an activity that
desirable but also an activity that on organization must commit resources
to it is to maintain a viable and knowledge work force.
Organization level involves several kinds of investigations. One
aspect of original analysis is the estimation of how many people need to
be trained to accomplish the future goals of the organization. Training
will improve the performance standard and skill of an employee.

JOB PROFESSIONAL LEVEL OR OCCUPATIONAL LEVEL:-

To do work effectively occupational level is useful by which the

employees can perform their job more efficiently. Inadequate job
performance or a decline in productivity or changes remitting out of
job redesigning or a technological breakthrough require some type of
training and development efforts.

INDIVIDUAL LEVEL:-

Individual level uses performance appraisals of employees as guide to

their need for training and development. Individual level not only the
performance of the individual on the current jobs but also bring growth
of the personality, progress towards maturity and actualization of their
potential capacities to become better employee.

HOW THE TRAINING PROGRAM IS DESIGNED:-

A sound training program must possess the following characteristics:

→ Training program should be designed so as to achieve the predetermined
objectives, goals and needs of organization. It should be less expensive.
→Training program should be developed for all in the organization and not
for a particular group.

96 | P a g e
→Training program should be preplanned and we organized, taking in
view the objectives of training program. For this purpose, the whole task
should be divided in various sub activities and such activities should be
arranged in a systematic order.
→Training program should be designed according to size, nature and
financial position of the concern. A small-scale enterprise cannot afford
much to the training program.
→Training program must be flexible enough.
→A senior and experienced officer of the concern must conduct the
program. In large-scale enterprises, the training director who is incharge of
the training sector under personnel department conducts training.
→Theoretical and practical aspects of training must be given due
consideration while preparing a training program. Theory and practice
must go hard in hand. Teaching of theory without the knowledge of its
application will be liable to lose the interest of trainees. On the other hand,
practice without theoretical knowledge mat not enable the trainees to think
for themselves.
→It should be designed in such a fashion as to incorporate the recent trends
developed in the industrial field. The main purpose of training program
should be to enable the employee to pick up training.
→Training program should be designed taking in view the interests of both
employer and the employee. Their group interests should not be suffered.

TRAINING NEED IDENTIFICATION AT VSP STEEL PLANT

Training must be linked with the organizational needs otherwise it

would fail to pay. Training must be linked with the individual need
otherwise individual would fail to learn.
The effectiveness of the training mainly depends upon the proper
identification of the individual for a particular training program. Proper
methodology is being followed for the training need identification well in
advance at the beginning of the year in the following manner.
1. At the very first stage to have a systematic guidance, the training
Advisory Committees which are constituted to guide the Training
Department in conducting the training program. Members of the

97 | P a g e
 Training Advisory Committees are at the level of ED (W), GMs of
Works and Non-works and this committee meets once in a quarter to
discuss various aspects of training.
2. Before Training Department starts the training needs identification
process, guidelines are prepared and are briefed to the Training
Advisory Committees.
The procedure for identification of training needs is as follows:
• A survey is conducted at all cross sections in all major production
departments through a questionnaire.
• Discussions are held with HOD's and with section in charges of the
Shop Floors.
• Workshops are conducted by inviting different cross-functional
departmental officers and opinions obtained from the workshops are
also taken into consideration.
• Training needs projected in the appraisal forms are also taken into
consideration. Training needs projected by the individuals in the
Reaction level feedback forms also taken into consideration.
• A survey is also conducted with different control ling officers of
various departments to know the skills required for the employees
working under their jurisdiction. The skills are divided into 2
categories viz., Basic skills and Special skills.
• The controlling officers are asked to indicate the basic skills and special
skills required for their employees and also the other skills in which
their employees are lagging.
• After obtaining the committee’s opinion, the thrust areas are
identified and accordingly the types of programmers to be conducted
are decided.
• After deciding the type of programmes to be conducted, the draft list of
programmes are prepared and circulated to the entire HOD's to
indicate their requirement against each program. The list is as below:

1. The program-wise requirement is collected from the departments and

consolidated.

2. The total number of programmers to be conducted in a calendar year

is decided based on the requirement projected by the departments,
as well as the availability of resources in view.

3. The average in take in a training program will be ranging 15-40 no’s.

98 | P a g e
 PREPARATION OF ANNUAL TRAINING CALENDAR

The program schedule is prepared after finalizing the number of

programs to be conducted in a calendar year. While preparing the
schedule, the following factors are taken into consideration.

1. Care is being taken to avoid starting of too many programs on the

same date.

2. No program is planned on Sundays, holidays and festival days and on

capital repair days.

3. In case of external programmers, dates are finalized in consultation

with the external faculty/agencies.

The course objectives &course contents are prepared in consultation

with the internal specialists/experts in the respective areas for all the
training programs to be conducted in a calendar year.

After finalizing the program topics, faculty is identified for each topic
and a faculty development program is conducted to the new faculty,
for improving his presentation skills and faculty techniques.

ORGANISING THE TRAINING PROGRAMMES

In case there is any deviation in the program dates indicated in the
annual Training Calendar, the same is also being communicated to the
departments well in advance. Usually this situation arises in case of the
programs conducted with the help of external faculty/agencies.
After sending the confirmation letters to the respective departments,
the departmental heads/controlling officers should ensure giving
communication to the participants and release them in the following
procedure.
The training program details are being entered in the attendance
cards of the participants so that the individual did not forget the program
dates. Communication is also being sent to the faculty for taking the
sessions as per schedule. The program’s coordinators of training

99 | P a g e
department are guiding the internal faculty in preparation of course
material, session plan etc., in order to meet the program objective.

TRAINING PROGRAMME NOMINATIONS

Based on the requirement projected by the departments for each

program, seats allotment list is prepared for different dates for a particular
department.
To identify the right person for a right program, the list of the persons
who are already attended training program till date is also being prepared
for a particular department.
For obtaining nominations, letters are sent by T T I to the
departments along with the following documents:
• Annual Training Calendar
• Course Objectives &Course Contents
• Seats Allotment List
• List of employees who have already attended the training program till
date
• Training needs projected by the individuals in reaction level feedback
forms.

TRAINING INFORMATION SYSTEM AT Technical Training Institute, TTI

Training information system is envisaged to computerize most of the

training and development activities of T T I . There has been dramatic shift
in competition globally. Changes in the international/domestic business
environment, the growing competitive intensity and complexity of firms are
becoming increasingly important. This is forcing firms, nearly everywhere,
to reconsider traditional strategies, policies and routine methods of doing
business. Operating in the· new environment requires computerization in
training, marketing and manufacturing.
In this competitive world to be the best it is necessary to upgrade the
technology. Now-a-days all the organizations are being computerized to get
information accurately and as fast as possible. After receiving the Annual
Training Calendar along with course objectives, respective departments
have to nominate the employees for various programs as per the seat
allotment on monthly basis.

100 | P a g e
• All the departments can nominate their employees through computer, by
using ERP – Learning Solutions , LSO package.
• Department has to complete their nominations activity by 15th of every
month.
• Training department will down load the nominations by 20th of every
month. After downloading, all the nominations are checked for if any
employee has already attended during last 3 years or not. If the
employee has already attended the message is given to the respective
department to delete his nomination.
• Further T T I also check the level of the participants to find out his
suitability for a particular programs.
• The total strength of the nominations for a particular program also
checked and in case more nominations are there, they are advised to
come in the subsequent programs.
• All the above checks completed by 25th of every month for the
subsequent months and confirmation is given by TTI .
• All the respective departments will download the nominations by 30th
of the month and further communication is done by respective
departments to the concerned participants.
• After conducting the program the attendance particulars are fed in the
computer and departments can browse this information through their
terminal.
• Monitoring of defaulters and HOD level.
• Departments can also change the nominations till the last date of the
program.
• Every HOD has access to Training Information system where in they can
nominate, view and modify the proposed nominations of his employees.
• HOD can also view the attendance details of his employees as well as
attendance status of his department as a whole against nominations.

The benefits from these TRAINS are:

1. Easy tracking of Training attendance.
2. Provision for accommodating last minute substitution.
3. Correspondence is reduced.
4. Time for nomination finalization is reduced.
5. Duplication of nominations is eliminated for the same program.
6. Availability of every employee Training history on IBM network.

101 | P a g e
In case of PC related training the respective T T I Coordinator confirm the
nominations and only confirmed employees are to be allowed for attending
the programs. This is done because more employees are being nominated
for PC programs and it is difficult to accommodate all the employees due to
limited PC lab facilities.

METHODS OF TRAINING EVALUATION AT VSP

A variety of evaluation methods are used at different levels in the

pertaining. Training and post-training phases of evaluation.
Some of them are given below:

1. Immediate assessment of trainee’s reactions on the program.

2. Trainee’s observation during the training program.
3. Selecting trainee’s expectations before the program begins.
4. Seeking opinion of trainee’s boss regarding his/her job performance
and behavior.
5. Measuring the improvement in trainee’s on-the-job behavior.
6. Evaluation the trainee’s skill improvement after the training program
is over. Cost-benefit analysis of the program.
7. Evaluation of trainee’s skill before and after the training program.
8. Measurement of trainee’s attitude after the program.
9. Seeking opinion of trainee’s colleagues his/her job performance and
behavior.
.

102 | P a g e
 CHAPTER : 4

ANALYSIS AND DATA

INTERPRETATION

103 | P a g e
 QUESTIONNAIRE FOR MBA PROJECT

A study on ‘TRAINING AND DEVELOPMENT’ at Visakhapatnam Steel Plant

I am Vineeta Yadav MBA student doing a project on ‘Training and

Development’ and its effectiveness in Visakhapatnam Steel Plant. So, I
request you to give your valuable information by responding to the
questionnaire.

Employee name:

Employee number:

Designation:

Department:

1. What motivated you to attend the training programs?

(A) To update job knowledge. (B) To enhance skills.

(C) To contribute more on the job. (D) Because I was asked to attend.

2. Which one of the following methodologies do you find are more effective in
training?

(A) Lectures & Demonstration.

(B) Lectures & Discussions.

(C) Lectures, Discussions & demonstration.

(D) Lectures, Demonstration, Discussions, Case studies & Hand on practice.

3. List the factors which influence the effectiveness of the training programs?

104 | P a g e
 (A) Participants involvement. (B) Performance of the faculty

(C) Relevance of program contents (D) Course materials (E) All the above.

4. Please indicate whether employees participate in the training programmes

and share their experiences during the programmes.

(A) To some extent (B) To full extent (C) Not at all

5. List the factors which are required for an organization to be called as learning
organization?

(A) Employee exchange knowledge in work area.

(B) Employee attend the training programs voluntary

(C) Cordial relations among the employees.

(D) All the above.

6. Will the pre-training and post-training test influence the learning?

(A) To some extent. (B) To full extent. (C) Not at all.

7. Will the training programs contribute towards safe work environment?

(A) Yes (B) No

8. Do you think that training is one of the pre-requites for higher productivity/
for taking

higher responsibilities?

105 | P a g e
 (A) To some extent (B) To the full extent (C) Not at all.

9. Do you notice continuous improvements in training programmes conducted

in VSP?

(A) Yes (B) No

10. How do you feel after attending the training programs?

(A) Feeling higher responsibility (B) Getting more recognition (C) Able to
perform better

[Please indicate your level of satisfaction with the learning environment in VSP]

11. Usefulness of Programme booklets / course material / CDs.

(A) Low (B) Fair (C) Good (D) Excellent

12. Effectiveness of Audio Visuals like LCD projector etc..

(A) Low (B) Fair (C) Good (D) Excellent

13. Performance of faculty:

(A) Low (B) Fair (C) Good (D) Excellent

14. Class room arrangements:

(A) Low (B) Fair (C) Good (D) Excellent

15. Which type of training programs you have undergone from time to time?

(A) Technical (B) Behavioral (C) Both technical and behavioral

16. Are the training programs helpful in your work life?

(A) Yes (B) No

17. By whom do you want to be trained?

(A) Superior (B) Outside executive

106 | P a g e
 (C) Co-employee (D) All of the abov

18. Do you feel that the training program contribute towards better
performance of

equipment /plant by reducing maintance costs & breakdowns?

(A) To some extent (B) To the full extent (C) Not at all

19. To what extent Pc related training programs are meeting your expectations?

(A) To some extent (B) To the full extent (C) Not at all.

20. How do you rate the safety and health related training programs?

(A) Excellent (B) Good (C) Satisfactory (D) Poor

Give me your valuable suggestions:

………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………

Thank for giving valuable opinions

ANALISYS OF QUESTIONAIRE
DATA ANALYSIS

Feedback is collected through survey from the participants of various

development programs are tabulated below. The size of the sample
taken is 200.
To study the training effectiveness of various development
Programs organized by T & D Centre, VSP, a questionnaire
Containing 15 aspects was prepared and administered to 200

107 | P a g e
beneficiaries randomly. The data thus obtained by the survey for 15
aspects of evaluation is presented in a graphical form.
Development Project
A study on ‘TRAINING AND DEVELOPMENT’ at Visakhapatnam Steel Plant

I am Vineeta Yadav, a MBA student doing a project on ‘Training and

Development’ and its effectiveness in Visakhapatnam Steel Plant.

Employee name: Employee number:

Designation: Department:

1. What motivated you to attend the training programs?

(A) To update job knowledge. (B) To enhance skills.

(C) To contribute more on the job. (D) Because I was asked to attend.

100%

80% PERCENTAGE OF DISAGREE

WITH THE OPTION
60%

40% PERCENTAGE OF OPTION

SELECTED BY THE MEMBERS IN
20% VSP
0%
A B C D

INTERPRETATION: The above graph represents that 30 % of the

employees says that training programs is important for improving the
motivated updated job knowledge in VSP. 20 % of the employees to
enhance skills, 16% are improve to contribute more on the job and 5%
are showing their own interest attending for training in VSP.

2. Which one of the following methodologies do you find are more effective in
training?

(A) Lectures & Demonstration.

108 | P a g e
 (B) Lectures & Discussions.
(C) Lectures, Discussions & demonstration.
(D) Lectures, Demonstration, Discussions, Case studies & Hand on practice.

100%

80% PERCENTAGE OF DISAGREE

WITH THE OPTION
60%

40% PERCENTAGE OF OPTION

SELECTED BY THE MEMBERS
20% OF ORGANISATION

0%
A B C D

INTERPRETATION:From the above chart, 6 % of the employeesfeel that

(A), 9% of the employees feel that (B), 12% employees are feel that (C)
and nearly 50% employees are feel that (D) options are better
methodologies. Which is vote by employees in survey.
3. List the factors which influence the effectiveness of the training programs?

(A) Participants involvement. (B) Performance of the faculty

(C) Relevance of program contents (D) Course materials (E) All the
above.

100%
90%
80%
PERCENTAGE OF DISAGREE
70%
WITH THE OPTION
60%
50%
40% PERCENTAGE OF OPTION
SELECTED BY THE MEMBERS IN
30%
VSP
20%
10%
0%
A B C D E

109 | P a g e
INTERPRETATION:From the above chart, half of the employeesfeelthat
participants involvement, performance of the faculty, relevance of
program contents and course materials are all factors influence
effectiveness in training. 8%are select option (A),6% are select option
(B),7% are select option, (C) 3% are select option, (D) and 49% are select
option (E) in VSP .
4. Please indicate whether employees participate in the training programmes
and share their experiences during the programmes.
(A) To some extent
(B) To full extent
(C) Not at all

100%

80% PERCENTAGE OF DISAGREE

WITH THE OPTION
60%
PERCENTAGE OF OPTION
40%
SELECTED BY THE MEMBERS
IN VSP
20%

0%
A B C

INTERPRETATION:From the above chart, 38% of the employeesfeelthat

the training will help some extent in work life, 18 % of the employees
feel that the training will help to full extent inworklife and 3% are feel
not at all help in work life of done by T T I training programmers’.
5. List the factors which are required for an organization to be called as learning
organization?
(A) Employee exchange knowledge in work area.
(B) Employee attend the training programs voluntary
(C) Cordial relations among the employees.
(D) All
the
100%
above.
80% PERCENTAGE OF DISAGREE
WITH THE OPTION
60%

40% PERCENTAGE OF OPTION

SELECTED BY THE MEMBERS
20% IN VSP 110 | P a g e

0%
A B C D
INTERPRETATION:From the above chart, 38% of the employeesfeelthat
the training will effectiveness to improve the quality of work life at
employees exchange knowledge in work area, employee attend the
training programmes voluntary, cordial relation among the
employees.20% are select option (A),6% are select option (B) ,3% are
select option(C) and 38% are select option (D).

6. Will the pre-training and post-training test influence the learning?

(A) To some extent. (B) To full extent. (C) Not at all.

100%
90%
80%
70% PERCENTAGE OF DISAGREE
60% WITH THE OPTION

50%
PERCENTAGE OF OPTION
40% SELECTED BY THE
30% MEMBERS IN VSP
20%
10%
0%
A B C D

INTERPRETATION: The above graph represents 40% of employees feel to

some extent, 20% feel to full extent and 6% feel none about pre-training
and post-training for learning.

7. Will the training programs contribute towards safe work environment?

(A) Yes (B) No

111 | P a g e
 100%
90%
80%
PERCENTAGE OF
70%
DISAGREE WITH THE
60% OPTION
50%
PERCENTAGE OF OPTION
40% SELECTED BY YHE
30% MEMBERS IN VSP
20%
10%
0%
A B

INTERPRETATION:The above represents 50% of employees feel yes and 8%

feel no about training program towards safe work environment.

8. Do you think that training is one of the pre-requites for higher productivity/
for taking
higher responsibilities?
(A) To some extent (B) To the full extent (C) Not at all.

100%
90%
80%
70% PERCENTAGE OF DISAGREE
WITH THE OPTION
60%
50%
PERCENTAGE OF OPTION
40% SELECTED BY THE MEMBERS
IN VSP
30%
20%
10%
0%
A B C

112 | P a g e
INTERPRETATION:The above graph represents 40% of employees feel to
some extent, 30% feel full extent and 5% feel none about training is one of
the pre- requites for higher productivity/ for taking higher responsibilities.

9. Do you notice continuous improvements in training programmes conducted

in VSP?
(A) Yes (B) No

100%
90%
80%
70% PERCENTAGE OF DISAGREE
WITH THE OPTION
60%
50% PERCENTAGE OF OPTION
40% SELECTED BY MEMBERS IN THE
VSP
30%
20%
10%
0%
A B

INTERPRETATION:The above graph represents 50% of employees feel yes and

10% feel no about continuous improvements in training programmers’
conducted in VSP.

10. How do you feel after attending the training programs?

(A) Feeling higher responsibility (B) Getting more recognition (C) Able to
perform better

113 | P a g e
 100%
90%
80%
70% PERCENTAGE OF
60% DISAGREE WITH THE
OPTION
50%
PERCENTAGE OF
40% OPTION SELECTED BY
30% MEMBERS IN THE VSP

20%
10%
0%
A B C

[Please indicate your level of satisfaction with the learning environment in

VSP]

INTERPRETATION: The above represents 20% feel higher responsibility, 10%

feel getting more recognition and 50% employees feel better to perform
about attending the training programs.
11. Usefulness of Programmers booklets / course material / CDs.
(A) Low (B) Fair (C) Good (D) Excellent

100%
90%
80%
70% PERCENTAGE OF DISGREE
60% WITH THE OPTION

50%
PERCENTAGE OF OPTION
40% SELECTED BY MEMBERS IN
30% THE VSP
20%
10%
0%
A B C D
l

114 | P a g e
INTERPRETATION:The above represents 7% feel low 9% feel fair, 50%
employees feel good and 30% feel excellent about Programmers booklets /
course material / CDs.

12. Effectiveness of Audio Visuals like LCD projector etc..

(A) Low (B) Fair (C) Good (D) Excellent

100%

90%

80%

70%
PERCENTAGE OF DISAGREE
60% WITH THE OPTION

50%
PERCENTAGE OF OPTION
40% SELECTED BY MEMBERS IN
THE VSP
30%

20%

10%

0%
A B C D

INTERPRETATION: The above represents 10% feel low,7% feel fair,60% feel
good and 20% feel excellent about Audio Visuals like LCD projector.

13. Performance of faculty:

(A) Low (B) Fair (C) Good (D) Excellent

115 | P a g e
 100%
90%
80%
70% PERCENITAGE OF DISAGREE
WITH THE OPTION
60%
50%
PERCENTAGE OF OPTION
40%
SELECTED BY MEMBERS IN
30% THE VSP
20%
10%
0%
A B C D

INTERPRETATION:The above graph represents 10% feel low,10% feel fair,

50% feel and 20% feel excellent about the performance of faculty.

14. Class room arrangements:

(A) Low (B) Fair (C) Good (D) Excellent

100%
90%
80%
70%
PERCENTAGE OF DISAGREE
60% WITH THE OPTION

50%
PERCENTAGE OF OPTION
40% SELECTED BY MEMBERS IN
30% THE VSP

20%
10%
0%
A B C D

INTERPRETATION:The above graph represents 10% feel low,7% feel fair,40%

feel good and 25% feel excellent about Class room arrangements.

116 | P a g e
15. Which type of training programs you have undergone from time to time?

(A) Technical (B) Behavioral (C) Both technical and behavioral

100%
90%
80%
PERCENTAGE OF DISAGREE
70%
WITH THE OPTION
60%
50%
PERCENTAGE OF OPTION
40%
SELECTED BY MEMBERS IN
30% VSP
20%
10%
0%
A B C

INTERPRETATION:The above graph represents 10% feel technical,10% feel

behavioral and 50% feel both technical and behavioral about training
programs undergone from time to time.

16. Are the training programs helpful in your work life?

(A) Yes (B) No

100%
90%
80% PERCENTAGE OF DISAGREE
70% WITH THE OPTION
60%
50% PERCENTAGE OF OPTION
40% SELECTED BY MEMBERS IN
30% VSP
20%
10%
0%
A B

117 | P a g e
Interpretation:The above graph represents 50% feel yes and 10% feel no
about training programs helpful in your work life.

17. By whom do you want to be trained?

(A) Superior (B) Outside executive

(C) Co-employee (D) All of the above

100%
90%
80%
70% PERCENTAGE OF DISAGREE
60% WITH THE OPTION

50%
PERCENTAGE OF OPTION
40% SELECTED BY MEMBERS IN
30% VSP

20%
10%
0%
A B C D

INTERPRETATION:The above represents 10% feel superior,10% feel outside

executive, 7% feel co-employees and 50% feel all the above about to be
trained.

18. Do you feel that the training program contribute towards better
performance of

Equipment /plant by reducing maintance costs & breakdowns?

(A) To some extent (B) To the full extent (C) Not at all.

118 | P a g e
 100%
90%
80%
70%
PERCENTAGE OF DISAGREE
60%
WITH THE OPTION
50%
PERRCENTAGE OF OPTION
40% SELECTED BY MEMBERS IN VSP
30%
20%
10%
0%
A B C

INTERPRETATION:The above represents 40% feel to some extent use full,32%

feel to full extent use full and 7% feel not at all use full about to be trained

19. To what extent Pc related training programs are meeting your expectations?

(A) To some extent (B) To the full extent (C) Not at all.

100%
90%
80%
70% PERRCENTAGE OF DISAGREE
60% WITH THE OPTION
50%
PERCENTAGE OF OPTION
40% SELECTED BY MEMBERS IN VSP
30%
20%
10%
0%
A B C

INTERPRETATION:The above represents 46% feel to some extent use full,23%

feel to full extent use full and 6% feel not at all use full about to be trained

119 | P a g e
20. How do you rate the safety and health related training programs?

(A) Excellent (B) Good (C) Satisfactory (D) Poor

100%
90%
80%
70%
PERRCENTAGE OF DISAGREE
60%
WITH THE OPTION
50%
PERCENTAGE OF OPTION
40% SELECTED BY MEMBERS IN VSP
30%
20%
10%
0%
A B C D

INTERPRETATION:The above represents 14% feel Excellent,45% feel outside

good, 9% feel satisfactory and 8% feel poor about to be trained

120 | P a g e
 CHAPTER :6

SUMMARY , FINDINGS , AND

SUGGESTIONS

121 | P a g e
FINDINGS

From the survey on workmen it is clearly evident that most of them are
satisfied with the training programs provided by the organization.

The RINL-VSP, Visakhapatnam has put in its best efforts in implementing

various training and development activities for the welfare of workmen.

The training programs have been fruitful to the organization as the

productivity levels as well as the overall work efficiency of the employees
have increased after the training programs.

However in the survey,

We have found that some of the employees haven’t attended the training
programs even though they have been called for it.

Workmen were not interested in training as the training program timings

were clashing with their shift timings.

Some of the workmen who are nearing retirement are not interested in
attending training programs.

Due to lack of encouragement some of the employees are not showing

interest in the training programs.

Training is being undergone by the same candidates in some of the units

which is resulting is disinterest in training for some workmen who are
willing to take part in the training programs.

Employee relationship is also given more importance in and out side the
organization.
Awareness of employees on duty is given more importance than any other
activity in the organization.

Practical approach to improve the managerial effectiveness is timely given

to all the employees in all the categories for more production.

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Training in Communication Skills and time management is also given for
the development of the standards of the organization and of the individuals.

All the employees are interested for attending PC ,Safety & Health related &
Technical training programmes.

RINL is also nominating the employees for the programmes conducted by

other organizations / institutes in India and as well as in abroad.

Over all the employees are satisfied with training and development
programs taken up by the organization in each every aspect.

SUMMARY

The graphical analysis for the various units clearly shows that the
company’s training programs are very beneficial to the workmen and also
the HR department has been successful in implementing training programs
which have met the needs of the workmen and also beneficial to the
company.

Training for all the workmen in various units like Knowledge sharing
programs, Technical, behavioral has been really beneficial to all the
workmen and also to the employees.

The safety training is one of the most important training which have
been undergone by many of the workmen and many have been of the
opinion that it is one of the most important training the company is
providing them.

SUGGESTIONS

After a detailed study and analysis on the training and development

of employees we would like to provide some suggestions to the HR
department. They are:

Since most of the workmen are of the opinion that training program
timings are clashing with their work timings it is better to train the
workmen at their workplace.

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 Setting up of various display boards related to their work, machinery
which they will be handling at their work place, Control rooms, Rest rooms
etc.

Introducing more knowledge sharing programs and Behavioral

training programs at specific zones will help the workmen to know more
about the company and the working process and other details and will also
bring some attitudinal changes which might bring in a change in the work
culture (A new shift).

CONCLUSION:

Training is the organized process by which people learn knowledge and

a skill or attitude for a purpose. The objective of the organization education
and training policy is to enable all its employees to make their maximum
contribution towards achieving business objectives.
Measuring training effectiveness or evaluation of training is the
means used to determine the worth or value of training. A comprehensive
and effective evaluation plan is a critical component of any successful
training programme. It should be well structured to generate information
on the reactions on the amount of learning that has taken place on the
trainees behavior and its contribution to the job/organization.
At VSP training in various technological processes have been given
priority over years. Training of thousands of new entrants has been
designed specifically to impart awareness and skills in various processes
involved in an integrated steel plant, the training is being imparted to
nearly, 10,000 employees every year and spending lot of money, time and
effort hence it is very much essential to evaluate the training to find out
whether it resulted not only in acquisition learning but also its subsequent
transfer to the job situation.
The development programs are being designed keeping in view of the
concerned heads of the departments and also for continuous improvement
of training programs. As soon as the training program is conducted, post
training evaluation questionnaires are sent to the managers to evaluate the
progress of the employees working under them. Training is also being
monitored by senior management of VSP through training advisory
committee (TAC). The study carried out with the objectives listed earlier is
expected to be useful in understanding effectiveness of development

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programs and enable the organization for making development programs
more useful and effective.

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CHAPTER : 7

Conclusion

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 Conclusion

Iron and Steel play a significant role in the growth of the economy of
the country and in every manufacturing sector they are the most essential
elements that are required. Hence Iron and Steel industries have achieved
very high significance in the present developing era.

Out of all the steel industries present in India, Visakhapatnam

Steel Plant is the one that proved its elf to be one of the best developing
organization. The Prime ministers award for the best Integrates Steel Plant
was awarded to VSP in the recent past. This depicts the success level of the
organization. Even though this organization faced as severe setback few
years ago, it recovered and achieved success with in a very short period,
which shows the determination and hard work of the employees and as well
as the efficiency of the directors and other higher officials of the
organization.

Success cannot be achieved sole handedly and hence it is the hard

work devotion, dedication and determination of the employees of the VSP
that made this organization to flourish at greater heights.

This project helped me to know the working conditions, employee

training conditions and the functioning of the organization as a whole and
especially the function of the Technical Training Institute,TTI in detail.
This project has also made me familiar with the techniques adopted by the
TTI to identify and then train the employees in their specific areas. This
study enriched my knowledge about the organization and helped me to gain
more of organizational knowledge.

One thing that I noticed in this study is the level of input given by the
employees at their work place. Every employee takes his job as a challenge
and performs for the betterment of the organization. This has brought glory
to VSP. The level of motivation in the employee is very high.

I am very happy to say that the kind of co-operation given by the

employees during the survey was really appreciable. Even though they were
busy with their works, they were kind enough to provide me with the best
possible information.
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 Their interest depicts their encouragement towards the students who
come for the project. Employees are very encouraging and they appreciate
students and co-operate with us to complete our task successfully.

We can say that the backbone of any organization is its diverse work
force. The statement “Unity in Diversity” is rightly applicable in this
organization. The role played by the HRD in this organization is highly
appreciable. Managing HR is quite a difficult task in any organization, so
the whole organization functions as a family and the result is what we have
seen.

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 11

CHAPTER : 8
BIBILOGRAPHY

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 BIBILOGRAPHY

BOOKS:-

John Bernardin Human Research management

Anthony Landace Training & Development Hand Book

Nadler Leonard Human research Development

JOURNALS:-

Indian Journal of Training & Development Personnel Today

WEBSITE SERVED:-

www.vizagsteel.com

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